Professional Documents
Culture Documents
AGENDA
Resource-based View of Competitive Advantage Useful? Diagnosing Strategic Capabilities
- Value Chain - Value Network - Activity Maps - Benchmarking - SWOT Analysis
Lack of Specificity
Obtain rare and valuable resources in order to achieve, and further that those resources should be hard to imitate and nonsubstitutable - INVALID
Illustration Number 3.8, Page 154 Exploring Corporate Strategy by Johnson, Scholes and Wittington [Pearson]
Value Chain
Describes the activities that together create a product or service Cost of the value chain activities determines the value of the product Primary activities are directly concerned with the creation or delivery of a product or service Support activities help to improve efficiency of primary activities
Primary Activities
Inbound logistics : Activities concerned with receiving, storing and distribution of inputs Operations : Transforming inputs into final products
Support Activities
Procuring : Process for acquiring various resource inputs
Value Chain
Value Network
Set of inter organizational links that are necessary to create a product or service Where are the costs and values created? Which activities are centrally important? Where are the profit pools? Make or Buy decision Partnering decision
SOURCE Value Chain versus Supply Chain by Andrew Feller, Dr. Dan Shunk and Dr. Tom
Value
A key distinction in defining the value depends on the exchange that generates value is between B2B or B2C Three forms of values in B2B case
1)Technical
2)Organizational 3)Personal
SOURCE - Value Chain versus Supply Chain by Andrew Feller, Dr. Dan Shunk and Dr. Tom
Business to Consumer
SCM requires that product design should be fully integrated with production capability, delivery process and customer demand
SOURCE - Value Chain versus Supply Chain by Andrew Feller, Dr. Dan Shunk and Dr. Tom
Activity Map
Means of identifying strategic capabilities of a company The critical success factors in the market are identified Out of these factors are identified those on which the business outperformed the competitors Identification of clusters of activities that underpin these CSFs and how they link with each other Activity Maps also inform managers what they can do to preserve & develop strategic capability
Benchmarking
Strategic capabilities concern the ability to meet and beat the performance of competitors Benchmarking addresses the need to assess these capabilities in relative terms Types of Benchmarking
Historical Benchmarking Industry/Sector Benchmarking Best-in-class benchmarking
Benchmarking at Xerox
Xerox Corporation is considered pioneer in benchmarking A benchmarking study in 1980s indicated superiority of Japanese competitors in cost efficiency, quality, and new product development
Every department was encouraged to look globally to identify bestin-class companies for benchmarks
For inventory control and customer responsiveness, Xerox benchmarked L. L. Bean, the direct-mail clothing company
Benchmarking at GM
During the 1980s, GM conducted a benchmarking study
It found that Toyota could make a changeover from one model to another on assembly line in eight minutes The comparable time at GM plants was eight hours The result was profound inquiry within GM of its manufacturing strategy and operational capabilities
It will not identify the underlying reasons for good or bad performance
Benchmarking UK Hospitals
Commission for Health Improvement instituted a benchmarking exercise to grade the hospitals Ratings were based on parameters such as waiting times, outpatient waiting times, cleanliness, achievement of financial plans etc. But, the exercise was criticized for the volatility of gradings year on year The main idea behind this exercise was to help hospitals know and overcome the difficulties and offer better services
Develops full awareness check of the situation which can help with both strategic planning and decision-making
It is simple and applicable to a variety of levels of operation. It can also be used for personal development.
Explore possibilities
Make decisions
Human resources - staff, board members, target people Physical resources - your location, building, equipment
Financial - grants, funding agencies, other sources of income Activities and processes - programs you run, systems you employ Past experiences - building blocks for learning and success, your reputation in the community
Economy
Future Trends
Demographics - changes in the age, race, gender, culture Physical Environment and Legislation
Stretching Competences
SOURCE Business Strategy and Business Model : Extending the Strategy-Structure-Performance Paradigm by C. Zott and R. Amit [INSEAD-Wharton Alliance Centre for Global R & D]
SOURCES - How to Turn Your Business Weaknesses into Strengths by Sam Chan on www.hiretheworld.com - Turn that Weakness into a Strength by Jacky Tai in Singapore Business Review
Ceasing Activities
Drawbacks Virtues
HR Policies
Learning Organisation
Experimentation is a norm
Tacit knowledge
FROM
Explicit knowledge Internalization (operational knowledge) Combination (systematic knowledge)
Knowledge-Creation Processes
Tacit knowledge Explicit knowledge Tacit knowledge Socialization Externalization Combination Explicit Internalization knowledge
Socialization Externalization
Sharing experiences between individuals Apprenticeship model Articulate tacit knowledge into explicit concepts Model building, metaphors, analogies Systematizing concepts into knowledge system Meetings, documents, computer networks Embodying explicit knowledge into tacit knowledge Learning by doing
Combination
Internalization
Socialization Ikuko Tanaka, a software developer, first learns the tacit secrets of the Osaka International Hotel baker Tacit
Tacit
Tacit
Externalization Translates secrets into explicit knowledge that she can communicate to her team
Tacit
Explicit Internalization Through process of creating product, team members enrich their tacit knowledge
Explicit Combination Team standardizes knowledge, putting it together in a manual and embodying in a product
Explicit
Explicit
Thank You!