Strategic Mgmt Notes
Monday 13th May 13, 2013 Notes
Strategic Mgmt
Lession from last CLass
Competition between all different stakeholders
External analysis
Attractiveness
Opportunities and risks
Key success factors
Internal
Resource
Capabilties
Distinctive competencies
Competitive advantage?
RCC Distinctions
Resource – tangible/intangible assets
Core competency – most important skill viewed by ORG e.g. St Marys and Research again
Disitivntive competency = skill that distinguishes ORG from others e.g. St Marys and Research by publications or Dalhousie and teaching standards
Capability – resource-competency combination
Internal analysis tools
SWOT Analysis (S part = focus)
Not good enough for decision making
Because it relies on sweeping generalizations often based on perception instead of data
Common strengths
Greatest strength = employees
Good for accessing capabilities
Value Chain analysis
Sequence of primary activities must be carried out eg. Procurement, operations, distribution, sales, service
Support activities e.g. procurement, R&D, HR, General mgmt
GOAL what is the value of these activities?
1st step Six sigma analysis and finance (highest = black belt)
2nd Step which activities are a basis of competitive advantage and which ones aren’t
3rd Step Changer or remove least valuable activities
e.g. Toshiba vs SONY in 80’s Toshiba zero value perception for back of VCR feature
Sony put feature on every VCR. Toshiba were able to reduce cost by 75% producing a cheaper VCR than SONY
Resource and Capability Gap Analysis
Decisions which will tax ORGS Outcomes (useful analysing specific decisions)
Feeling gaps between resources and what is desire to get desired outcome
E.g. Canadian Tire (Sunbelt states (United States (Hispanic, Mexicans, Anglo Americans) move
Failed to reconsider gap analysis
View: thought they would be good in sunbelt because they were good in Canada
(Problem marketing should focus on Target
Strategic Mgmt
Lession from last CLass
Competition between all different stakeholders
External analysis
Attractiveness
Opportunities and risks
Key success factors
Internal
Resource
Capabilties
Distinctive competencies
Competitive advantage?
RCC Distinctions
Resource – tangible/intangible assets
Core competency – most important skill viewed by ORG e.g. St Marys and Research again
Disitivntive competency = skill that distinguishes ORG from others e.g. St Marys and Research by publications or Dalhousie and teaching standards
Capability – resource-competency combination
Internal analysis tools
SWOT Analysis (S part = focus)
Not good enough for decision making
Because it relies on sweeping generalizations often based on perception instead of data
Common strengths
Greatest strength = employees
Good for accessing capabilities
Value Chain analysis
Sequence of primary activities must be carried out eg. Procurement, operations, distribution, sales, service
Support activities e.g. procurement, R&D, HR, General mgmt
GOAL what is the value of these activities?
1st step Six sigma analysis and finance (highest = black belt)
2nd Step which activities are a basis of competitive advantage and which ones aren’t
3rd Step Changer or remove least valuable activities
e.g. Toshiba vs SONY in 80’s Toshiba zero value perception for back of VCR feature
Sony put feature on every VCR. Toshiba were able to reduce cost by 75% producing a cheaper VCR than SONY
Resource and Capability Gap Analysis
Decisions which will tax ORGS Outcomes (useful analysing specific decisions)
Feeling gaps between resources and what is desire to get desired outcome
E.g. Canadian Tire (Sunbelt states (United States (Hispanic, Mexicans, Anglo Americans) move
Failed to reconsider gap analysis
View: thought they would be good in sunbelt because they were good in Canada
(Problem marketing should focus on Target