п»їI. Synthetic Methods (Tools)
D. VCA- value string analysis
At the. The Useful Approach-
A. Important elements:
1 . Strong points
2 . Weaknesses
B. Ways to Tie A few of these Together
1 ) Internal -> strengths & weaknesses
installment payments on your External -> opportunities & threats
C. Goal sama dengan to maximize your strengths and opportunities although minimizing the weaknesses and threats (i. e., produce a competitive benefits, preferably a sustainable one) D. Reasoning: an effective approach fits the interior firm and the external environment E. Exactly what Some Methods We Can Identify Internal Pros and cons? 1 . RBV
2 . VRIO
3. By using a functional approach (not unlike structural functionalism)
III. RBV Model- source based view
A. Fundamental Premise: Firms differ mainly because each provides a unique arranged or bundle of solutions (note the phrase unique as well as the word distinct which are associated with differentiation) B. Types of Basic Methods
1 . touchable assets
2 . intangible possessions (including a firm's capacities and expertise the system, how they bring all of the parts together and how they use these parts) C. Guideline: Basic resources may (should? ) provide a firm a competitive benefits or even a sustained competitive benefits, and are relevant to the concept of key competencies G. What makes one valuable? The answers incorporate:
1 . does the asset give the firm competitive superiority (advantage) 2 . is definitely the resource in short supply and central to rewarding our customers' needs (does it create value? ) 3. is the resource quickly copied or perhaps acquired? (make sure to examine you publication regarding competitive disadvantage, competitive parity, and competitive benefit - endured and non permanent, as well as consider the concept of isolating mechanisms that happen to be related to obstacles to imitation- isolating mechanismsпѓ 4 good examples 1 . Getting physically one of a kind 2 . Way dependent methods 3. Causal ambiguity- Michael porter SYSTEMS 4. Monetary deterrence- would it be going to require me to pay so much to get this done it does not produce any sense) 4. can our organization capture or perhaps appropriate the profit (i. at the., the benefits or advantages) made by the resource? i. e. sports crew owners, unions for players take a few of the money arriving 5. does the resource rapidly depreciate?
6th. are alternatives available another problem is that it can often be its substitutability high? Electronic. Guidelines to get Identifying and Evaluating Resources
1 . break down the useful resource into certain competencies
2 . look at the several functional regions of our company
3. usually do not look simply at isolating mechanisms -- instead check out organizational processes and blends of assets (i. elizabeth., look at the system and how the resource suits it) some. use the VCA
5. use RBV
6. use SWOT
1 . benefit
2 . rarity
1 . Will be our assets and features valuable?
a. do that they increase income and/or decrease cost?
n. do they enable all of us to exploit exterior opportunities or neutralize exterior threats? c. do that they allow all of us to create a competitive position (advantage)(one that we may sustain)? PLACING 2 . In the event so , they can be a durability but , in the event that not, they may be a weak point. 3. Amongst other things, execute a VCA to assist answer these kinds of questions. c. Rarity
1 ) How a large number of firms already possess this/these resources and capabilities? And in addition look at just how many may easily and inexpensively and easily acquire them? 2 . Are these resources and capacities rare or perhaps common?
several. Note that perhaps even if they are not really exclusive to our firm, they still may possibly generate a competitive advantage for us. In the event they're uncommon they're most likely valuable.
1 . Do firms without these resources and capabilities confront a cost drawback in obtaining or growing them? This relates to the term imperfect imitability. In fact , can they obtain and develop them? 2 . Types of Imitability (ofcourse not to be mistaken for Porter's approaches to copy COPYING 1 . TRANSFERING 2 . STRADDLING) a. immediate duplication