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    Internal Analysis and Core Competencies

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    kitayroselyn4

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    © All Rights Reserved
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    Internal Analysis and Core Competencies

    Uploaded by

    kitayroselyn4
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    © All Rights Reserved
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    10 views15 pages

    Internal Analysis and Core Competencies

    Uploaded by

    kitayroselyn4

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 15

    NTERNAL ANALYSIS

    AND CORE
    COMPETENCIES
    ABOUT US

    Roselyn Kitay Dayne Grace Mary Cris Mary Joy Hill


    Loyogoy Guardario
    CONTENT
    SWOT analysis: Identifying strengths,
    weaknesses, opportunities, and threats
    Resource-based view (RBV) and core
    competencies
    Value chain analysis: Identifying value-
    adding activities
    Competitive advantage and
    sustainable competitive advantage
    SWOT ANALYSIS
    A well-known business analysis framework used by a company to provide both internal and external analysis.

    STRENGTHS

    S Strengths are the company's overall performance and sustainability.


    It is the internal, positive attribute of your company.

    W
    WEAKNESSES
    These are the limitations that prevent an organization to accomplish its mission.
    It also slows down a company's growth.

    O OPPORTUNITIES
    Refers to external factors that a company operates to provide a greater chance
    of high profit.

    T
    THREATS
    Potential external factors that could hinder the company's growth.
    Resource-based view (RBV)
    The Resource-Based View (RBV) is a framework in the field of strategic
    management that focuses on the internal resources and capabilities
    of a firm as key drivers of competitive advantage and sustained
    performance. The supporters of this view argue that organizations
    should look inside the company to find the sources of competitive
    advantage, instead of looking at the external competitive environment.
    2 TYPES OF RESOURCES

    TANGIBLE ASSETS INTANGIBLE ASSETS


    These can include physical Is an asset that lacks physical
    assets (e.g., manufacturing substance. Examples are
    facilities, technology) patents, copyright, franchises,
    goodwill, trademarks, and
    trade names.
    TWO CRITICAL
    ASSUMPTIONS OF RBV
    Heterogeneous Immobile/ Immovable
    The first assumption is that The second assumption of RBV
    skills, capabilities and other is that resources are not mobile
    resources that organizations and do not move from
    possess differ from one company to company, at least
    company to another. in short-run.
    VALUE CHAIN ANALYSIS
    WHAT IS VALUE CHAIN ANALYSIS?
    Value chain analysis is a way to study every step in the process of
    creating and distributing goods or services from the initial design
    of products to customer delivery.
    PORTER'S VALUE CHAIN MODEL
    IDENTIFYING VALUE-ADDING ACTIVITIES
    VALUE ADDED 01 NON-VALUE ADDED
    02
    ACTIVITIES ACTIVITIES

    These activities are These are those which


    those which adds do not add any value to
    value to a business the product or service
    process or product but are an inherent part
    and for which of the process.
    customer is willing to
    pay.
    COMPETITIVE ADVANTAGE AND SUSTAINABLE
    COMPETITIVE ADVANTAGES
    What is competitive advantage?
    In business, a competitive advantage is an attribute that allows an
    organization to outperform its competitors.

    What are sustainable competitive advantage?


    Sustainable competitive advantages are a set of assets, characteristics, or
    capabilities that allow an organization to meet its customer needs better
    than its competition can. Sustainable competitive advantages are difficult to
    duplicate or replicate.
    3 TYPES OF SUSTAINABLE COMPETITIVE
    ADVANTAGES

    01 02 03
    Differentiation Cost leadership Focus advantage
    A business that has a focus
    Differentiation refers Companies that are able
    advantage refers to targeting
    to a number of ways to lower costs and offer products, services, or
    of tailoring a business lower prices for their marketing to cater to a small
    strategy to create customers have what’s subsection of a business’s
    target audience. In order for
    beneficial points of known as pricing power. this to work long-term,
    difference between a companies must rely on
    business and its market research to keep a
    finger on the pulse of ever-
    competitors.
    changing consumer demands.
    How to Get a Sustainable Competitive
    Advantage
    01 02 03
    LEAN ON MARKET FOCUS ON CUSTOMER CONTINUALLY DEVELOP
    RESEARCH EXPERIENCE. NEW PRODUCTS

    Brand loyalty is paramount to a Though this strategy is dependent


    Collecting data and analytics business's longevity. One of on a strong, reliable cash flow,
    on your target market is one of the best ways to increase investing in new technologies and
    the greatest tools in your retention is to continually tailor creating new products is one of
    arsenal. It’s essential for your customer experience to the best ways to continually stay
    growing your profit margins meet the demands and ahead of the competition. As soon
    and keeping an edge on the expectations of your as a new product becomes
    competition. consumers. available, it’s easily imitated by
    competitors, so it’s important to
    be able to sustain new product
    development on a continual basis.
    THANK YOU!
    REFERENCES
    https://www.marketingtutor.net/internal-analysis/?
    fbclid=IwAR372jktD7Uq_ruWLzfjJtr92zWBVPQSukgYIo44cQgFtIJ2HYedfd19J7o#:~:text=Internal%20analysis
    %20is%20a%20great,brand%20recognition%2C%20and%20other%20resources

    https://www.mindtools.com/ajhsltf/porters-value-chain
    https://www.netsuite.com/portal/resource/articles/financial-management/value-chain-analysis.shtml

    https://www.linkedin.com/pulse/value-added-non-value-activities-business-processes-jasmeet-kohli

    https://thinkinsights.net/strategy/rbv-
    strategy/#:~:text=Therefore%2C%20RBV%20assumes%20that%20companies,the%20same%20external%2
    0market%20forces.

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