Gucci Strategy
Evaluate De Sole's Latest Strategic Move To Buy Yves Saint Laurent And Sergio Rossi-includes things like planning, finance, accounting, legal and govt affairs, info systems, etc
-typically supports the entire value chain
-could be important – especially things like keeping in touch with govt Resource based view of the firm (RBV)
-resource not necessarily controlled by company
-sometimes firms might contract out resources
-combines 2 perspectives -1) internal analysis of phenomena within a company -2) external analysis of industry and its competitive environment
-useful for individual businesses and diversified firm because it reveals how core aspects of a firm can help exploit new product and market opportunities
-3 key types of resources
-1) tangible: easy to id measure and value. Physical and exists like real estate, cash, etc. The easiness of identification makes it unlikely for the asset to be a competitive advantage – could also be HR, Organizational – computer systems or manufacturing process -2) intangible: brand name, reputation, etc. Much harder to imitate.
-3) organizational capabilities: competencies and skills a firm employs to transform assets to outputs. Refers to what a firm does with the resources under its control. Capacity to make decisions, coordinate resource usage. Like processes and routines. Firm resources and sustainable competitive advantages
-competitive advantage must be unique to be sustainable
-only valuable resources can give competitive advantage
-environmental models reveal resources, resource model shows which ones can give sustainable advantage depending on its value
-rarity is also affected by imitability
-you have to know how imitable it is so you make appropriate strategies based around the resource – you can’t make a long term sustainable strategy around something that will be imitated
-typically supports the entire value chain
-could be important – especially things like keeping in touch with govt Resource based view of the firm (RBV)
-resource not necessarily controlled by company
-sometimes firms might contract out resources
-combines 2 perspectives -1) internal analysis of phenomena within a company -2) external analysis of industry and its competitive environment
-useful for individual businesses and diversified firm because it reveals how core aspects of a firm can help exploit new product and market opportunities
-3 key types of resources
-1) tangible: easy to id measure and value. Physical and exists like real estate, cash, etc. The easiness of identification makes it unlikely for the asset to be a competitive advantage – could also be HR, Organizational – computer systems or manufacturing process -2) intangible: brand name, reputation, etc. Much harder to imitate.
-3) organizational capabilities: competencies and skills a firm employs to transform assets to outputs. Refers to what a firm does with the resources under its control. Capacity to make decisions, coordinate resource usage. Like processes and routines. Firm resources and sustainable competitive advantages
-competitive advantage must be unique to be sustainable
-only valuable resources can give competitive advantage
-environmental models reveal resources, resource model shows which ones can give sustainable advantage depending on its value
-rarity is also affected by imitability
-you have to know how imitable it is so you make appropriate strategies based around the resource – you can’t make a long term sustainable strategy around something that will be imitated