The competitive power of a company resource or competitive capability is, in part, determined by

CHAPTER 4 EVALUATING COMPANY RESOURCES AND COMPETITIVE CAPABILITIES Screen graphics created by: Jana F. Kuzmicki, Ph. D, Mississippi University for Women Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 1

“Understand what really makes a company ‘tick’. ” “Quote” Charles R. Scott “If a company is not ‘best in world’ at a critical activity, it is sacrificing competitive advantage by performing that activity with its existing technique. ” James Brian Quinn Irwin/Mc. Graw-Hill © The Mc. Graw-Hill Companies, Inc. , 1998

Chapter Outline u How Well the Company’s Present Strategy Is Working u SWOT Analysis è Resource Strengths and Weaknesses è Opportunities and Threats u Strategic Cost Analysis and Value Chains u Assess a Firm’s Competitive Position u Identify Strategic Issues Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 3

Company Situation Analysis: The Key Questions 1. How well is firm’s present strategy working? 2. What are the firm’s resource strengths and weaknesses and its external opportunities and threats? 3. Are firm’s prices and costs competitive? 4. How strong is firm’s competitive position relative to rivals? 5. What strategic issues does firm face? Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 4

Question 1: How Well is the Present Strategy Working? u Two steps involved è Determine current strategy of company è Examine key indicators of strategic and financial performance Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 5

What is the Strategy? u Identify competitive approach è Low-cost leadership è Differentiation è Focus on a particular market niche u Determine competitive scope è Stages of industry’s production/distribution chain è Geographic coverage è Customer base u Identify functional strategies u Examine recent strategic moves Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 6

Key Indicators of How Well the Strategy is Working u Trend in sales and market share u Acquiring and/or retaining customers u Trend in profit margins u Trend in net profits, ROI, and EVA u Overall financial strength and credit ranking u Efforts at continuous improvement activities u Trend in stock price and stockholder value u Image and reputation with customers u Leadership role(s) -- technology, quality, innovation, e-commerce, etc. Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 7

Question 2: What Are the Firm’s Strengths, Weaknesses, Opportunities and Threats ? u S W O T represents the first letter in è S trengths è W eaknesses S O pportunities O è T hreats u For a company’s strategy to be wellconceived, it must be matched to both è Resource strengths and weaknesses è Best market opportunities and external threats to its well-being W è Mc. Graw-Hill/Irwin T Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 8

Identifying Resource Strengths and Competitive Capabilities u A strength is something a firm does well or a characteristic that enhances its competitiveness è Valuable competencies or know-how è Valuable physical assets è Valuable human assets è Valuable organizational assets è Valuable intangible assets è Important competitive capabilities è An attribute that places a company in a position of market advantage è Alliances or cooperative ventures with capable partners Resource strengths and competitive capabilities are competitive assets ! Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 9

Figure 4. 1: Mobilizing Company Resources to Produce Competitive Advantage Strategic Assets and Market Achievements Core and Distinctive Competencies Competitive Capabilities Company Resources Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 10

Identifying Resource Weaknesses and Competitive Deficiencies u A weakness is something a firm lacks, does poorly, or a condition placing it at a disadvantage u Resource weaknesses relate to è Deficiencies in know-how or expertise or competencies è Lack of important physical, organizational, or intangible assets è Missing capabilities in key areas Resource weaknesses and deficiencies are competitive liabilities ! Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 11

Table 4. 1: SWOT Analysis What to Look For Potential Resource Strengths Potential Resource Weaknesses Potential Company Opportunities Potential External Threats • Powerful strategy • Strong financial condition • Strong brand name image/reputation • Widely recognized market leader • Proprietary technology • Cost advantages • Strong advertising • Product innovation skills • Good customer service • Better product quality • Alliances or JVs • No clear strategic direction • Obsolete facilities • Weak balance sheet; excess debt • Higher overall costs than rivals • Missing some key skills/competencies • Subpar profits • Internal operating problems. . . • Falling behind in R&D • Too narrow product line • Weak marketing skills • Serving additional customer groups • Expanding to new geographic areas • Expanding product line • Transferring skills to new products • Vertical integration • Take market share from rivals • Acquisition of rivals • Alliances or JVs to expand coverage • Openings to exploit new technologies • Openings to extend brand name/image • Entry of potent new competitors • Loss of sales to substitutes • Slowing market growth • Adverse shifts in exchange rates & trade policies • Costly new regulations • Vulnerability to business cycle • Growing leverage of customers or suppliers • Reduced buyer needs for product • Demographic changes Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 12

Competencies vs. Core Competencies vs. Distinctive Competencies u A company competence is the product of organizational learning and experience and represents real proficiency in performing an internal activity u A core competence is a well-performed internal activity that is central (not peripheral or incidental) to a company’s competitiveness and profitability u A distinctive competence is a competitively valuable activity that a company performs better than its rivals Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 13

Company Competencies and Capabilities u Stem from skills, expertise, and experience usually representing an è Accumulation of learning over time and è Gradual buildup of real proficiency in performing an activity u Involve deliberate efforts to develop the ability to do something, often entailing è Selection of people with requisite knowledge and expertise è Upgrading or expanding individual abilities è Molding work products of individuals into a cooperative effort to create organizational ability è A conscious effort to create intellectual capital Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 14

Core Competencies: A Valuable Company Resource u A competence becomes a core competence when the well-performed activity is central to the company’s competitiveness and profitability u Often, a core competence results from collaboration among different parts of an organization u Typically, core competencies reside in a company’s people, not in assets on the balance sheet u A core competence gives a company a potentially valuable competitive capability and represents a definite competitive asset Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 15

Types of Core Competencies u Expertise in building networks and systems to u u u u enable e-commerce Speeding new/next-generation products to market Better after-sale service capability Skills in manufacturing a high quality product Innovativeness in developing popular product features Speed/agility in responding to new market trends System to fill customer orders accurately and swiftly Expertise in integrating multiple technologies to create families of new products Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 16

Distinctive Competence -- A Competitively Superior Resource u A distinctive competence is a competitively significant activity that a company performs better than its competitors ¿ A distinctive competence è Represents a competitively valuable capability rivals do not have è Presents attractive potential for being a cornerstone of strategy è Can provide a competitive edge in the marketplace—because it represents a competitively superior resource strength Mc. Graw-Hill/Irwin #1 Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 17

Strategic Management Principle A distinctive competence empowers a company to build competitive advantage! Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 18

Examples: Distinctive Competencies u Sharp Corporation è Expertise in flat-panel display technology u Toyota, Honda, Nissan è Low-cost, high-quality manufacturing capability and short design-to-market cycles u Intel è Ability to design and manufacture ever more powerful microprocessors for PCs u Motorola è Defect-free manufacture (six-sigma quality) of cell phones Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 19

Determining the Competitive Value of a Company Resource u To qualify as the basis for sustainable competitive advantage, a “resource” must pass 4 tests 1. Is the resource hard to copy ? 2. Does the resource have staying power -is it durable ? 3. Is the resource really competitively superior ? 4. Can the resource be trumped by the different capabilities of rivals ? Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 20

Strategic Management Principle Successful strategists seek to capitalize on and leverage a company’s resource strengths—its expertise, core competencies, and strongest competitive capabilities— by molding the strategy around the resource strengths ! Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 21

Identifying a Company’s Market Opportunities u Opportunities most relevant to a company are those offering è Best prospects for profitable long-term growth è Potential for competitive advantage è Good match with its financial and organizational resource capabilities Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 22

Strategic Management Principle A company is well-advised to pass on a particular market opportunity unless it has or can build the resource capabilities to capture it! Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 23

Identifying External Threats u Emergence of cheaper/better technologies u Introduction of better products by rivals u Intensifying competitive pressures u Onerous regulations u Rise in interest rates u Potential of a hostile takeover u Unfavorable demographic shifts u Adverse shifts in foreign exchange rates u Political upheaval in a country Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 24

Strategic Management Principle Successful strategists aim at capturing a company’s best growth opportunities and creating defenses against external threats to its competitive position and future performance! Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 25

Role of SWOT Analysis in Crafting a Better Strategy u Developing a clear understanding of a company’s è Resource strengths è Resource weaknesses è Best opportunities è External threats u Drawing conclusions about how è Company’s strategy can be matched to both its resource capabilities and market opportunities è Urgent it is for company to correct resource weaknesses and guard against external threats Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 26

Question 3: Are the Company’s Prices and Costs Competitive? u Assessing whether a firm’s costs are competitive with those of rivals is a crucial part of company analysis u Key analytical tools è Strategic cost analysis è Value chain analysis è Benchmarking Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 27

Why Rival Companies Have Different Costs u Companies do not have the same costs because of differences in è Prices paid for raw materials, component parts, energy, and other supplier resources è Basic technology and age of plant & equipment è Economies of scale and experience curve effects è Wage rates and productivity levels è Marketing, promotion, and administration costs è Inbound and outbound shipping costs è Forward channel distribution costs Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 28

Principle of Competitive Markets The higher a company’s costs are above those of close rivals, the more competitively vulnerable it becomes! Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 29

What is Strategic Cost Analysis? u Focuses on a firm’s costs relative to its rivals u Compares a firm’s costs activity by activity against costs of key rivals è From raw materials purchase to è Price paid by ultimate customer u Pinpoints which internal activities a source of cost advantage disadvantage Mc. Graw-Hill/Irwin are or Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 30

The Concept of a Company Value Chain u A company consists of all the activities and functions it performs in trying to deliver value to its customers. u A company’s value chain shows the linked set of activities, functions, and business processes that it performs in the course of designing, producing, marketing, delivering, and supporting its product / service and thereby creating value for its customers. u A company’s value chain consists of two types of activities è Primary activities (where most of the value for customers is created) è Support activities that are undertaken to aid the individuals ands groups engaged in doing the primary activities Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 31

Figure 4. 2: Typical Company Value Chain Primary Activities and Costs Purchased Supplies and Inbound Logistics Operations Distribution And Outbound Logistics Sales and Marketing Service Profit Margin Product R&D, Technology, Systems Development Human Resources Management General Administration Mc. Graw-Hill/Irwin Support Activities and Costs Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 32

Figure 4. 3: The Value Chain System for an Entire Industry Supplier Value Chains Activities, Costs, & Margins of Suppliers Mc. Graw-Hill/Irwin A Company’s Own Value Chain Internally Performed Activities, Costs, & Margins Forward Channel Value Chains Activities, Costs, & Margins of Forward Channel Allies & Strategic Partners Buyer or End User Value Chains Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 33

The Value Chain System for an Entire Industry u Assessing a company’s cost competitiveness involves comparing costs all along the industry’s value chain u Suppliers’ value chains are relevant because è Costs, quality, and performance of inputs provided by suppliers influence a firm’s own costs and product performance u Forward channel allies’ value chains are relevant because è Forward channel allies’ costs and margins are part of price paid by ultimate end-user è Activities performed affect end-user satisfaction Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 34

Example: Key Value Chain Activities PULP & PAPER INDUSTRY Timber farming Logging Pulp mills Papermaking Printing & publishing Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 35

Example: Key Value Chain Activities HOME APPLIANCE INDUSTRY Parts and components manufacture Assembly Wholesale distribution Retail sales Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 36

Example: Key Value Chain Activities SOFT DRINK INDUSTRY Processing of basic ingredients Syrup manufacture Bottling and can filling Wholesale distribution Retailing Mc. Graw-Hill/Irwin Kroger Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 37

Example: Key Value Chain Activities COMPUTER SOFTWARE INDUSTRY Programming Disk loading Marketing Distribution Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 38

Activity-Based Costing: A Key Tool in Strategic Cost Analysis u Determining whether a company’s costs are in line with those of rivals requires measuring how a company’s costs compare with those of rivals activity-by-activity--from one end of the value chain to the other u Requires having accounting data that measures the cost of each value chain activity u Activity-based accounting systems provide the data for determining the costs for each relevant value chain activity Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 39

Table 4. 2: Traditional Cost Accounting vs. Activity-Based Costing Traditional Cost Accounting Categories in Department Budget Wages & Salaries Employee Benefits Supplies Travel Depreciation Other Fixed Charges Miscellaneous Operating Expenses Departmental Activities Using Activity-Based Cost Accounting $350, 000 115, 000 6, 500 2, 400 17, 000 124, 000 25, 520 $640, 150 Mc. Graw-Hill/Irwin Evaluate Suppliers Process Purchase Orders Expedite Deliveries Expedite Internal Process Check Item Quality Check Deliveries Against Purchase Orders Resolve Problems Internal Administration $135, 750 82, 100 23, 500 15, 840 94, 300 48, 450 110, 000 130, 210 $640, 150 Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 40

Benchmarking Costs of Key Value Chain Activities u Focuses on cross-company comparisons of how certain activities are performed and the costs associated with these activities è Purchase of materials è Payment of suppliers è Management of inventories è Training of employees è Processing of payrolls è Getting new products to market è Performance of quality control è Filling and shipping of customer orders Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 41

Objectives of Benchmarking u Determine whether a company is performing particular u u value chain activities efficiently by studying the practices and procedures used by other companies Understand the best practices in performing an activity— learn what is the “best” way to do a particular activity from those who have demonstrated they are “best-in-industry” or “best-in-world” Assess if company’s costs of performing particular value chain activities are in line with competitors Learn how other firms achieve lower costs Take action to improve company’s cost competitiveness Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 42

Ethical Standards in Benchmarking: Do’s and Don’ts u Avoid talk about pricing or competitively sensitive costs u Don’t ask rivals for sensitive data u Don’t share proprietary data without clearance u Have impartial third party assemble and present competitively sensitive cost data with no names attached u Don’t disparage a rival’s business to outsiders based on data obtained Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 43

What Determines Whether a Company is Cost Competitive? u A company’s cost competitiveness depends on how well it manages its value chain relative to how well competitors manage their value chains u When a company’s costs are “out-of-line”, the “highcost” activities can exist in any of three areas in the industry value chain 1. Suppliers’ activities 2. The company’s own internal activities 3. Forward channel activities Activities, Costs, & Margins of Suppliers Mc. Graw-Hill/Irwin Internally Performed Activities, Costs, & Margins of Forward Channel Allies & Strategic Partners Buyer/User Value Chains Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 44

Correcting Supplier-Related Cost Disadvantages: Options u Negotiate more favorable prices with suppliers u Work with suppliers to help them achieve lower costs u Use lower-priced substitute inputs u Collaborate closely with suppliers to identify mutual cost-saving opportunities u Integrate backwards u Make up difference by initiating cost savings in other areas of value chain Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 45

Correcting Forward Channel Cost Disadvantages: Options u Push for more favorable terms with distributors and other forward channel allies u Work closely with forward channel allies and customers to identify win-win opportunities to reduce costs u Change to a more economical distribution strategy u Make up difference by initiating cost savings earlier in value chain Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 46

Correcting Internal Cost Disadvantages: Options u u u u Reengineer how the high-cost activities or business processes are performed Eliminate some cost-producing activities altogether by revamping value chain system Relocate high-cost activities to lower-cost geographic areas See if high-cost activities can be performed cheaper by outside vendors/suppliers Invest in cost-saving technology Simplify product design Make up difference by achieving savings in backward or forward portions of value chain system Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 47

From Value Chain Analysis to Competitive Advantage u A company can create competitive advantage by managing its value chain to è Integrate knowledge and skills of employees in competitively valuable ways è Leverage economies of learning / experience è Coordinate related activities in ways that build valuable capabilities è Build dominating expertise in a value chain activity critical to customer satisfaction or market success Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 48

From Value Chain Analysis to Competitive Advantage Strategy-Making Lesson of Value Chain Analysis Sustainable competitive advantage can be created by 1. Managing value chain activities better than rivals and/or 2. Developing distinctive value chain capabilities to serve customers! Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 49

Question 4: How Strong is the Company’s Competitive Position? u The strength of a company’s competitive position in the marketplace hinges on è Whether firm’s position can be expected to improve or deteriorate if present strategy is continued è How firm ranks relative to key rivals on each industry KSF and relevant measure of competitive strength è Whether firm has a sustainable competitive advantage or finds itself at disadvantage relative to certain rivals è Ability of firm to defend its position in light of l Industry driving forces l Competitive pressures l Anticipated moves of rivals Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 50

Assessing a Company’s Competitive Strength versus Key Rivals 1. List industry key success factors and other relevant measures of competitive strength 2. Rate firm and key rivals on each factor using rating scale of 1 to 10 (1 = very weak; 5 = average; 10 = very strong) 3. Decide whether to use a weighted or unweighted rating system (a weighted system is usually superior because the chosen strength measures are unlikely to be equally important) 4. Sum individual ratings to get an overall measure of competitive strength for each rival 5. Determine whether firm enjoys a competitive advantage or suffers from a competitive disadvantage based on the overall strength ratings Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 51

Table 4. 4 (A): An Unweighted Competitive Strength Assessment KSF/Strength Measure ABC Co. Rival 1 Rival 2 Rival 3 Rival 4 Quality/product performance 8 5 10 1 6 Reputation/image 8 7 10 1 6 Manufacturing capability 2 10 4 5 1 Technological skills 10 1 7 3 8 Dealer network/distribution 9 4 10 5 1 New product innovation 9 4 10 5 1 Financial resources 5 10 7 3 1 Relative cost position 5 10 3 1 4 Customer service capability 5 7 10 1 4 61 58 71 25 32 Overall strength rating Rating Scale: 1 = very weak; 5 = average; 10 = very strong Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 52

Table 4 -4 (B): A Weighted Competitive Strength Assessment KSF/Strength Measure Weight ABC Co. Rival 1 Rival 2 Rival 3 Rival 4 Quality/product performance 0. 10 8/0. 80 5/0. 50 10/1. 00 1/0. 10 6/0. 60 Reputation/image 0. 10 8/0. 80 7/0. 70 10/1. 00 1/0. 10 6/0. 60 Manufacturing capability 0. 10 2/0. 20 10/1. 00 4/0. 40 5/0. 50 1/0. 10 Technological skills 0. 05 10/0. 50 1/0. 05 7/0. 35 3/0. 15 8/0. 40 Dealer network/distribution 0. 05 9/0. 45 4/0. 20 10/0. 50 5/0. 25 1/0. 05 New product innovation 0. 05 9/0. 45 4/0. 20 10/0. 50 5/0. 25 1/0. 05 Financial resources 0. 10 5/0. 50 10/1. 00 7/0. 70 3/0. 30 1/0. 10 Relative cost position 0. 35 5/1. 75 10/3. 50 3/1. 05 1/0. 35 4/1. 40 Customer service capability 0. 15 5/0. 75 7/1. 05 10/1. 50 1/0. 15 4/1. 60 Sum of weights 1. 00 6. 20 8. 20 7. 00 2. 10 2. 90 Overall strength rating Rating Scale: 1 = very weak; 5 = average; 10 = very strong Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 53

Why Do a Competitive Strength Assessment ? u Reveals strength of firm’s competitive position vis-à-vis key rivals u Shows how firm stacks up against rivals, measure- by-measure—pinpoints firm’s competitive strengths and competitive weaknesses u Indicates whether firm is at a competitive advantage / disadvantage against each rival u Identifies possible offensive attacks (pit company strengths against rivals’ weaknesses) u Identifies possible defensive actions (a need to correct competitive weaknesses) Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 54

Question 5: What Strategic Issues Does the Company Need to Address? u Based on the answers to the preceding 4 questions and the 7 questions posed in conducting industry and competitive analysis, what items should be on the company’s “worry list” ? u Requires thinking strategically about è Pluses and minuses in the industry and competitive situation è Company’s resource strengths and weaknesses and attractiveness of its competitive position A “good” strategy must address “what to do” about each and every strategic issue! Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 55

Identifying the Strategic Issues u Is the present strategy adequate in light of competitive pressures and driving forces? u Is the strategy well-matched to the industry’s future key success factors? u Does the company need new or different resource strengths and competitive capabilities? u Does present strategy adequately protect against external threats and resource deficiencies? u Is firm vulnerable to competitive attack by rivals? u Where are strong/weak spots in present strategy? Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 56

Stating the Issues Clearly and Precisely u A well-stated issue involves such phrases as è “What should be done about ……. ? ” è “How to ……. ? ” è “Whether to ……. ? ” è “Should we ……. ? ” u Issues need to be precise, specific, and “cut straight to the chase” u Issues on the “the worry list” raise questions about è What actions need to be considered è What to think about doing Mc. Graw-Hill/Irwin Copyright © 2001 by The Mc. Graw-Hill Companies, Inc. All rights reserved. 57

What are the four tests of competitive power?

Which of the following is most likely to represent a company's most potent resource or capability?

When a company performs a competitively important activity?

Which of the following involves an assessment that considers the resources capabilities and competencies of a business?