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1. Components of Internal Analysis Leading to Competitive Advantage & Strategic Competitiveness Resources, Capabilities & Core Competencies Sumber: Gary Hamel & C.K. Prahalad. Competing for the future. Harvard Business Review.
2. Components of Internal Analysis Leading to Competitive Advantage & Strategic Competitiveness Resources, Capabilities & Core Competencies Sony that benefit is "pocketability," and the core competence is miniaturization Management guru Michael Porter argues that business strategy is not about operational effectiveness (doing things better), but about doing things differently. For Porter, 'Competitive Strategy' means deliberately choosing a different set of activities to deliver a unique mix of value. Core competencies of a company can be defined as a set of skills and expertise that enable a company to deliver exceptional value to customers. Federal Express the benefit is on-time delivery, and the core competence, at a very high level, is logistics management DELL core competencies Global production……strength in Supply chain Direct selling with interactive online shopping to cut of cost Value creation: low cost than competitor
3. Components of Internal Analysis Leading to Competitive Advantage & Strategic Competitiveness Resources, Capabilities & Core Competencies
4. Resources, Capabilities, and Core Competencies Resources are the source of a firm’s capabilities. Resources are bundled to create organizational capabilities. Capabilities in turn are the source of a firm’s core competencies, which are the basis of competitive advantages
5. Resources, Capabilities, and Core Competencies Resources Resourcesare inputs into a firm’s production process, such as capital equipment, the skills of individual employees, patents, finances, and talented managers. Tangible resources are assets that can be seen and quantified.
6. Resources, Capabilities, and Core Competencies Resources Intangible resources include assets that typically are rooted deeply in the firm’s history and have accumulated over time.
7. Capabilities Resources, Capabilities, and Core Competencies Unilever Marta tilar Unilever Garuda Indonesia Herbal product PT. sidomuncul Apple - Sony Apple Samsung electronic
8. Capabilities Resources, Capabilities, and Core Competencies Capabilities exist when resources have been purposely integrated to achieve a specific task or set of tasks. Critical to the building of competitive advantages, capabilities are often based on developing, carrying, and exchanging information and knowledge through the firm’s human capital Capabilities often evolve and develop over time Exp: Client-specific capabilities often develop from repeated interactions with clients and the learning about their needs that occurs Dynamic Capability Capacity (1) to sense and shape opportunities and threats, (2) to seize opportunities, and (3) to maintain competitiveness through enhancing, combining, protecting, and when necessary, reconfiguring the business enterprise’s intangible and tangible assets.
9. Capabilities Resources, Capabilities, and Core Competencies Firms must also be able to utilize the knowledge that they have and transfer it among their business units The firm’s challenge is to create an environment that allows people to integrate their individual knowledge with that held by others in the firm so that, collectively, the firm has significant organizational knowledge
10. Capabilities Resources, Capabilities, and Core Competencies Knowledge is gained through experience, observation, and inference and is an intangible resource Knowledge (information, intelligence, and expertise) Transfer Learning Organization
11. Resources, Capabilities, and Core Competencies Core Competencies core competencies are capabilities that serve as a source of competitive advantage for a firm over its rivals. Core competencies emerge over time through an organizational process of accumulating and learning how to deploy different resources and capabilities Capacity of an integrated set of resources to integratively perform a task or activity Not all of a firm’s resources and capabilities are strategic assets—that is, assets that have competitive value and the potential to serve as a source of competitive advantage
12. Building Core Competencies
13. Building Core Competencies
14. Building Core Competencies Capabilities that are valuable, rare, costly to imitate, and non substitutable are Core Competencies Core competencies are sources of competitive advantage for the firm over its rivals. Four Criteria of Sustainable Competitive Advantage Valuable capabilities SCA Rare capabilities Costly-to-imitate capabilities Non substitutable capabilities
15. Building Core Competencies
16. Building Core Competencies
17. Building Core Competencies Sumberdayamelimpah , Dayasaingdipertanyakan? ApakahMasalahnya?
18. Conditions Affecting ManagerialDecisions about Resources,Capabilities, and Core Competencies
19. Building Core Competencies
20. Next Week…….#6 Competitive Advantage
21. Vs MarketBase Strategy ResourcesBase Strategy
22. To be continued…next slide "Strategic management is trying to understand where you will sit in tomorrow's world, not where you hope to sit; assessing where you can be and deciding where you want to be." - John F Welch. General Electric Co