the strategic position 3: strategic capability. exploring corporate strategy 8e, © pearson...
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3-2Exploring Corporate Strategy 8e, © Pearson Education 2008
Learning Outcomes (1)
Distinguish elements of strategic capability in organisations: resources, competences, core competences, and dynamic capabilities
Recognise the role of continual improvement in cost efficiency as a strategic capability
Analyse how strategic capabilities might provide sustainable competitive advantage on the basis of their value, rarity, inimitability, and nonsubstitutability
3-3Exploring Corporate Strategy 8e, © Pearson Education 2008
Learning Outcomes (2)
Diagnose strategic capability by means of value chain analysis, activity mapping, benchmarking, and SWOT analysis
Consider how managers can develop strategic capabilities of organisations
3-4Exploring Corporate Strategy 8e, © Pearson Education 2008
Core Concepts in Strategic Capability
Foundations Cost efficiency
SustainabilityOrganisational
knowledge
Analysis Development
3-5Exploring Corporate Strategy 8e, © Pearson Education 2008
What is Strategic Capability?
Strategic capability refers to the resources and competences
of an organisation needed for it to survive and prosper.
3-6Exploring Corporate Strategy 8e, © Pearson Education 2008
Exhibit 3.1 Strategic Capabilities and Competitive Advantage
3-7Exploring Corporate Strategy 8e, © Pearson Education 2008
What are Resources?
Tangible resources are physical assets of an organisation such as
plant, labour, and finance.
Intangible resources are non-physical assets such as information,
reputation, and knowledge.
3-8Exploring Corporate Strategy 8e, © Pearson Education 2008
Resource Categories
Physicalresources
Financialresources
Humanresources
Intellectualcapital
3-9Exploring Corporate Strategy 8e, © Pearson Education 2008
The Terminology of Strategic Capability
Threshold resources
Threshold competences
Unique resources
Core competences
3-10Exploring Corporate Strategy 8e, © Pearson Education 2008
What are Core Competences?
Core competences are the skills and abilities by which resources are deployed through an organisation’s activities and
processes such as to achieve competitive advantage in ways that others cannot
imitate or obtain.
3-11Exploring Corporate Strategy 8e, © Pearson Education 2008
Exhibit 3.3 Sources of Cost Efficiency
Costefficiency
Economiesof scale
Experience
Productdesign
Supply costs
3-12Exploring Corporate Strategy 8e, © Pearson Education 2008
The Experience Curve
Competences in activities develop over time based on experience, resulting in cost efficiencies
Growth may not be optional
Unit costs should decline year on year
First mover advantage is important
3-14Exploring Corporate Strategy 8e, © Pearson Education 2008
Capabilities for achieving and sustaining competitive advantage
Value
Rarity
Inimitable
Substitution
Dynamic
3-15Exploring Corporate Strategy 8e, © Pearson Education 2008
Rarity of Strategic Capabilities
Ease of transferability
Sustainability
Core rigidities
3-16Exploring Corporate Strategy 8e, © Pearson Education 2008
Core Competences Lead to Competitive Advantage When…
They relate to an activity that underpins the value in the product features
They lead to levels of performance that are significantly better than competitors
They are difficult for competitors to imitate
3-17Exploring Corporate Strategy 8e, © Pearson Education 2008
Strategic Capability for the Royal Opera House
3-18Exploring Corporate Strategy 8e, © Pearson Education 2008
Exhibit 3.5 Criteria for Inimitability
Robustness of strategic capability
Complexity Culture andhistory
Causal ambiguity
3-19Exploring Corporate Strategy 8e, © Pearson Education 2008
What are Dynamic Capabilities?
Dynamic capabilities are an organisation’s abilities to renew and recreate its strategic capabilities to
meet the needs of a changing environment.
3-21Exploring Corporate Strategy 8e, © Pearson Education 2008
What is Organisational Knowledge?
Organisational knowledge is the collective experience accumulated
through systems, routines, and activities of sharing across the
organisation.
3-22Exploring Corporate Strategy 8e, © Pearson Education 2008
Diagnosing Strategic Capability
Activity maps
Benchmarking SWOT analysis
Value chain/Value network
3-23Exploring Corporate Strategy 8e, © Pearson Education 2008
What is a Value Chain?
A value chain describes the categories of activities within and
around an organisation, which together create a product or
service.
3-25Exploring Corporate Strategy 8e, © Pearson Education 2008
What is a Value Network?
A value network is the set of interorganisational links and
relationships that are necessary to create a product or service.
3-27Exploring Corporate Strategy 8e, © Pearson Education 2008
Understanding the Capabilities in Relation to the Value Network
Which activities are central important to organisation’s strategic capability?
Where are the profit pools?
What should be outsourced?
Who might be the best partners in the parts of the value network?
3-29Exploring Corporate Strategy 8e, © Pearson Education 2008
Lessons Learned from Activity Maps
Consistency and reinforcement
Difficulties of imitation
Trade-offs
3-30Exploring Corporate Strategy 8e, © Pearson Education 2008
Approaches to Benchmarking
Historical benchmarking
Industry/sector benchmarking
Best-in-class benchmarking
3-31Exploring Corporate Strategy 8e, © Pearson Education 2008
SWOT Analysis
Strengths Weaknesses
Opportunities Threats
3-32Exploring Corporate Strategy 8e, © Pearson Education 2008
Limitations in Managing Strategic Capabilities
Competences valued but not understood
Competences are not valued
Competences are recognised, valued, and understood
3-33Exploring Corporate Strategy 8e, © Pearson Education 2008
Developing Strategic Capabilities
Add and change
Extend
Stretch
Exploit
Cease
Develop externally