1. Internal Analysis: Resources, Capabilities, and Activities
STOCKPILE:

2. Part 1 Strategy Analysis

3. LO 4-1 Distinguish among a firm’s resources, capabilities, core competencies, and firm activities.
LO 4-2 Differentiate between tangible and intangible resources.
LO 4-3 Describe the critical assumptions behind the resource-based view.
LO 4-4 Apply the VRIO framework to assess the competitive implications of a firm’s resources.
LO 4-5 Identify competitive advantage as residing in a network of firm activities.
LO 4-6 Outline how dynamic capabilities can help a firm sustain competitive advantage.
LO 4-7 Identify different conditions that allow firms to sustain their competitive advantage.
LO 4-8 Conduct a SWOT analysis.

4. From Good to Great to Gone:
Chapter Case 4
From Good to Great to Gone:
Circuit City
A great performer from 1982 – 2000:
World-class logistics and customer responsiveness
4S: service, selection, savings, and satisfaction
6 times better investment than GE under Jack Welch
Bankruptcy in fall of 2008
Outflanked by firms like Best Buy and Amazon

5. Internal Analysis: Inside the Firm
Comparing two firms in same industry:
Internal focus
Core Competencies
Unique strengths deep inside that differentiate a firm
Can drive competitive advantage
Strategic Fit
Internal strengths change with the external environment

6. Creating Strategic Fit to Leverage Internal Strengths
EXHIBIT 4.1
INSTRUCTOR: An Interactive video activity is available online through McGraw-Hill Connect on this section of the text.

7. The Role of Strategy in Business is to Generate and Sustain Value via the Linkages Between Position, Organization, and Resources
Positioning
Organization
Resources & Capabilities

8. Positioning Scope of the Firm: Geographic scope
Product-market scope: Choice of businesses (corporate portfolio analysis)
Product market positioning within a business
Vertical integration decisions

9. Organization Structure Systems Processes
Formal definition of authority
Conflict resolution
Systems
Rules, routines, evaluation and rewards
Processes
Informal communication, networks, and recruitment

10. Resources and Capabilities
Tangible resources
e.g., physical capital
Organizational capabilities
e.g., routines and standard operating procedures
Intangible resources
e.g., trademarks, “know-how”

12. Linking Resources and Capabilities to Firm Performance
EXHIBIT 4.2
Linking Resources and Capabilities to Firm Performance
INSTRUCTOR: An Interactive activity is available online through McGraw-Hill Connect on this section of the text.

13. Company Examples of Core Competencies & Applications
EXHIBIT 4.3
Company Examples of Core Competencies & Applications

15. LO 4-1 Distinguish among a firm’s resources, capabilities, core competencies, and firm activities.
LO 4-2 Differentiate between tangible and intangible resources.
LO 4-3 Describe the critical assumptions behind the resource-based view.
LO 4-4 Apply the VRIO framework to assess the competitive implications of a firm’s resources.
LO 4-5 Identify competitive advantage as residing in a network of firm activities.
LO 4-6 Outline how dynamic capabilities can help a firm sustain competitive advantage.
LO 4-7 Identify different conditions that allow firms to sustain their competitive advantage.
LO 4-8 Conduct a SWOT analysis.

16. Tangible and Intangible Resources
EXHIBIT 4.4
Tangible and Intangible Resources
INSTRUCTOR: An Interactive activity is available online through McGraw-Hill Connect on this section of the text.

18. The Resource-based View
Google Example
Tangible resources valued at $5 billion
Intangible brand valued at over $100 billion
Googleplex has both tangible and intangible aspects
Competitive Advantage More Likely…..
From intangible resources

19. Two Critical Assumptions in RBV
Resource heterogeneity
Bundles of resources and capabilities differ across firms
Southwest Airlines and Alaska Airlines have different resources
SWA
– Higher employee productivity
– Informal organization, pilots help load luggage
Resource immobility
Resources tend to be “sticky” and do not move easily
Southwest Airlines sustained advantage
Several decades superior performance
Competitors have unsuccessfully imitated SWA model

20. LO 4-1 Distinguish among a firm’s resources, capabilities, core competencies, and firm activities.
LO 4-2 Differentiate between tangible and intangible resources.
LO 4-3 Describe the critical assumptions behind the resource-based view.
LO 4-4 Apply the VRIO framework to assess the competitive implications of a firm’s resources.
LO 4-5 Identify competitive advantage as residing in a network of firm activities.
LO 4-6 Outline how dynamic capabilities can help a firm sustain competitive advantage.
LO 4-7 Identify different conditions that allow firms to sustain their competitive advantage.
LO 4-8 Conduct a SWOT analysis.

21. Applying RBV: Decision Tree Competitive Implications
EXHIBIT 4.5
Applying RBV: Decision Tree Competitive Implications
INSTRUCTOR: An Interactive activity is available online through McGraw-Hill Connect on this section of the text.

23. How Nintendo Focused on
STRATEGY HIGHLIGHT 4.1
How Nintendo Focused on
the Casual Gamer
Video Gaming Business
$22 billion in 2009, growing to $60 billion in 2013
Nintendo understands the casual gamer
Game Boy handheld devices in 1990
Nintendo DS in 2004
Wii consoles in 2007
49% of game console market in 2010
Microsoft Kinect introduced in November of 2010
Competition continues…
INSTRUCTOR: There is a link to a 4-minute video on how Nintendo plans to continue marketing to the casual gamer in new games and devices. This link may run an advertisement before playing the video so you may want to download the clip to your local computer or pre-screen the video and pause it at the appropriate point before the start of class.

24. LO 4-1 Distinguish among a firm’s resources, capabilities, core competencies, and firm activities.
LO 4-2 Differentiate between tangible and intangible resources.
LO 4-3 Describe the critical assumptions behind the resource-based view.
LO 4-4 Apply the VRIO framework to assess the competitive implications of a firm’s resources.
LO 4-5 Identify competitive advantage as residing in a network of firm activities.
LO 4-6 Outline how dynamic capabilities can help a firm sustain competitive advantage.
LO 4-7 Identify different conditions that allow firms to sustain their competitive advantage.
LO 4-8 Conduct a SWOT analysis.

25. The Value Chain Primary Activities Support Activities
Add value directly in transforming inputs into outputs
Raw materials through production to customers
Support Activities
Indirectly add value
Provide support to the primary activities
Information systems, human resources, accounting, etc.
Managers can see how competitive advantage flows from a system of activities (using activity-based accounting).

26. Value Chain: Primary & Support Activities
EXHIBIT 4.6

29. Value Chain Analysis
Outsourcing activities can have the unintended consequence of damaging the firm’s potential to evaluate continuously its key assumptions, learn, and create new capabilities and core competencies. Thus, managers should verify that the firm does not outsource activities that stimulate the development of new capabilities and competencies.

30. Strategic Coherence The Logic of How The Business Fits Together:
Southwest Airlines
Low Price
Short Routes
No Frills
Point-to-Point
One Aircraft Boeing 737
High number of Aircraft per Route
No Meals
Flexible/ Lower Staffing
American Airlines
Premium Price
Short, Long, & Int’l
Variety
Hub & Spoke System
Multiple Aircraft
Low number of Aircraft per Route
Meals & Service
Higher Staffing

32. Strategic Coherence
A fit among corporate, business, and functional strategy;
A fit between strategy formulation and implementation;
A balance of commitment and flexibility;
A balance among stakeholders;
A balance of competition and cooperation;
A balance of hiding and diffusing information;
A balance of centralization and decentralization; and
A balance between stability and change.

33. Strategic Coherence
Combining activities that complement and reinforce one another. These activities dovetail together to help achieve the overall objectives of the firm.
Such strategies, which may regarded as systems of activities are often more successful because they are more difficult to imitation. Thus, they can lead to a sustainable competitive advantage.
Strategic coherence may not be a sufficient condition for attaining a competitive advantage, but it is often a necessary one.

34. Strategic Coherence
A sustainable competitive advantage often requires trade-offs. These tradeoffs arise for at least three reasons:
Inconsistencies in image or reputation.
Tradeoffs arising from the activities themselves.
Limits on internal coordination and control
General management at its core is strategy:
Defining and communicating the company’s unique position;
Making tradeoffs;
Forging a dynamic fit among activities (i.e., strategic coherence).

35. Dynamic Strategic Activity Systems
A network of interconnected activities in the firm
Evolve over time – external environment changes
Add new activities & upgrade or remove obsolete ones
Vanguard Example
A global investment firm - $1.4 trillion managed assets
Emphasis on low customer cost and quality service
Among the lowest expense ratios in the industry (0.20%)
Updated the activity system from 1997 to 2011
New customer segmentation core
Two new support activities
Permits customized offerings: long-term and more active traders

36. Vanguard Group’s Activity System 1997
EXHIBIT 4.7
Legend
Core
Support

37. Vanguard Group’s Activity System 2011
EXHIBIT 4.8
Vanguard Group’s Activity System 2011
Legend
Core
Support

38. Dynamic Capabilities Perspective
A firm can modify its resource base to gain & sustain a competitive advantage
Advantage is gained from reconfiguring a firm’s resource base
Honda core competency in gas-powered engine design
Could decrease in value
If consumers move toward electric-powered cars
BYD competency in batteries would gain advantage
Dynamic capabilities are an intangible resource
Resource stocks and flows are a useful view

39. Role of Inflows & Outflows in Building Stocks
EXHIBIT 4.10
Role of Inflows & Outflows in Building Stocks

40. IBM’s Dynamic Strategic Fit
STRATEGY HIGHLIGHT 4.2
IBM’s Dynamic Strategic Fit
From mainframes to services transformation
In 1992, less than 8,000 people in global services
In 2010, nearly 150,000 employees there
IBM started the PC revolution…then became a misfit in the industry
Lou Gerstner joined as CEO of a nearly bankrupt IBM
Moved IBM downstream toward services and thus higher value added
Transformation of core competency:
Today, IBM is a nimble IT-services firm
INSTRUCTOR: A 3-minute video from The New York Times is embedded at the bottom of this slide. It discusses the development of WATSON the computer that defeated the two best humans ever to play the TV game Jeopardy.

41. accounted for 80% of IBM revenues,
EXHIBIT 4.9
IBM Product Scope 1993 and 2010
In 1993, hardware accounted
for 50% of IBM revenues
In 2010, software & services
accounted for 80% of IBM revenues,
hardware was down to 18%

42. LO 4-1 Distinguish among a firm’s resources, capabilities, core competencies, and firm activities.
LO 4-2 Differentiate between tangible and intangible resources.
LO 4-3 Describe the critical assumptions behind the resource-based view.
LO 4-4 Apply the VRIO framework to assess the competitive implications of a firm’s resources.
LO 4-5 Identify competitive advantage as residing in a network of firm activities.
LO 4-6 Outline how dynamic capabilities can help a firm sustain competitive advantage.
LO 4-7 Identify different conditions that allow firms to sustain their competitive advantage.
LO 4-8 Conduct a SWOT analysis.

43. How to Protect a Competitive Advantage
Better Expectations of Future Values
Buy Resources at a low cost
Real Estate Development - highway expansion
Path Dependence
Current alternatives are limited by past decisions
U.S. is the only industrial nation not on the metric system
Honda’s core competency in gas engines took decades to build

45. How to Protect a Competitive Advantage
3. Causal Ambiguity
Cause of success or failure are not apparent
Why has Apple had such a string of successful products?
Role of Steve Jobs’ vision?
Unique talents of the Apple design team?
Timing of product introductions?
4. Social Complexity
Two or more systems interact creating many possibilities
A group of 3 people has 3 relationships
A group of 5 people has 12 relationships

46. EXHIBIT 4.11 Strategic Questions in the SWOT Analysis