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Internal AnalysisInternal AnalysisMissionVisionValuesSWOT AnalysisStrategic Planning
Does it work? Is it worth it?
From Hitt, Ireland, & Hoskisson
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Sustainability of a Competitive Sustainability of a Competitive AdvantageAdvantage Sustainability of a competitive advantage Sustainability of a competitive advantage
is a function of:is a function of:– the rate of core-competence obsolescence due the rate of core-competence obsolescence due
to environmental changesto environmental changes– the availability of substitutes for the core the availability of substitutes for the core
competencecompetence– the imitability of the core competencethe imitability of the core competence
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ExternalExternal and Internal Analyses and Internal Analyses
General
General
Env
iron
men
t
Env
iron
men
t
GeneralGeneral
EnvironmentEnvironment
Gen
eral
Gen
eral
Environm
ent
Environm
ent
SocioculturalSociocultural
Global
Global
TechnologicalTechnological
Polit
ical
/Leg
al
Polit
ical
/Leg
al
Dem
ogra
phic
Dem
ogra
phic Econom
ic
Economic
IndustryIndustryEnvironmentEnvironment
CompetitorCompetitorEnvironmentEnvironment
By studying the external By studying the external environment, firms identify environment, firms identify what they what they might choose to domight choose to do
Opportunities and threatsOpportunities and threats
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ExternalExternal and Internal Analysesand Internal Analyses
By studying the internal By studying the internal environment, firms identify environment, firms identify what they what they can docan do
Unique resources, Unique resources, capabilities, and core capabilities, and core competenciescompetencies
(sustainable competitive (sustainable competitive advantage)advantage)
External and External and InternalInternal Analyses Analyses
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Challenge of Internal AnalysisChallenge of Internal Analysis How do we effectively manage current core How do we effectively manage current core
competencies while simultaneously competencies while simultaneously developing new ones?developing new ones?
How do we assemble bundles of resources, How do we assemble bundles of resources, capabilities and core competencies to capabilities and core competencies to create value for customers?create value for customers?
How do we learn to change rapidly?How do we learn to change rapidly?
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Three Conditions Affecting Managerial Three Conditions Affecting Managerial Decisions About Resources, Capabilities, Decisions About Resources, Capabilities, and Core Competenciesand Core Competencies
UncertaintyUncertainty regarding characteristics of the regarding characteristics of the general and the industry environments, general and the industry environments, competitors’ actions, and customers’ preferencescompetitors’ actions, and customers’ preferences
ComplexityComplexity regarding the interrelated causes regarding the interrelated causes shaping a firm’s environments and perceptions of shaping a firm’s environments and perceptions of the environmentsthe environments
Intraorganizational ConflictsIntraorganizational Conflicts among among people making managerial decisions and those people making managerial decisions and those affected by themaffected by them
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Components ofComponents ofInternal AnalysisInternal Analysis
Discovering CoreDiscovering CoreCompetenciesCompetencies
ResourcesResources• TangibleTangible• IntangibleIntangible
CapabilitiesCapabilities
CoreCoreCompetenciesCompetencies
CompetitiveCompetitiveAdvantageAdvantage
StrategicStrategicCompetitivenessCompetitiveness
Four CriteriaFour Criteriaof Sustainableof SustainableAdvantagesAdvantages
• ValuableValuable• RareRare• Costly to ImitateCostly to Imitate• NonsubstitutableNonsubstitutable
ValueValueChainChain
AnalysisAnalysis
• OutsourceOutsource
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Discovering CoreDiscovering CoreCompetenciesCompetencies
ResourcesResources• TangibleTangible• IntangibleIntangible
Resources are what a firm has Resources are what a firm has to work with--its assets--to work with--its assets--including its people and the including its people and the value of its brand namevalue of its brand name
Resources represent inputs into Resources represent inputs into a firm’s production process... a firm’s production process... such as capital equipment, skills such as capital equipment, skills of employees, brand names, of employees, brand names, finances and talented managersfinances and talented managers
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Discovering CoreDiscovering CoreCompetenciesCompetencies
ResourcesResources• TangibleTangible• IntangibleIntangible
Tangible ResourcesTangible Resources• FinancialFinancial• PhysicalPhysical• Human resourcesHuman resources• OrganizationalOrganizational
Intangible ResourcesIntangible Resources• TechnologicalTechnological• InnovationInnovation• ReputationReputation
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Discovering CoreDiscovering CoreCompetenciesCompetencies
CapabilitiesCapabilities
Capabilities become important when they are combined Capabilities become important when they are combined in unique combinations which create core competencies in unique combinations which create core competencies which have strategic value and can lead to competitive which have strategic value and can lead to competitive advantageadvantage
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Discovering CoreDiscovering CoreCompetenciesCompetencies
CapabilitiesCapabilities
Capabilities are what a firm does, and represent the firm’s Capabilities are what a firm does, and represent the firm’s capacity or ability to integrate individual firm resources to capacity or ability to integrate individual firm resources to achieve a desired objectiveachieve a desired objective
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Discovering CoreDiscovering CoreCompetenciesCompetencies
CoreCoreCompetenciesCompetencies
Core competencies are resources and capabilities that serve Core competencies are resources and capabilities that serve as a source of competitive advantage over rivalsas a source of competitive advantage over rivals
Core competencies distinguish a company competitively Core competencies distinguish a company competitively and make it distinctiveand make it distinctive
McKinsey and Co. recommends using three to four McKinsey and Co. recommends using three to four competencies when framing strategic actionscompetencies when framing strategic actions
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Four CriteriaFour Criteriaof Sustainableof SustainableAdvantagesAdvantages
• ValuableValuable• RareRare• Costly to ImitateCostly to Imitate• NonsubstitutableNonsubstitutable
Discovering CoreDiscovering CoreCompetenciesCompetencies
Valuable: Capabilities that help a firm neutralize threats or Valuable: Capabilities that help a firm neutralize threats or exploit opportunitiesexploit opportunities
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Four CriteriaFour Criteriaof Sustainableof SustainableAdvantagesAdvantages
• ValuableValuable• RareRare• Costly to ImitateCostly to Imitate• NonsubstitutableNonsubstitutable
Discovering CoreDiscovering CoreCompetenciesCompetencies
Rare: Capabilities that are not possessed by many othersRare: Capabilities that are not possessed by many others
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Four CriteriaFour Criteriaof Sustainableof SustainableAdvantagesAdvantages
• ValuableValuable• RareRare• Costly to ImitateCostly to Imitate• NonsubstitutableNonsubstitutable
Discovering CoreDiscovering CoreCompetenciesCompetencies
Costly to imitate: capabilities that other firms cannot Costly to imitate: capabilities that other firms cannot develop easily, usually due todevelop easily, usually due to
• Unique historical conditionsUnique historical conditions• Causal ambiguityCausal ambiguity• Social complexitySocial complexity
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Four CriteriaFour Criteriaof Sustainableof SustainableAdvantagesAdvantages
• ValuableValuable• RareRare• Costly to ImitateCostly to Imitate• NonsubstitutableNonsubstitutable
Discovering CoreDiscovering CoreCompetenciesCompetencies
Nonsubstitutable: capabilities that do not have strategic Nonsubstitutable: capabilities that do not have strategic equivalentsequivalents
• Invisible to competitorsInvisible to competitors• Firm specific knowledgeFirm specific knowledge• Trust-based working relationships between managers Trust-based working relationships between managers
and nonmanagerial personneland nonmanagerial personnel
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Core Competence as a Strategic Core Competence as a Strategic CapabilityCapability
ResourcesResources• Inputs to a firm’s Inputs to a firm’s
production processproduction process
CapabilityCapability• A nonstrategicA nonstrategic
team or resourceteam or resource
Core CompetenceCore Competence• A strategicA strategic
capabilitycapability
The source ofThe source of
Does it satisfy the Does it satisfy the criteria of sustainable criteria of sustainable competitive competitive advantage?advantage?
YesYes
NoNo
CapabilityCapability• An integration of aAn integration of a
team of resourcesteam of resources
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Performance ImplicationsPerformance Implications
Valuab
le?
Valuab
le?
Rare?
Rare?
Costly
to Im
itate?
Costly
to Im
itate?
Nonsu
bstit
utable
Nonsu
bstit
utable
CompetitiveCompetitiveConsequencesConsequences
PerformancePerformanceImplicationsImplications
NoNo NoNo NoNo NoNoCompetitiveCompetitiveDisadvantageDisadvantage
Below AverageBelow AverageReturnsReturns
YesYes NoNo NoNoYes/Yes/NoNo
CompetitiveCompetitiveParityParity Average ReturnsAverage Returns
YesYes YesYes NoNoYes/Yes/NoNo
Temporary Com-Temporary Com-petitive Advantagepetitive Advantage
Above Average to Above Average to Average ReturnsAverage Returns
YesYes YesYes YesYes YesYesSustainable Com-Sustainable Com-petitive Advantagepetitive Advantage
Above Average Above Average ReturnsReturns
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ServiceService
Marketing & SalesMarketing & Sales
Outbound LogisticsOutbound Logistics
OperationsOperations
Inbound LogisticsInbound LogisticsFirm
Inf
rast
ruct
ure
Firm
Inf
rast
ruct
ure
Hum
an R
esou
rce
Mgm
t.H
uman
Res
ourc
e M
gmt.
Tec
hnol
ogic
al D
evel
opm
ent
Tec
hnol
ogic
al D
evel
opm
ent
Pro
cure
men
tP
rocu
rem
ent
Margin Margin
Primary ActivitiesPrimary Activities
Sup
port
Act
ivit
ies
Sup
port
Act
ivit
ies
The BasicThe BasicValue ChainValue Chain
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Margin
Margin Margin
Margin
Primary ActivitiesPrimary Activities
Su
ppo
rt A
ctiv
ities
Su
ppo
rt A
ctiv
ities
OutsourcingOutsourcing
Outsourcing is the Outsourcing is the purchase of some or purchase of some or all of a value-all of a value-creating activity creating activity from an external from an external suppliersupplier
Usually this is Usually this is because the specialty because the specialty supplier can provide supplier can provide these functions more these functions more efficientlyefficiently
ServiceService
Marketing & SalesMarketing & Sales
Outbound LogisticsOutbound Logistics
OperationsOperations
Inbound LogisticsInbound LogisticsFir
m In
fra
stru
ctu
reF
irm
Infr
ast
ruct
ure
Hu
ma
n R
eso
urce
Mg
mt.
Hu
ma
n R
eso
urce
Mg
mt.
Te
chn
olo
gica
l Dev
elo
pm
en
tT
ech
nol
ogi
cal D
eve
lop
me
nt
Pro
cure
me
nt
Pro
cure
me
nt
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Strategic Rationales for OutsourcingStrategic Rationales for Outsourcing Improve Business FocusImprove Business Focus
– lets company focus on broader business lets company focus on broader business issues by having outside experts handle issues by having outside experts handle various operational detailsvarious operational details
Provide Access to World-Class Provide Access to World-Class CapabilitiesCapabilities– the specialized resources of outsourcing the specialized resources of outsourcing
providers makes world-class capabilities providers makes world-class capabilities available to firms in a wide range of available to firms in a wide range of applicationsapplications
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Strategic Rationales for OutsourcingStrategic Rationales for Outsourcing Accelerate Business Re-Engineering Accelerate Business Re-Engineering
BenefitsBenefits– achieves re-engineering benefits more quickly achieves re-engineering benefits more quickly
by having outsiders--who have already by having outsiders--who have already achieved world-class standards--take over achieved world-class standards--take over processprocess
Share RisksShare Risks– reduces investment requirements and makes reduces investment requirements and makes
firm more flexible, dynamic and better able to firm more flexible, dynamic and better able to adapt to changing opportunitiesadapt to changing opportunities
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Strategic Rationales for OutsourcingStrategic Rationales for Outsourcing Free Resources for Other PurposesFree Resources for Other Purposes
– permits firm to redirect efforts from non-core permits firm to redirect efforts from non-core activities toward those that serve customers activities toward those that serve customers more effectivelymore effectively
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Outsourcing IssuesOutsourcing Issues Greatest ValueGreatest Value
– outsource only to firms possessing a core outsource only to firms possessing a core competence in terms of performing the primary or competence in terms of performing the primary or support activity being outsourcedsupport activity being outsourced
Evaluating Resources and CapabilitiesEvaluating Resources and Capabilities– don’t outsource activities in which the firm itself can don’t outsource activities in which the firm itself can
create and capture valuecreate and capture value
Environmental Threats and Ongoing TasksEnvironmental Threats and Ongoing Tasks– do not outsource primary and support activities that do not outsource primary and support activities that
are used to neutralize environmental threats or are used to neutralize environmental threats or complete necessary ongoing organizational taskscomplete necessary ongoing organizational tasks
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Outsourcing IssuesOutsourcing Issues Nonstrategic Team of ResourcesNonstrategic Team of Resources
– do not outsource capabilities that are critical to do not outsource capabilities that are critical to their success, even though the capabilities are their success, even though the capabilities are not actual sources of competitive advantagenot actual sources of competitive advantage
Firm’s Knowledge BaseFirm’s Knowledge Base– do not outsource activities that stimulate the do not outsource activities that stimulate the
development of new capabilities and development of new capabilities and competenciescompetencies
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Core Competencies: Cautions Core Competencies: Cautions and Remindersand Reminders Never take for granted that core Never take for granted that core
competencies will continue to provide a competencies will continue to provide a source of competitive advantagesource of competitive advantage
All core competencies have the potential All core competencies have the potential to become to become core rigiditiescore rigidities
Core rigidities are former core Core rigidities are former core competencies that now generate inertia competencies that now generate inertia and stifle innovationand stifle innovation
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