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Internal Analysis

Situation Analysis

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Internal Analysis

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    1. Internal Analysis Identifying Core Competencies and Sources of Competitive Advantage

    2. Situation Analysis & Competitive Diagnosis

    3. Company Situation Analysis

    4. The Art of War

    5. Value Chain Analysis

    8. “Value” of the Value Chain for Internal Analysis

    9. Value Chain Analysis Importance of value-chain analysis is that it provides a framework for identifying or developing a distinctive competence.

    10. Are Your Capabilities Valuable? Rare? Costly or Difficult to Imitate? Non-substitutable?

    11. Application of Competencies

    12. Durability of Competitive Advantage

    13. Getting the Most From Core Competencies Use them to sustain and defend current advantages. Enhance advantages by applying existing competencies in new ways. Enhance advantages by developing new competencies.

    14. Leverage Core Competencies For Growth Apply to new products Apply to new markets Extend into additional geographic areas

    15. Building New Advantages Reconfigure or recombine current resources and capabilities Identify underutilized resources Identify intangible resources, specifically knowledge resources

    16. Examples

    18. Keys to Success Creation of a superior business system Superior management at one or more stages, e.g., Functional strategies (manufacturing, marketing, distribution) Execution (operating cost control) Superior management across the stages, e.g., Functional strategies (finance, personnel) Control of scarce resources at one or more stages Inessencv Having syuperior managemet, or functional strategies, or execution\ is by definition having a collectivie4 capagbility or a core competence- you cabn see how the two thwories are tied together here- Inessencv Having syuperior managemet, or functional strategies, or execution\ is by definition having a collectivie4 capagbility or a core competence- you cabn see how the two thwories are tied together here-

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