I Need A Assignment Done For Week3 Assignment For My Business Adminstration Capestone Class Week 3 Assignment – Strategic Management and Strategic Competit

I Need A Assignment Done For Week3 Assignment For My Business Adminstration Capestone Class Week 3 Assignment – Strategic Management and Strategic Competit

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I Need A Assignment Done For Week3 Assignment For My Business Adminstration Capestone Class

 

Week 3 Assignment – Strategic Management and Strategic Competitiveness

Overview

Choose a public corporation, with which you are familiar, from one of the following industries:

  1. Travel.
  2. Technology.
  3. Food.

Research the company on its own website, public filings on the Securities and Exchange Commission’s Filings & Forms page, Strayer University’s online databases, Strayer University’s Lexis Advance database, and any other sources you can find. The annual report will often provide insights that can help address some of these questions. Use the Strategic Management and Strategic Competitiveness Template [DOCX] to ensure that your assignment meets the requirements.

Requirements

Write a 4-6 page paper in which you address the following:

  • Assess how globalization and technology changes have impacted the corporation you researched.
  • Apply the industrial organization model and the resource-based model to determine how your corporation could earn above-average returns.
  • Assess how the vision statement and mission statement of the corporation influence its overall success.
  • Evaluate how each category of stakeholder impacts the overall success of this corporation.
  • Use the Strayer University Online Library or the Internet to locate and include at least three quality references. Note: Wikipedia and similar websites do not qualify as academic resources.

This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions.The specific course learning outcome associated with this assignment is the following:

  • Determine the impact of globalization and technology changes, strategic models, vision and mission statements, and stakeholders on a corporation’s success
  • .

Business Administration
BUS 499

The Internal Organization: Resources, Capabilities, Core Competencies, and Competition Advantages

Welcome to the Business Administration Capstone.

 

In this lesson we will discuss The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages

 

Next slide.

Objectives

Upon completion of this lesson, you will be able to:

Analyze the internal environment of a company for strengths and weaknesses that impact the firm’s competitiveness.

Upon completion of this lesson, you will be able to:

Analyze the internal environment of a company for strengths and weaknesses that impact the firm’s competitiveness; and

Use technology and information resources to research issues in strategic management.

Please go to the next slide.

Topics

Analyzing the Internal Organization

Resources, Capabilities, and Core Competencies

Building Core Competencies

Outsourcing

Competencies, Strengths, Weaknesses, and Strategic Decisions

In order to achieve this objective, the following supporting topics will be covered:

 

Analyzing the internal organization;

Resources, capabilities, and core competencies;

Building core competencies;

Outsourcing; and

Competencies, strengths, weaknesses, and strategic decisions.

 

Next slide.

Internal Analysis

Traditional Factors

Global Mind-set

Bundles

In the global economy, traditional factors such as labor costs, access to financial resources and raw materials, and protected or regulated markets remain sources of competitive advantage, but to a lesser degree. On important reason is that competitors can apply their resources to successfully use an international strategy as a means of overcoming the advantages created by these more traditional sources.

Increasingly, those who analyze their firm’s internal organization should use a global mind-set to do so. A global mind-set is the ability to study an internal organization in ways that are not dependent on the assumptions of a single country, culture, or context. Because they are able to span artificial boundaries, those with a global mind-set recognize that their firms must possess resources and capabilities that allow understanding of and appropriate response to competitive situations that are influenced by country-specific factors and unique societal cultures.

Finally, analysis of the firm’s internal organization requires that evaluators examine the firm’s portfolio of resources and the bundles of heterogeneous resources and capabilities managers have created. This perspective suggests that individual firms possess at least some resources and capabilities that other companies do not.

Please go to the next slide.

Creating Value

Value

Measured by characteristics and attributes

Offer Superior Value

Source of Above-Average Returns

By exploiting their core competencies or competitive advantages to at least meet if not exceed the demanding standards of global competition, firms create value for customers. Value is measured by a product’s performance characteristics and by its attributes for which customers are willing to pay.

Firms with a competitive advantage offer value to customers that is superior to the value competitors provide. Firms create value by innovatively bundling and leveraging their resources and capabilities. Firms unable to creatively bundle and leverage their resources and capabilities in ways that create value for customers suffer performance declines. Sometimes, it seems that these declines may happen because firms fail to understand what customers value.

Ultimately, creating value for customers is the source of above-average returns for a firm. What the firm intends regarding value creation affects its choice of business-level strategy and its organizational structure.

Please go to the next slide.

Resources, Capabilities, and Core Competencies

Resources

Tangible

Intangible

Capabilities

Competitive

Advantage

Strategic

Competiti

-veness

Core

Competencies

Discovering

Core

Competencies

Value

Chain

Analysis

Four Criteria

of Sustainable

Advantages

– Outsource

Valuable

Rare

Costly to Imitate

Nonsubstitutable

Resources, capabilities, and core competencies are the foundation of competitive advantage. Resources are bundled to create organizational capabilities. In turn, capabilities are the source of a firm’s core competencies, which are the basis of competitive advantages.

Please go to the next slide.

Resources

Tangible Resources

Financial

Organizational

Physical

Technological

Intangible Resources

Human

Innovation

Reputational

Broad in scope, resources cover a spectrum of individual, social, and organizational phenomena. Typically, resources alone do not yield a competitive advantage. In fact, a competitive advantage is generally based on the unique bundling of several resources.

Some of a firm’s resources are tangible while others are intangible. Tangible resources are assets that can be seen and quantified. Production equipment, manufacturing facilities, distribution centers, and formal reporting structures are examples of tangible resources.

Intangible resources are assets that are rooted deeply in the firm’s history and have accumulated over time. Because they are embedded in unique patterns of routines, intangible resources are relatively difficult for competitors to analyze and imitate.

The four types of tangible resources are financial, organizational, physical, and technological. The three types of intangible resources are human, innovation, and reputational.

Please go to the next slide.

Capabilities

Resources purposely integrated

Critical to the building of competitive advantage

Evolve and develop over time

Capabilities exist when resources have been purposely integrated to achieve a specific task or set of tasks. These tasks range from human resources selection to product marketing and research and development activities.

Critical to the building of competitive advantages, capabilities are often based on developing, carrying, and exchanging information and knowledge through the firm’s human capital. Client-specific capabilities often develop from repeated interactions with clients and the learning about their needs that occurs.

As a result, capabilities often evolve and develop over time. The foundation of many capabilities lies in the unique skills and knowledge of a firm’s employees and, often, their functional expertise. Hence, the value of human capital in developing and using capabilities and, ultimately, core competencies cannot be overstated.

Please go to the next slide.

Core Competencies

Value Capabilities

Rare Capabilities

Costly-to-Imitate Capabilities

Unique historical conditions

Causally ambiguous

Social complexity

Nonsubstitutable Capabilities

Core competencies are capabilities that serve as a source of competitive advantage for a firm over it rivals. Core competencies distinguish a company competitively and reflect its personality. Core competencies emerge over time through an organizational process of accumulating and learning how to deploy different resources and capabilities. As the capacity to take action, core competencies are crown jewels of a company, the activities the company performs especially well compared with competitors and through which the firm adds unique value to its goods or services over a long period of time.

Capabilities that are valuable, rare, costly to imitate, and nonsubstitutable are core competencies.

Value capabilities allow the firm to exploit opportunities or neutralize threats in its external environment. By effectively using capabilities to exploit opportunities, a firm creates value for customers.

Rare capabilities are capabilities that few, if any, competitors possess. Capabilities possessed by many rivals are unlikely to be sources of competitive advantage for any one of them. Instead, valuable but common resources and capabilities are sources of competitive parity. Competitive advantage results only when firms develop and exploit valuable capabilities that differ from those shared with competitors.

Costly-to-imitate capabilities are capabilities that other firms cannot easily develop. Capabilities that are costly to imitate are created because of one reason or a combination of three reasons. First, a firm sometimes is able to develop capabilities because of unique historical conditions. A second condition occurs when the link between the firm’s capabilities and its competitive advantage is causally ambiguous. Social complexity is the third reason that capabilities can be costly to imitate.

Nonsubstitutable capabilities are capabilities that do not have strategic equivalents. This final criterion for a capability to be a source of competitive advantage is that there must be no strategically equivalent valuable resources that are themselves either not rare or imitable.

Please go to the next slide.

Check Your Understanding

10

Value Chain

Understand the Parts

Template

Primary Activities

Support Activities

Value chain analysis allows the firm to understand the parts of its operations that create value and those that do not. Understanding these issues is important because the firm earns above-average returns only when the value it creates is greater that the costs incurred to create that value.

The value chain is a template that firms use to understand their cost position and to identify the multiple means that might be used to facilitate implementation of a chose business-level strategy. Today’s competitive landscape demands that firms examine their value chains in global, rather than a domestic-only context. In particular, activities associated with supply chains should be studied within a global context.

A firm’s value chain is segmented into primary and support activities. Primary activities are involved with a product’s physical creation, its sale and distribution to buyers, and its service after the sale. Support activities provide the assistance necessary for the primary activities to take place.

Please go to the next slide.

Outsourcing

What is Outsourcing

Purchase of a value-creating activity from an external supplier

Few organizations possess

Resources and capabilities

Concerned with how components, finished goods, or services will be obtained, outsourcing is the purchase of a value-creating activity from an external supplier. Not-for-profit agencies as well as for-profit organizations actively engage in outsourcing. Firms engaging in effective outsourcing increase their flexibility, mitigate risks, and reduce their capital investments. In multiple global industries, the trend toward outsourcing continues at a rapid pace.

Outsourcing can be effective because few, if any, organizations possess the resources and capabilities required to achieve competitive superiority in all primary and support activities.

Please go to the next slide.

Competencies, Strengths, Weaknesses, and Strategic Decisions

Why Analyze the Internal Organization

Identify strengths and weaknesses

Resources

Capabilities

Core Competencies

Having the Right Resources

Example of External Environment Affecting Competitive Advantage

Borders Group Incorporated

When firms analyze the internal organization, they are able to identify their strengths and weaknesses in resources, capabilities, and core competencies. An example of this would be when a firm has weak capabilities or does not have core competencies in areas required to achieve a competitive advantage. On the other hand, the firm could decide to outsource a function or activity where it is weak in order to improve its ability to use its remaining resources to create value.

 

After looking over the results of the examination dealing with a firm’s internal organization, managers should understand that having a significant quantity of resources is not the same as having the right resources. When we talk about the right resources, we refer to them as resources that have the potential to be formed into core competencies. These core competencies will then serve as the foundation for creating value for customers and developing competitive advantages.

 

Decision-makers sometimes become more focused and productive when looking to find the right resources, especially when the firm has constrained resources. Using tools like outsourcing can help a firm focus on its core competencies and use those as its source of competitive advantage. It is important to note that the value-creating abilities of core competencies should not be taken advantage of or relied on as a permanent competitive advantage. This is due to all core competencies having the potential to become core rigidities. Usually, events occurring in the firm’s external environment create conditions where core competencies can become core rigidities, generate inertia, and stifle innovation. The bad news about core capabilities deals with the external events that can take away the competitive advantage. This can occur when new competitors figure out a better way to serve the firm’s customers, when new technologies emerge, or when political or social events stir things up.

 

An example of external environment affecting a competitive advantage involves the Borders Group Incorporated. This company relied on its large storefronts that drew customers into their stores to browse through books and magazines in a pleasant atmosphere as sources of its competitive success. Over the years, however, digital technologies have rapidly changed customers’ shopping patterns for reading materials. We saw earlier that Amazon. com’s use of the Internet has significantly changed the competitive landscape for Borders and similar competitors. As a result, it is possible that Borders’ core competencies of store locations and a desirable physical environment for customers became core rigidities for this firm. This change eventually lead to Borders filing for bankruptcy in early 2011 and subsequent liquidation.

 

It is important that managers who are studying the firm’s internal organization take responsibility for making sure that core competencies do not become core rigidities.

 

Next slide.

13

Summary

Analyzing the Internal Organization

Resources, Capabilities, and Core Competencies

Building Core Competencies

Outsourcing

Competencies, Strengths, Weaknesses, and Strategic Decisions

We have reached the end of this lesson. Let’s take a look at what we have covered.

 

First, we discussed value. Value is measured by a product’s performance characteristics and by its attributes for which customers are willing to pay.

 

Next, we went over resources. Tangible resources are assets that can be seen and quantified. Intangible resources are assets that are rooted deeply in the firm’s history and have accumulated over time.

 

We then talked about capabilities. Capabilities exist when resources have been purposely integrated to achieve a specific task or set of tasks.

 

Next, we discussed competencies. Core competencies are capabilities that serve as a source of competitive advantage for a firm over it rivals.

 

We then went over value chain. Value chain analysis allows the firm to understand the parts of its operations that create value and those that do not.

 

Later in the lesson with a discussion on outsourcing. Concerned with how components, finished goods, or services will be obtained, outsourcing is the purchase of a value-creating activity from an external supplier.

 

Finally, to conclude the lesson we discussed competencies, strengths, weaknesses, and strategic decisions. We talked about the importance of having the right resources and considering the external environment. We also looked at the concept of core competencies and used the example of Borders Group Incorporated to illustrate the big picture.

 

This completes this lesson.

PROPERTIES

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