BUS189CHPT3Sept8-09

BUS189CHPT3Sept8-09 - INTERNAL ANALYSIS DISTINCTIVE...

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INTERNAL ANALYSIS: DISTINCTIVE COMPETENCIES, SUSTAINABLE COMP. ADV. & PROFITABILITY FALL 2009 CHAPTER 3, BUS 189 DR. MARK FRUIN
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PORTER VS. RESOURCE BASED VIEW OF THE FIRM EXTERNAL ANALYSIS = INDUSTRY ANALYSIS 5 FORCES MODEL = INDUSTRY “DYNAMICS” (DESCRIPTIVE, NOT ANALYTICAL SUPERIOR POSITION (IN INDUSTRY) = COMPETITIVE SUCCESS INTERNAL ANALYSIS = ORG ANALYSIS FROM RESOURCE BASED POINT OF VIEW FIRM AS A COLLECTION OF RESOURCES FIRM THAT BEST COMBINES, MOBILIZES & MANAGES RESOURCES WINS
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DELL COMPUTER FROM RBV, WHAT COMPETITIVE ADVANTAGES DOES DELL HAVE? RESOURCES = WHAT YOU “HAVE” CAPABILITIES = WHAT YOU “DO” WITH WHAT YOU HAVE COMPETENCIES = WHAT YOU DO WELL DISTINCTIVE COMPETENCIES = WHAT YOU DO WELL AND OTHERS DON’T DO AS WELL
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DELL COMPUTER II WHAT DISTINCTIVE COMPETENCIES DOES DELL HAVE DIRECT SALES MODEL EASILY NAVIGABLE WEBSITE 85% OF SALES MADE VIA INTERNET HIGH RETURN ON INVESTED CAPITAL SUPPLY CHAIN SUCCESS MANAGE SUPPLIER RELATIONS, MORE THAN MANAGE SUPPLY CHAIN LOW INVENTORY COSTS CUSTOMER LOYALTY - HIGH RESALES
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DELL COMPUTER III ARE THESE DISTINCTIVE COMPETENCIES? FIRM-SPECIFIC STRENGTHS THAT ALLOW FIRM TO DIFFERENTIATE ITS PRODUCTS AND/OR ACHIEVE SUBSTANTIALLY LOWER COSTS THAN ITS RIVALS IF SO, WHERE DO THEY COME FROM? ALL DISTINCTIVE COMPETENCIES STARTED AS COMPETENCIES ALL COMPETENCIES STARTED AS CAPABILITIES ALL CAPABILITIES STARTED AS RESOURCES
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DISTINCTIVE COMPETENCIES INVOLVE CREATING SUPERIOR ORGANIZATIONAL PROCESSES NECESSARILY INVOLVE A MAJORITY OF ORGANIZATIONAL MEMBERS STRATEGIC INTENT STRETCH GOALS
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RESOURCES TANGIBLE INTANGIBLE CREATE LITTLE VALUE UNLESS THEY ARE USED USING THEM, CONVERTS THEM INTO CAPABILITIES BOOK SAYS, P. 78 CAPABILITIES ARE PRODUCT OF FIRM STRUCTURE, RESIDE NOT IN INDIVIDUALS, BUT ARE EMBODIED IN ORGANIZATION
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BUS189CHPT3Sept8-09 - INTERNAL ANALYSIS DISTINCTIVE...

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