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EVALUATING COMPANY RESOURCES AND COMPETITIVE CAPABILITIES CHAPTER 4  Mohammad Mizenur Rahaman Ph.D Researcher Assistant Professor Shahjalal University of Science & Technology, Sylhet Published by  Lecturesheet.iiuc28a9.com
“ Understand what really makes a company ‘tick’.” “ If a company is not ‘best in world’ at a critical activity, it is sacrificing competitive advantage by performing that activity with its existing technique. ”   Charles R. Scott James Brian Quinn ,[object Object],Irwin/McGraw-Hill “ Quote”
Chapter  Outline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Company  Situation  Analysis:  The  Key  Questions ,[object Object],[object Object],[object Object],[object Object],[object Object]
Question  1:  How  Well  Is  the Present  Strategy  Working? ,[object Object],[object Object],[object Object]
What  Is  the  Strategy? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key  Indicators  of  How  Well the  Strategy  Is  Working ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Question  2: What  Are  the  Firm’s  Strengths,  Weaknesses,  Opportunities  and  Threats ?  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],S W O T
Identifying  Resource  Strengths and  Competitive  Capabilities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Identifying  Resource  Weaknesses and  Competitive  Deficiencies ,[object Object],[object Object],[object Object],[object Object],[object Object]
SWOT  Analysis -- What  to  Look  For Potential Resource Strengths  Potential Resource Weaknesses Potential Company Opportunities Potential External Threats ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competencies  vs.  Core  Competencies vs.  Distinctive  Competencies ,[object Object],[object Object],[object Object]
Core  Competencies:  A Valuable  Company  Resource  ,[object Object],[object Object],[object Object],[object Object]
Types  of  Core  Competencies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A  Distinctive  Competence  --  A Competitively  Superior   Resource ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],# 1
Strategic  Management  Principle A distinctive competence empowers a company to build competitive advantage!
Examples:  Distinctive  Competencies  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Determining  the  Competitive Value  of  a  Company  Resource ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic  Management  Principle Successful strategists seek to capitalize on a company’s resource strengths -- its expertise, core competencies, and strongest competitive capabilities!
Identifying  a  Company’s Market  Opportunities ,[object Object],[object Object],[object Object],[object Object]
Strategic  Management  Principle A company is well-advised to pass on a particular market opportunity unless it has or can build the resource capabilities to capture it!
Identifying  External  Threats ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic  Management  Principle Successful strategists aim at capturing a company’s best growth opportunities and creating defenses against external threats to its competitive position and future performance!
Role  of  SWOT  Analysis  in Crafting  a  Better  Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Question  3:  Are  the  Company’s Prices  and  Costs  Competitive? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Why  Rival  Companies Have  Different  Costs ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Principle  of  Competitive  Markets ,[object Object]
What  Is  Strategic  Cost  Analysis? ,[object Object],[object Object],[object Object],[object Object],[object Object]
The  Value  Chain  Concept ,[object Object],[object Object],[object Object],[object Object]
A  Typical  Company  Value  Chain Outbound Logistics Operations Inbound Logistics Sales and Marketing Service Profit Margin Product R&D, Technology, Systems Development Human Resources Management General Administration Primary Activities and Costs Support Activities and Costs
The  Value  Chain  System Upstream Value Chains A Company’s Own Value Chain Downstream Value Chains Internally Performed Activities,  Costs, & Margins Activities,  Costs, & Margins of Forward Channel Allies & Strategic Partners Activities,  Costs, & Margins of Suppliers Buyer/User Value Chains
The  Value  Chain  System  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Example:  Key  Value  Chain  Activities ,[object Object],[object Object],[object Object],[object Object],[object Object],PULP  &  PAPER INDUSTRY
Example:  Key  Value  Chain  Activities ,[object Object],[object Object],[object Object],[object Object],HOME APPLIANCE INDUSTRY
Example:  Key  Value  Chain  Activities ,[object Object],[object Object],[object Object],[object Object],[object Object],SOFT DRINK INDUSTRY Kroger
Example:  Key  Value  Chain  Activities ,[object Object],[object Object],[object Object],[object Object],COMPUTER SOFTWARE INDUSTRY
Activity-Based  Costing:  A  Key Tool  in  Strategic  Cost  Analysis ,[object Object],[object Object],[object Object]
Traditional  Cost  Accounting  vs.  Activity-Based  Costing Traditional Cost Accounting Categories in Department Budget Wages & Salaries   $350,000 Employee Benefits  115,000 Supplies  6,500 Travel  2,400 Depreciation  17,000 Other Fixed Charges   124,000 Miscellaneous Operating Expenses   25,520   $640,150 $135,750 82,100 23,500 15,840 94,300 48,450 110,000 130,210 $640,150 Departmental Activities Using Activity-Based Cost Accounting Evaluate Suppliers Process Purchase Orders Expedite Deliveries Expedite Internal Process Check Item Quality Check Deliveries Against Purchase Orders Resolve Problems Internal Administration
Benchmarking  the  Costs  of Key  Value  Chain  Activities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Objectives  of  Benchmarking ,[object Object],[object Object],[object Object],[object Object],[object Object]
Ethical  Standards  in  Benchmarking: Do’s  and  Don’ts ,[object Object],[object Object],[object Object],[object Object],[object Object]
What  Determines  Whether  a Company  Is  Cost  Competitive? ,[object Object],[object Object],[object Object],[object Object],[object Object],Activities,  Costs, & Margins of Forward Channel Allies & Strategic Partners Internally Performed Activities,  Costs, & Margins Activities,  Costs, & Margins of Suppliers Buyer/User Value Chains
Correcting  Supplier-Related  Cost  Disadvantages:  The  Options ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Correcting  Forward Channel  Cost  Disadvantages:  The  Options ,[object Object],[object Object],[object Object],[object Object]
Correcting  Internal  Cost  Disadvantages:  The  Options ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
From  Value  Chain  Analysis to  Competitive  Advantage ,[object Object],[object Object],[object Object],[object Object],[object Object]
From  Value  Chain  Analysis to  Competitive  Advantage The strategy-making lesson of value chain analysis:   Sustainable competitive advantage  can be created by  (1) managing value chain activities better than rivals and (2) developing distinctive capabilities to serve customers!
Question  4:  How  Strong  Is  the  Company’s  Competitive  Position? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Assessing  a  Company’s  Competitive  Strength  versus  Key  Rivals ,[object Object],[object Object],[object Object],[object Object],[object Object]
An  Unweighted  Competitive  Strength  Assessment KSF/Strength Measure Quality/product performance Reputation/image Manufacturing capability Technological skills Dealer network/distribution New product innovation Financial resources Relative cost position Customer service capability Overall strength rating ABC Co. Rival 1 Rival 2 8 5 10 8 7 10 2 10 4 10 1 7 9 4 10 9 4 10 5 10 7 5 10 3 5 7 10 61 58 71 Rival 3 1 1 5 3 5 5 3 1 1 25 Rival 4 6 6 1 8 1 1 1 4 4 32 Rating Scale:  1 = Very weak; 10 = Very strong
A  Weighted  Competitive  Strength  Assessment KSF/Strength Measure Quality/product performance Reputation/image Manufacturing capability Technological skills Dealer network/distribution New product innovation Financial resources Relative cost position Customer service capability Rival 1 Rival 2 5/0.50 10/1.00 7/0.70 10/1.00 10/1.00 4/0.40 1/0.05 7/0.35 4/0.20 10/0.50 4/0.20 10/0.50 10/1.00 7/0.70 10/3.50 3/1.05 7/1.05 10/1.50 ABC Co. 8 / 0.80 8/0.80 2/0.20 10/0.50 9/0.45 9/0.45 5/0.50 5/1.75 5/0.75 Rival 3 1/0.10 1/0.10 5/0.50 3/0.15 5/0.25 5/0.25 3/0.30 1/0.35 1/0.15 Rival 4 6/0.60 6/0.60 1/0.10 8/0.40 1/0.05 1/0.05 1/0.10 4/1.40 4/1.60 Weight 0.10 0.10 0.10 0.05 0.05 0.05 0.10 0.35 0.15 Rating Scale:  1 = Very weak; 10 = Very strong Sum of weights 1.00 Overall strength rating 6.20 8.20 7.00 2.10 2.90
Why  Do  a  Competitive Strength  Assessment ? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Question  5:  What  Strategic  Issues Does  the  Company Need  to Address?  ,[object Object],[object Object],[object Object],[object Object],[object Object]
Identifying  the  Strategic  Issues ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Stating  the  Issues Clearly  and  Precisely ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Chapter 4

  • 1. EVALUATING COMPANY RESOURCES AND COMPETITIVE CAPABILITIES CHAPTER 4 Mohammad Mizenur Rahaman Ph.D Researcher Assistant Professor Shahjalal University of Science & Technology, Sylhet Published by Lecturesheet.iiuc28a9.com
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16. Strategic Management Principle A distinctive competence empowers a company to build competitive advantage!
  • 17.
  • 18.
  • 19. Strategic Management Principle Successful strategists seek to capitalize on a company’s resource strengths -- its expertise, core competencies, and strongest competitive capabilities!
  • 20.
  • 21. Strategic Management Principle A company is well-advised to pass on a particular market opportunity unless it has or can build the resource capabilities to capture it!
  • 22.
  • 23. Strategic Management Principle Successful strategists aim at capturing a company’s best growth opportunities and creating defenses against external threats to its competitive position and future performance!
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30. A Typical Company Value Chain Outbound Logistics Operations Inbound Logistics Sales and Marketing Service Profit Margin Product R&D, Technology, Systems Development Human Resources Management General Administration Primary Activities and Costs Support Activities and Costs
  • 31. The Value Chain System Upstream Value Chains A Company’s Own Value Chain Downstream Value Chains Internally Performed Activities, Costs, & Margins Activities, Costs, & Margins of Forward Channel Allies & Strategic Partners Activities, Costs, & Margins of Suppliers Buyer/User Value Chains
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38. Traditional Cost Accounting vs. Activity-Based Costing Traditional Cost Accounting Categories in Department Budget Wages & Salaries $350,000 Employee Benefits 115,000 Supplies 6,500 Travel 2,400 Depreciation 17,000 Other Fixed Charges 124,000 Miscellaneous Operating Expenses 25,520 $640,150 $135,750 82,100 23,500 15,840 94,300 48,450 110,000 130,210 $640,150 Departmental Activities Using Activity-Based Cost Accounting Evaluate Suppliers Process Purchase Orders Expedite Deliveries Expedite Internal Process Check Item Quality Check Deliveries Against Purchase Orders Resolve Problems Internal Administration
  • 39.
  • 40.
  • 41.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46.
  • 47. From Value Chain Analysis to Competitive Advantage The strategy-making lesson of value chain analysis: Sustainable competitive advantage can be created by (1) managing value chain activities better than rivals and (2) developing distinctive capabilities to serve customers!
  • 48.
  • 49.
  • 50. An Unweighted Competitive Strength Assessment KSF/Strength Measure Quality/product performance Reputation/image Manufacturing capability Technological skills Dealer network/distribution New product innovation Financial resources Relative cost position Customer service capability Overall strength rating ABC Co. Rival 1 Rival 2 8 5 10 8 7 10 2 10 4 10 1 7 9 4 10 9 4 10 5 10 7 5 10 3 5 7 10 61 58 71 Rival 3 1 1 5 3 5 5 3 1 1 25 Rival 4 6 6 1 8 1 1 1 4 4 32 Rating Scale: 1 = Very weak; 10 = Very strong
  • 51. A Weighted Competitive Strength Assessment KSF/Strength Measure Quality/product performance Reputation/image Manufacturing capability Technological skills Dealer network/distribution New product innovation Financial resources Relative cost position Customer service capability Rival 1 Rival 2 5/0.50 10/1.00 7/0.70 10/1.00 10/1.00 4/0.40 1/0.05 7/0.35 4/0.20 10/0.50 4/0.20 10/0.50 10/1.00 7/0.70 10/3.50 3/1.05 7/1.05 10/1.50 ABC Co. 8 / 0.80 8/0.80 2/0.20 10/0.50 9/0.45 9/0.45 5/0.50 5/1.75 5/0.75 Rival 3 1/0.10 1/0.10 5/0.50 3/0.15 5/0.25 5/0.25 3/0.30 1/0.35 1/0.15 Rival 4 6/0.60 6/0.60 1/0.10 8/0.40 1/0.05 1/0.05 1/0.10 4/1.40 4/1.60 Weight 0.10 0.10 0.10 0.05 0.05 0.05 0.10 0.35 0.15 Rating Scale: 1 = Very weak; 10 = Very strong Sum of weights 1.00 Overall strength rating 6.20 8.20 7.00 2.10 2.90
  • 52.
  • 53.
  • 54.
  • 55.