Strategic Management:

Concepts and Cases 9e

Part I: Strategic Management Inputs

Chapter 3: The Internal Organization:
Resources, Capabilities, Core Competencies
and Competitive Advantages

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copied or duplicated, or posted to a publicly accessible website, in
whole or in part.
The Strategic Management Process

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 3: The Internal Organization:
Resources, Capabilities, Core Competencies
and Competitive Advantages
• Overview: Eight content areas
– Importance of understanding internal organization
– Value: Definition and importance
– Tangible vs intangible resources
– Capabilities: Definition and development
– Core competencies: Criteria
– Value Chain Analysis
– Outsourcing: Definition and “why?”
– Internal organization assessment and strategic
decisions

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Innovation in Action: Apple

• Record sales in midst of 2008 global recession

– Attributed to capabilities in innovation across all
product lines
• Laptops
• iPhone
• iPod (Shuffle)
– Marketing capabilities
• Advertising
• Point of sale promotion
• Apple stores
• Potential negatives going forward
– Steve Jobs (health issues)
– Top management talent lured away by other firms

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 3: The Internal Organization:
Resources, Capabilities, Core Competencies
and Competitive Advantages
• Overview: Eight content areas
– Importance of understanding internal
organization
– Value: Definition and importance
– Tangible vs intangible resources
– Capabilities: Definition and development
– Core competencies: Criteria
– Value Chain Analysis
– Outsourcing: Definition and “why?”
– Internal organization assessment and strategic
decisions

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Analyzing the Internal Organization (IO)

• Context of Internal Analysis

• Creating Value
• The Challenge of Analyzing the IO

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Analyzing the Internal Organization (IO) (Cont’d)

• Context of Internal Analysis

– ‘Global mind-set’
• Ability to study an internal environment in ways that do not
depend on the assumptions of a single country, culture, or
context
– Analyze firm’s portfolio of resources and bundle
heterogeneous resources and capabilities
• Understand how to leverage these bundles
– An organization's core competencies creates and
sustains its competitive advantage
• Creating Value
• The Challenge of Analyzing the IO

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Components of Internal Analysis Leading to
Competitive Advantage and Strategic
Competitiveness

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Analyzing the Internal Organization (IO) (Cont’d)

• Context of Internal Analysis

• Creating Value
– Develop core competencies that lead to competitive
advantage
– Value: measured by a product's performance
characteristics and by its attributes for which customers
are willing to pay
• The Challenge of Analyzing the IO

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Analyzing the Internal Organization (IO) (Cont’d)

• Context of Internal Analysis

• Creating Value
• The Challenge of Analyzing the IO
– Strategic decisions are non-routine, have ethical
implications and influence the organization’s above-
average returns
• Involves identifying, developing, deploying and protecting
firms’ resources, capabilities and core competencies
– Managers face uncertainty on many fronts --
• Proprietary technologies
• Changes in economic and political trends, societal values and
shifts in customer demands
• Environment – increases complexity
– Intraorganizational conflict
• Due to decisions about core competencies and how to nurture
them

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Conditions Affecting Managerial Decisions
About Resources, Capabilities, and Core
Competencies

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 3: The Internal Organization:
Resources, Capabilities, Core Competencies
and Competitive Advantages
• Overview: Eight content areas
– Importance of understanding internal organization
– Value: Definition and importance
– Tangible vs. intangible resources
– Capabilities: Definition and development
– Core competencies: Criteria
– Value Chain Analysis
– Outsourcing: Definition and “why?”
– Internal organization assessment and strategic
decisions

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Resources, Capabilities and Core
Competencies

• Competitive Advantage (CA) foundation includes

– Resources
• Bundled to create organizational capabilities
• Tangible and intangible (As seen in Figure 3.1)
– Capabilities
• Source of a firm’s core competencies and basis for CA
• Purposely integrated to achieve a specific task/set of tasks
– Core Competencies
• Capabilities that serve as a source of CA for a firm over its
rivals
• Distinguish a company from its competitors – the personality

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Resources, Capabilities and Core
Competencies

• Tangible Resources
– Assets that can be seen, touched and quantified
– Examples include equipment, facilities, distribution
centers, formal reporting structures
– Four specific types
• Intangible Resources
– Assets rooted deeply in the firm’s history, accumulated
over time
– In comparison to ‘tangible’ resources, usually can’t be
seen or touched
– Examples include knowledge, trusts, organizational
routines, capabilities, innovation, brand name,
reputation
– Three specific types
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 3: The Internal Organization:
Resources, Capabilities, Core Competencies
and Competitive Advantages
• Overview: Eight content areas
– Importance of understanding internal organization
– Value: Definition and importance
– Tangible vs. intangible resources
– Capabilities: Definition and development
– Core competencies: Criteria
– Value Chain Analysis
– Outsourcing: Definition and “why?”
– Internal organization assessment and strategic
decisions

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Building Core Competencies:
Criteria and Value Chain Analysis

• Two tools firms use to identify and build on their

core competencies
– Four specific criteria of Sustainable CA
– Value Chain Analysis

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Building Core Competencies:
Criteria and Value Chain Analysis
• Four specific criteria of sustainable competitive
advantage – capabilities that are:
– Valuable
– Rare
– Costly-to-imitate
– Nonsubstitutable capabilities
• Competitive consequences:
– Focus on capabilities that yield competitive parity and
either temporary or sustainable competitive advantage
• Performance implications include:
– Parity = average returns
– Temporary advantage = avg. to above avg. returns
– Sustainable advantage = above average returns

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Building Core Competencies:
Criteria and Value Chain Analysis

• Value Chain Analysis

– Primary activities
• Involved with product’s physical creation, sales and
distribution to buyers, and service after the sale
– Service, marketing/sales, outbound/inbound logistics and operations
– Support activities
• Provide assistance necessary for the primary activities to take
place
• Includes firm infrastructure, HRM, technologies development
and procurement

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Basic Value Chain

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 3: The Internal Organization:
Resources, Capabilities, Core Competencies
and Competitive Advantages
• Overview: Eight content areas
– Importance of understanding internal organization
– Value: Definition and importance
– Tangible vs. intangible resources
– Capabilities: Definition and development
– Core competencies: Criteria
– Value Chain Analysis
– Outsourcing: Definition and “why?”
– Internal organization assessment and strategic
decisions

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Outsourcing

• Definition: Purchase of a value-creating activity

from an external supplier
– Effective execution includes an increase in flexibility,
risk mitigation and capital investment reduction
– Trend continues at a rapid pace
– Firms must outsource activities where they cannot
create value or are at a substantial disadvantage
compared to competitors
• Can cause concerns
– Usually revolves around innovative ability and loss of
jobs

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Internal Organization Assessment and
Strategic Decisions

• Firms must identify their strengths and

weaknesses
• Appropriate resources and capabilities needed to
develop desired strategy and create value for
customers/other stakeholders
• Tools (i.e., outsourcing) can help a firm focus on
core competencies as the source for CA
• Core competencies have potential to become core
rigidities
– Competencies emphasized when no longer
competitively relevant can become a weakness
• External environmental conditions and events
impact a firm’s core competencies
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ansoff Matrix

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Grand Strategy Matrix

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Internal-External (IE) Matrix

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Internal-External Matrix

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Generic Strategy

O
Stability Growth
- Pause/Proceed with caution
- No change strategy
- Profit strategy

W S

- Turnaround - Related
- Captive company - Unrelated
- Sell-out/Divestment
- Bankruptcy/Liquidation

Retrenchment Diversification

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TOWS Matrix

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TOWS Matrix (cont’d)

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.