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Assessing organization resources
- 2. Resources criteria Createsuperior value to customer Resistance to duplication Value appropriation by firm Complexity
- 3. Customer relationships Brand equity Competitive position
- 4. 1.Create casual ambiguity Complex interplay of resources Tacitness(accumulated skill base resource For example customer relations skills vs cut price bargain 2. High transaction cost of imitating resources 3. Reduced resource depreciation
- 10. RBS vs MarketingOrientation RBV is inward looking and rent earning characteristics of resources Strategy to be competitive must be embedded in resources and capabilities. Competitive positioning reconcile the conflict between two dominant views
- 12. Physical: Landownership Financial: credit rating Operational: Ability to produce product Human Capital: Learning and leadership traits Marketing: Image, loyalty and awareness Legal: copy rights and patents
- 13. Strategic level Cap: Dominance logic or orientation for company direction Learning and assimilation of knowledge and actions Individual Level Cap: Organizational level:
- 14. Diversified servicesfrom Pest control, health care to manned guarding Rentokil source of competitive advantage? Well recruited, trained and motivated people
- 15. In 1996Grand Metropolitan sold 150 million worth of brand and business units Concentrated on 4 Key global brands
- 17. Divested Europeanfishery business and brand like
- 18. Industrial chemicaloperation sold to DuPont Purchased Unilever’s speciality chemical business This marked a shift in ICI core business away from commodity bulk chemicals to high margin speciality chemicals business e.g Coating Pentium computer chip and glue for disposable nappies
- 19. Canon skillsin optic,imaging,micropressor control have enabled to thrived as diverse as copier, laser printer, cameras and image scanning 3M: Competencies in Sticky tape led to post-it-notes, magnetic tape, photographer film, pressure sensitive tape coated abrasive
- 20. 1.Potential access towide variety of market e.g miniatureTV,calculator,notebook andWAP phone 2. Significant benefits to customer 3. Difficult to copy
- 21. GE marketingactivities try to build image but lost to Panasonic Honda core competencies in small engine manufacturer. It moved from initial position in motorcycle to small engine cars,pums,lawnmovers Avoid laundry list Get ManagementConsensus
- 22. Technical resources: Financial standing: In 1997 Microsoft 7 billion cash reserve for investment in internet based project. Organization Structure: Toyota new product development(self managing team, breaking hierarchy Information systems: Invest banks Flexibility: Zara
- 23. Branding:William Hill vsCadbury brand image, Skoda Cars When corporate identity is liability, then more focus is on acquisition of business In 1996 Nestle paid Rowntree 6 time higher the market price in acquisition of Kit Kat, Quality street and Smarties,Rolos andYorkies
- 24.
- 25. Gazza, OohAahCantonaand Damon Hill
- 26. Defensible position Transform market Durability Extendibility
- 27. Country oforigin: Japan,Tiwan,Swiss Market Dominance:
- 28. Distribution network:Hertz Network, Post Office Distribution Control Pockets of strengths Distribution Uniqueness Avon cosmetics sells door to door Dell computer Lead-time Supplier network: Nissan motors