components of internal analysis leading to competitive advantage & strategic competitiveness
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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. - PowerPoint PPT PresentationTRANSCRIPT
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Resources, Capabilities & Core Competencies
Sumber: Gary Hamel & C.K. Prahalad. Competing for the future. Harvard Business Review.
Components of Internal Analysis Leading to Competitive Advantage & Strategic Competitiveness
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Components of Internal Analysis Leading to Competitive Advantage & Strategic CompetitivenessResources, Capabilities & Core Competencies
Sony that benefit is "pocketability," and the core competence is miniaturization
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
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.
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Components of Internal Analysis Leading to Competitive Advantage & Strategic Competitiveness
Resources, Capabilities & Core Competencies
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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
Competitive
Advantage
ResourcesCapabilit
iesCore
Competencies
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Resources
Tangible resources areassets that can be seen andquantified.
Resources are inputs into a firm’s production process, such as capital equipment, the skillsof individual employees, patents, finances, and talented managers.
Resources, Capabilities, and Core Competencies
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Resources
Intangible resources includeassets that typically are rooted deeply in the firm’s history and have accumulated over time.
Resources, Capabilities, and Core Competencies
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Capabilities
Unilever
Garuda Indonesia
Apple
Samsung electronic
Herbal product PT. sidomuncul
UnileverMarta tilar
Apple - Sony
Resources, Capabilities, and Core Competencies
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Capabilities exist when resources have been purposely integrated to achieve a specific task or set of tasks.Capabilities
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
Exp: Client-specific capabilities often develop from repeated interactions with clients and the learning about their needs that occurs
Capabilities often evolve and develop over time
Dynamic CapabilityCapacity (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.
Resources, Capabilities, and Core Competencies
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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
Capabilities
Resources, Capabilities, and Core Competencies
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Capabilities
Knowledge (information, intelligence, and expertise) Transfer
Knowledge is gained through experience, observation, and inference and is anintangible resource
Learning Organization
Resources, Capabilities, and Core Competencies
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Core Competenci
es
core competencies are capabilities that serve as a source of competitive advantage for a firm over its rivals.
Capacity of an integrated set of resources to integratively perform a task or activity
Core competencies emerge over time through an organizational process of accumulating and learning how to deploy different resources and capabilitiesNot 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
Resources, Capabilities, and Core Competencies
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Building Core Competencies
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Building Core Competencies
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Building Core Competencies
Four Criteria of Sustainable Competitive Advantage
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.
Valuable capabilities
Rare capabilities
Costly-to-imitate capabilities
Non substitutable capabilities
SCA
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Building Core Competencies
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Building Core Competencies
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Building Core Competencies
Sumberdaya melimpah , Daya saing dipertanyakan?
Apakah Masalahnya?
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Conditions Affecting ManagerialDecisions about Resources,Capabilities, and
Core Competencies
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Building Core Competencies
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Competitive Advantage
Next Week…….#6
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Market Base Strategy Vs Resources Base Strategy
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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