Internal Analysis Lecture

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Information about Internal Analysis Lecture
Education

Published on February 24, 2008

Author: Sudiksha

Source: authorstream.com

Internal Analysis: Resources, Capabilities, Competencies, and Competitive Advantage:  Internal Analysis: Resources, Capabilities, Competencies, and Competitive Advantage Dr. Jeff Shay Key terminology:  Key terminology Company Portfolio Competitive advantage Core competency Competitive landscape Company Portfolio:  Company Portfolio The set of products or services that an organizations offers consumers Example: Marriott International - Courtyard, New World, Renaissance, etc. Competitive advantage:  Competitive advantage A relatively unique characteristic of an organization that provides greater opportunities over rival organizations Example: American Airlines Sabre system Core competency:  Core competency “A bundle of skills and technologies (rather than a single discrete skill or technology) that enables a company to provide a particular benefit to customers” Example: Pepsico’s unique distribution, franchising, and branding skills bundled together allowed for quick penetration of Asian market with KFC Core competencies at FedEx::  Core competencies at FedEx: Bar-code technology Wireless communications Network management Linear programming Logistics management Package tracking Metacompetency FedEx Competitive Advantage: Value Creation, Low Cost, and Differentiation:  Competitive Advantage: Value Creation, Low Cost, and Differentiation Competitive Advantage Sustained Competitive Advantage The Impact of Quality on Profits:  The Impact of Quality on Profits Increased Reliability Higher Prices Increased Quality Higher Profits Increased Productivity Lower Costs Generic Building Blocks of Competitive Advantage:  Generic Building Blocks of Competitive Advantage Summary of the Impact of Efficiency, Quality, Innovation, and Customer Responsiveness on Unit Costs and Prices:  Summary of the Impact of Efficiency, Quality, Innovation, and Customer Responsiveness on Unit Costs and Prices Customer Responsiveness The Value Chain:  The Value Chain Inputs Outputs Produc- tion Marketing and Sales Service Primary Activities Research and Development Support Activities Company Infra-Structure Human Resources Materials Management Business Functions, The Value Chain, and Value Creation Portfolio Planning Approach:  Portfolio Planning Approach Why Portfolio Planning?:  Why Portfolio Planning? Corporations change Diversified Extended market reach Increased volume and capacity Impact on Corporations Rapid growth Increased complexity Portfolio Planning: Four Areas of Emphasis:  Portfolio Planning: Four Areas of Emphasis Allocating resources Formulating business-unit strategy Setting performance targets Analyzing portfolio balance Cash flow Continuity Risk BCG Growth-Share Matrix:  BCG Growth-Share Matrix Relative Market Share Star Question Mark Dog Cash Cow High Market Growth Low Weak Strong Four Main Strategies of the BCG Model:  Four Main Strategies of the BCG Model Increase market share Hold market share Harvest Divest Slide17:  BCG Growth-Share Matrix: Quadrant Characteristics Relative Market Share Star Earnings: high stable, growing Cash flow: neutral Strategy: hold or invest for growth Question Mark Earnings: low, unstable, growing Cash flow: negative Strategy: increase market share or harvest/divest Dog Earnings: low, unstable Cash flow: neutral or negative Strategy: harvest/divest Cash Cow Earnings: high stable Cash flow: high stable Strategy: hold or add market share 30% Market Growth -10% .1 10 1.0 Using the Model: Symbols:  Using the Model: Symbols Product A Previous Market Size and Position Market Share Product A Total Market Product B Market Smaller but firm has greater share Plotting Your SBU’s:  Plotting Your SBU’s Relative Market Share Star Question Mark Dog Cash Cow 30% Market Growth -10% .1 10 1.0 Traditional SBU or Product Path:  Traditional SBU or Product Path Relative Market Share Star Question Mark Dog Cash Cow 30% Market Growth -10% .1 10 1.0 1 Business Attractiveness Matrix:  Business Attractiveness Matrix Market attractiveness Business strength within market H M L H M L A B C D Core Competency Approach:  Core Competency Approach Must we wait for consumer demand?:  Must we wait for consumer demand? Southwest Airlines CNN Microbreweries Needs Unarticulated Articulated Customer Types Served Unserved Unexploited Opportunities Strategic Stretch and Leverage:  Strategic Stretch and Leverage Strategic Architecture in place Strategic Stretch Inspires Strategic leverage Efficiently focuses resources Hamel and Prahalad’s Core Competency Agenda Matrix:  Hamel and Prahalad’s Core Competency Agenda Matrix Premier plus 10 Mega-opportunities White spaces Fill in the blanks New Core Competence Existing Market New Existing Adapted from : Gary Hamel and C. K. Prahalad, Competing for the Future (Boston: Harvard Business School Press, 1994), p. 224-236. Fill in the Blanks: Existing CC/Existing Market:  Fill in the Blanks: Existing CC/Existing Market What is the opportunity to improve our position in existing markets by better leveraging our existing core competencies? Premier plus 10: New CC/Existing Market :  Premier plus 10: New CC/Existing Market What new core competencies will we need to build to protect and extend our franchise in current markets? New core competencies may also replace existing competencies White Spaces: Existing CC/New Market:  White Spaces: Existing CC/New Market What new products or services could we create by creatively redeploying or recombining our current core competencies? Mega-opportunities: New CC/New Market:  Mega-opportunities: New CC/New Market What new core competencies would we need to build to participate in the most exciting markets of the future? The Roots of Competitive Advantage:  The Roots of Competitive Advantage Distinctive Competencies, Resources, and Capabilities Types of Business-Level Strategies:  Types of Business-Level Strategies Offers Products to Only One Group of Customers Offers Products to Many Kinds of Customers Offers Low- Priced Products to Customers Offers Unique or Distinctive Products to Customers Focused Cost- Leadership Strategy Focused Differentiation Strategy Differentiation Strategy Cost- Leadership Strategy Choosing a Generic Business-Level Strategy (Continued)

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