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Strategic Management Chapter 3
Strategic Management Chapter 3
Three
Internal
Analysis:
Distinctive
Competencies,
Competitive
Advantage,
and
Profitability
Internal Analysis
The purpose of internal analysis is to pinpoint the
strengths and weaknesses of the organization.
Strengths lead to superior performance.
Weaknesses lead to inferior performance.
Internal Analysis includes an assessment of:
Quantity and quality of a companys
resources and capabilities
Ways of building unique skills
and company-specific or
distinctive competencies
Responsiveness to customers
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Internal Analysis:
Strengths and Weaknesses
Internal analysis - along with the external analysis of
the companys environment - gives managers the
information to choose the strategies and business
model to attain a sustained competitive advantage.
Strengths
Weaknesses
Of the enterprise
are assets that
boost
profitability
Of the enterprise
are liabilities that
lead to lower
profitability
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Internal Analysis:
A Three-Step Process
1. Understand the process by which companies
create value for customers and profit for
themselves.
Resources
Capabilities
Distinctive competencies
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Competitive Advantage
Competitive Advantage
A firms profitability is greater than the average
profitability for all firms in its industry.
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Strategy, Resources,
Capabilities, and Competencies
Figure 3.1
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Competitive Advantage,
Value Creation, and Profitability
How profitable a company becomes
depends on three basic factors:
1. VALUE or UTILITY the customer gets from
owning the product
2. PRICE that a company charges for its
products
3. COSTS of creating those products
Consumer surplus is the excess utility a
consumer captures beyond the price paid.
Basic Principle: the more utility that consumers
get from a companys products or services, the
more pricing options the company has.
Copyright Houghton Mifflin Company. All rights reserved.
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Value Creation
and Pricing Options
There is a dynamic
relationship among utility,
pricing, demand, and costs.
Figure 3.3
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Comparing Toyota
General Motors
and
Figure 3.4
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Building Blocks
of Competitive Advantage
The Generic
Distinctive Competencies
Figure 3.6
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Efficiency
Measured by the quantity of inputs it
takes to produce a given output:
Efficiency = Outputs / Inputs
Productivity leads to greater efficiency
and lower costs:
Employee productivity
Capital productivity
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Quality
Quality products are goods and services that are:
Reliable and
Differentiated by attributes that customers
perceive to have higher value
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Innovation
Innovation is the act of creating
Process innovation
Creates value by lowering production costs
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Responsiveness to Customers
Identifying and satisfying customers
needs better than the competitors
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Competitive Advantage:
The Value Creation Cycle
Figure 3.8
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Analyzing Competitive
Advantage and Profitability
Competitive Advantage
When a companies profitability is greater than the average of all
other companies in the same industry that compete for the same
customers
Benchmarking
Comparing company performance against that of competitors and
the companys historic performance
Measures of Profitability
Return On Invested Capital (ROIC)
ROIC
Net profit
Net Profit
Net Profit = Total revenues Total costs
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Definitions of
Basic Accounting Terms
Table 3.1
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1.Barriers to Imitation
Imitating Resources
Imitating Capabilities
1.Capability of Competitors
Strategic commitment
Absorptive capacity
2.Industry Dynamism
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Avoiding Failure:
Sustaining Competitive Advantage
1. Focus on the Building Blocks of Competitive
Advantage
Develop distinctive competencies and superior performance in:
Efficiency
Quality
Innovation
Responsiveness to Customers
1. Overcome Inertia
Overcome the internal forces that are barriers to change
J P Morgan
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