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Process
Strategic Assessment
Analysis of Resources, Capabilities and
Competence
1
Some commonly used techniques for internal
analysis
Single Businesses
Resource Audit
Analysis of cost and profit)
Benchmarking, Value Chain Analysis,
(Supply Chain Analysis)
Multiple Businesses
Assessing Parenting Advantage,
Portfolio Analysis)
2
Resource Audit
Resources
Physical
Human
Financial
Other
Quality and Quantity
Unique resources
A good initial analysis
3
Analysis of Costs and Profit
4
Benchmarking
5
Value Chain Analysis
6
Value Chain Analysis
The term value chain describes a way of looking at a
business as a chain of activities that transform
inputs into outputs that customers value.
Customer value derives from three basic sources:
activities that differentiate the product
7
The Value Chain
Secondary Activities
General administration
in
g
ar
M
Primary Activities
8
Conducting a Value Chain Analysis
9
Conducting a Value Chain Analysis
Step 5. After documenting the value chain, managers
need to identify the activities that are critical to buyer
satisfaction and market success. These are the activities
that deserve major scrutiny in an internal analysis.
The mission should influence managers’ choice of the activities
they examine in detail.
The nature of value chains and the relative importance of the
activities within them vary by industry.
The relative importance of value activities can vary by a
company’s position in a broader value system that includes the
value chains of its upstream suppliers and downstream
customers or partners involved in providing products or
services.
Step 6. Compare to competitors.
10
Figure Revised Value Chain
Firm’s infrastructure
SUPPORT
ACTIVITIES Technology trapping and commercialisation
Strategic Management
Source: adapted from Porter, M (1985), Martin (1995) to reflect recent developments
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Why talking “competencies”?
12
The Core Competence Perspective
Adapted from Hamel, G & Prahalad, C.K. (1994) Competing for the Future
13
Beyond price/performance
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How competencies support
products?End products
1 2 3 4 5 6 7 8 9 10
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--- is a cross-organizational boundaries
culture
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How to think of competence
17
From core competences to core
products
18
Layers of competition
19
Competition for competence
Processes
Integration
Learning
Reconfiguration and transformation
Positions
Technological assets
Complementary assets
Financial assets
Paths
Path-dependencies
Technological opportunities
21
The Tests for Core Competence
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Figure 10.5 The roots of core competence for a
typical manufacturing business
CORE COMPETENCE
Collective
knowledge
Personality of the
Mindset
organisation
Task
Professional
Skills
knowledge
25
Assessing Parenting Advantage
Stand-alone influence
Linkage influence
Central functions and service
Corporate development
26
Figure 10.9 Portfolio Analysis
Market Share
High Low
Market
Growth
High
?
Rate
Low
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Choosing the right tools for internal
analysis