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CHAPTER 4

EVALUATING A COMPANY’S
RESOURCES, CAPABILITIES,
AND COMPETITIVENESS
STUDENT VERSION
QUESTION 1: HOW WELL IS THE FIRM’S
PRESENT STRATEGY WORKING?


Best indicators of a well-conceived,
well-executed strategy:
●

The firm is achieving its stated financial and
strategic objectives.

●

The firm is an above-average industry performer.

4–2
SPECIFIC INDICATORS OF
STRATEGIC SUCCESS


Growth in firm’s sales and market share



Acquisition and retention of customers



Strengthening image and reputation with customers



Increasing profit margins, net profits and ROI



Growing financial strength and credit rating



Leadership in factors relevant to marketindustry
success



Continuing improvement in key measures of operating
performance

4–3
QUESTION 2: WHAT ARE THE FIRM’S
COMPETITIVELY IMPORTANT
RESOURCES AND CAPABILITIES?


Competitive Assets
●

Are the firm’s resources and capabilities.

●

Are the determinants of its competitiveness and
ability to succeed in the marketplace.

●

Are what a firm’s strategy depends on to develop
sustainable competitive advantage over its rivals.

4–4
QUESTION 3: IS THE COMPANY ABLE
TO SEIZE MARKET OPPORTUNITIES
AND NULLIFY EXTERNAL THREATS?


SWOT Analysis
●

Is a powerful tool for sizing up a firm’s:


Internal strengths (the basis for strategy)



Internal weaknesses (deficient capabilities)



Market opportunities (strategic objectives)



External threats (strategic defenses)

4–5
IDENTIFYING A COMPANY’S
INTERNAL STRENGTHS


A Competence
●



A Core Competence
●



Is an activity that a firm has learned to perform with
proficiency—a capability.

Is a proficiently performed internal activity that is
central to a firm’s strategy and competitiveness.

A Distinctive Competence
●

Is a competitively valuable activity that a firm
performs better than its rivals.

4–6
IDENTIFYING A FIRM’S WEAKNESSES
AND COMPETITIVE DEFICIENCIES


A Weakness (Competitive Deficiency)
●



Is something a firm lacks or does poorly (in
comparison to others) or a condition that puts it
at a competitive disadvantage in the marketplace.

Types of Weaknesses:
●

Inferior skills, expertise, or intellectual capital

●

Deficiencies in physical, organizational, or
intangible assets

●

Missing or competitively inferior capabilities
in key areas
4–7
IDENTIFYING A COMPANY’S
MARKET OPPORTUNITIES


Characteristics of Market Opportunities:
●

An absolute “must pursue” market


●

A marginally interesting market


●

Represents much potential but is hidden
in “fog of the future.”
Presents high risk and questionable profit
potential.

An unsuitablemismatched market


Is best avoided as the firm’s strengths are
not matched to market factors.
4–8
QUESTION 4: ARE THE COMPANY’S COST
STRUCTURE AND CUSTOMER VALUE
PROPOSITION COMPETITIVE?


Signs of A Firm’s Competitive Strength:
●

Its prices and costs are in line with rivals.

●

Its customer-value proposition is competitive
and cost effective.

●

Its bundled capabilities are yielding
a sustainable competitive advantage.

4–9
THE CONCEPT OF A COMPANY
VALUE CHAIN


The Value Chain
●

Identifies the primary internal activities that create
and deliver customer value and the requisite related
support activities.

●

Permits a deep look at the firm’s cost structure and
ability to offer low prices.

●

Reveals the emphasis that a firm places on activities
that enhance differentiation and support higher prices.

4–10
VALUE CHAIN SYSTEM FOR
AN ENTIRE INDUSTRY


Industry Value Chain:
●
●

The value chains of industry suppliers

●


The firm’s internal value chain

The value chains of channel intermediaries

Effects of the Industry Value Chain:
●

Costs and margins of suppliers and channel partners
can affect prices to end consumers.

●

Activities of channel partners can affect industry sales
volumes and customer satisfaction.
4–11
BENCHMARKING AND
VALUE CHAIN ACTIVITIES


Benchmarking:
●

●



Involves improving a firm’s internal activities based
on learning other companies’ “best practices.”
Assesses whether the cost competitiveness and
effectiveness of a firm’s value chain activities are
in line with its competitors’ activities.

Sources of Benchmarking Information
●

Reports, trade groups, analysts and customers

●

Visits to benchmark companies

●

Data from consulting firms
4–12
IMPROVING VALUE CHAIN ACTIVITIES
OF FORWARD CHANNEL ALLIES


Achieving Cost-Based Competitiveness:
●

Pressure forward channel allies to reduce their costs
and markups so as to make the final price to buyers
more competitive.

●

Collaborate with forward channel allies to identify
win-win opportunities to reduce costs.

●

Change to a more economical distribution strategy,
including switching to cheaper distribution channels.

4–13
ENHANCING DIFFERENTIATION THROUGH
ACTIVITIES AT THE FORWARD END OF THE
VALUE CHAIN SYSTEM


Enhancing Differentiation:
●

Engage in cooperative advertising and
promotions with forward channel allies.

●

Use exclusive arrangements with downstream
sellers or other mechanisms that increase their
incentives to enhance delivered customer value.

●

Create and enforce standards for downstream
activities and assist in training channel partners
in business practices.

4–14
QUESTION 5: IS THE FIRM
COMPETITIVELY STRONGER OR
WEAKER THAN KEY RIVALS?


Assessing the firm’s overall competitive
strength:
●

How does the firm rank relative to competitors
on each of the important factors that determine
market success?

●

Does the firm have a net competitive advantage
or disadvantage versus major competitors?

4–15
THE COMPETITIVE STRENGTH
ASSESSMENT PROCESS

Step 1

Make a list of the industry’s key success factors
and measures of competitive strength or
weakness (6 to 10 measures usually suffice).

Step 2

Assign a weight to each competitive strength
measure based on its perceived importance.

Step 3

Rate the firm and its rivals on each competitive
strength measure and multiply by each measure
by its corresponding weight.

4–16
QUESTION 6: WHAT STRATEGIC ISSUES
AND PROBLEMS MERIT FRONTBURNER MANAGERIAL ATTENTION?


Strategic “How To” Issues:
●

How to meet challenges of new foreign competitors.

●

How to combat the price discounting of rivals.

●

How to both reduce high costs and prepare for price
reductions.

●

How to sustain growth as buyer demand slows.

●

How to adapt to the changing demographics of the
firm’s customer base.

4–17
QUESTION 6: WHAT STRATEGIC ISSUES
AND PROBLEMS MERIT FRONTBURNER MANAGERIAL ATTENTION?


Strategic “Should We” Issues:
●

Expand rapidly or cautiously into foreign markets.

●

Reposition the firm to move to a different strategic
group.

●

Counter increasing buyer interest in substitute
products.

●

Expand of the firm’s product line.

●

Correct the firm’s competitive deficiencies by
acquiring a rival firm with the missing strengths.
4–18

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MGMT449 chap004

  • 1. CHAPTER 4 EVALUATING A COMPANY’S RESOURCES, CAPABILITIES, AND COMPETITIVENESS STUDENT VERSION
  • 2. QUESTION 1: HOW WELL IS THE FIRM’S PRESENT STRATEGY WORKING?  Best indicators of a well-conceived, well-executed strategy: ● The firm is achieving its stated financial and strategic objectives. ● The firm is an above-average industry performer. 4–2
  • 3. SPECIFIC INDICATORS OF STRATEGIC SUCCESS  Growth in firm’s sales and market share  Acquisition and retention of customers  Strengthening image and reputation with customers  Increasing profit margins, net profits and ROI  Growing financial strength and credit rating  Leadership in factors relevant to marketindustry success  Continuing improvement in key measures of operating performance 4–3
  • 4. QUESTION 2: WHAT ARE THE FIRM’S COMPETITIVELY IMPORTANT RESOURCES AND CAPABILITIES?  Competitive Assets ● Are the firm’s resources and capabilities. ● Are the determinants of its competitiveness and ability to succeed in the marketplace. ● Are what a firm’s strategy depends on to develop sustainable competitive advantage over its rivals. 4–4
  • 5. QUESTION 3: IS THE COMPANY ABLE TO SEIZE MARKET OPPORTUNITIES AND NULLIFY EXTERNAL THREATS?  SWOT Analysis ● Is a powerful tool for sizing up a firm’s:  Internal strengths (the basis for strategy)  Internal weaknesses (deficient capabilities)  Market opportunities (strategic objectives)  External threats (strategic defenses) 4–5
  • 6. IDENTIFYING A COMPANY’S INTERNAL STRENGTHS  A Competence ●  A Core Competence ●  Is an activity that a firm has learned to perform with proficiency—a capability. Is a proficiently performed internal activity that is central to a firm’s strategy and competitiveness. A Distinctive Competence ● Is a competitively valuable activity that a firm performs better than its rivals. 4–6
  • 7. IDENTIFYING A FIRM’S WEAKNESSES AND COMPETITIVE DEFICIENCIES  A Weakness (Competitive Deficiency) ●  Is something a firm lacks or does poorly (in comparison to others) or a condition that puts it at a competitive disadvantage in the marketplace. Types of Weaknesses: ● Inferior skills, expertise, or intellectual capital ● Deficiencies in physical, organizational, or intangible assets ● Missing or competitively inferior capabilities in key areas 4–7
  • 8. IDENTIFYING A COMPANY’S MARKET OPPORTUNITIES  Characteristics of Market Opportunities: ● An absolute “must pursue” market  ● A marginally interesting market  ● Represents much potential but is hidden in “fog of the future.” Presents high risk and questionable profit potential. An unsuitablemismatched market  Is best avoided as the firm’s strengths are not matched to market factors. 4–8
  • 9. QUESTION 4: ARE THE COMPANY’S COST STRUCTURE AND CUSTOMER VALUE PROPOSITION COMPETITIVE?  Signs of A Firm’s Competitive Strength: ● Its prices and costs are in line with rivals. ● Its customer-value proposition is competitive and cost effective. ● Its bundled capabilities are yielding a sustainable competitive advantage. 4–9
  • 10. THE CONCEPT OF A COMPANY VALUE CHAIN  The Value Chain ● Identifies the primary internal activities that create and deliver customer value and the requisite related support activities. ● Permits a deep look at the firm’s cost structure and ability to offer low prices. ● Reveals the emphasis that a firm places on activities that enhance differentiation and support higher prices. 4–10
  • 11. VALUE CHAIN SYSTEM FOR AN ENTIRE INDUSTRY  Industry Value Chain: ● ● The value chains of industry suppliers ●  The firm’s internal value chain The value chains of channel intermediaries Effects of the Industry Value Chain: ● Costs and margins of suppliers and channel partners can affect prices to end consumers. ● Activities of channel partners can affect industry sales volumes and customer satisfaction. 4–11
  • 12. BENCHMARKING AND VALUE CHAIN ACTIVITIES  Benchmarking: ● ●  Involves improving a firm’s internal activities based on learning other companies’ “best practices.” Assesses whether the cost competitiveness and effectiveness of a firm’s value chain activities are in line with its competitors’ activities. Sources of Benchmarking Information ● Reports, trade groups, analysts and customers ● Visits to benchmark companies ● Data from consulting firms 4–12
  • 13. IMPROVING VALUE CHAIN ACTIVITIES OF FORWARD CHANNEL ALLIES  Achieving Cost-Based Competitiveness: ● Pressure forward channel allies to reduce their costs and markups so as to make the final price to buyers more competitive. ● Collaborate with forward channel allies to identify win-win opportunities to reduce costs. ● Change to a more economical distribution strategy, including switching to cheaper distribution channels. 4–13
  • 14. ENHANCING DIFFERENTIATION THROUGH ACTIVITIES AT THE FORWARD END OF THE VALUE CHAIN SYSTEM  Enhancing Differentiation: ● Engage in cooperative advertising and promotions with forward channel allies. ● Use exclusive arrangements with downstream sellers or other mechanisms that increase their incentives to enhance delivered customer value. ● Create and enforce standards for downstream activities and assist in training channel partners in business practices. 4–14
  • 15. QUESTION 5: IS THE FIRM COMPETITIVELY STRONGER OR WEAKER THAN KEY RIVALS?  Assessing the firm’s overall competitive strength: ● How does the firm rank relative to competitors on each of the important factors that determine market success? ● Does the firm have a net competitive advantage or disadvantage versus major competitors? 4–15
  • 16. THE COMPETITIVE STRENGTH ASSESSMENT PROCESS Step 1 Make a list of the industry’s key success factors and measures of competitive strength or weakness (6 to 10 measures usually suffice). Step 2 Assign a weight to each competitive strength measure based on its perceived importance. Step 3 Rate the firm and its rivals on each competitive strength measure and multiply by each measure by its corresponding weight. 4–16
  • 17. QUESTION 6: WHAT STRATEGIC ISSUES AND PROBLEMS MERIT FRONTBURNER MANAGERIAL ATTENTION?  Strategic “How To” Issues: ● How to meet challenges of new foreign competitors. ● How to combat the price discounting of rivals. ● How to both reduce high costs and prepare for price reductions. ● How to sustain growth as buyer demand slows. ● How to adapt to the changing demographics of the firm’s customer base. 4–17
  • 18. QUESTION 6: WHAT STRATEGIC ISSUES AND PROBLEMS MERIT FRONTBURNER MANAGERIAL ATTENTION?  Strategic “Should We” Issues: ● Expand rapidly or cautiously into foreign markets. ● Reposition the firm to move to a different strategic group. ● Counter increasing buyer interest in substitute products. ● Expand of the firm’s product line. ● Correct the firm’s competitive deficiencies by acquiring a rival firm with the missing strengths. 4–18