WELCOME

TO
THE
PRESENTATION
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Prepared For:
Humaira Begum
Department of BBA
(SU)

Prepared By:
Group of License

Group Members:
Name

ID

Faisal Ahmed (C)

BBA-1402002024

Md. Ilias Jamel

BBA-1502005066

Sadiqul Islam

BBA-1403003023

Md. Abu Syed Arfi

BBA-1401001018

Anik Islam

BBA-1401002019

Jannarul Boshra

BBA-1401001017

Saiful Islam

BBA-1501004014

Group Name:

LICENSE
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Why we taken the name of license?

A licensing agreement is a legal contract between two
parties, known as the licensor and the licensee. In a typical
licensing agreement, the licensor grants the licensee the
right to produce and sell goods, apply a brand name or
trademark, or use patented technology owned by the
licensor. In exchange, the licensee usually submits to a
series of conditions regarding the use of the licensor's
property and agrees to make payments known as royalties.

Presentation Topic:

Resources Based Model

Introduction
A superiority gained by an organization when it
can provide the same value as its competitors
but at a lower price, or can charge higher prices
by providing greater value through
differentiation.
Competitive advantage results from matching
core competencies to the opportunities.

Developing Strategic Competitiveness

Resources are inputs into a company's
production process, such as capital equipment,
individual employee's skills, patents, brand
names, finance and talented managers. These
resources can be tangible or intangible.
Capabilities are the capacity for a set of
resources to interactively-or in combinationperform a task or activity

Resource-Based Model Structure

Recours
e
Inputs to a
firms
production
process.

Capability
Capacity for an
integrated set of
resource to interactively
perform a task or
activity

An attractive
industry
Location of an industry
with opportunities that
can be exploited by the
firms resources and
capabilities

Competitiv
e advantage
Ability of a
firm to
outperform its
rivals

Strategy
formulation and
implementation
Strategic action taken to earn
above average return

Types of Resources Based Model

Tangible assets: Tangible assets are physical

things. Land, buildings, machinery, equipment

and capital all these assets are tangible.
Intangible assets: intangible assets are

everything else that has no physical presence

but can still be owned by the company. Brand
reputation, trademarks, intellectual property
are all intangible assets.

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Five steps of the Resource-Based

Model
Companies should identify their internal

resources and assess their strengths and

weaknesses.
Companies should identify the set of
resources that provide the company with
capabilities that are unique to the firm,
relative to its competitors.
Companies should assess or determine the
potential for their unique sets of resources
and capabilities to outperform its competitors
in terms of returns.
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Five steps of the Resource-Based

Model (Cont.)
Locate and compete in an attractive industry.
To attain a sustainable competitive advantage

and earn above-average returns, companies

should formulate and implement strategies
that enable them to better exploit their
resources and capabilities to take advantage
of opportunities in the external environment
than can their competitor.

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Following Criteria of Resource Based Model

The potential to achieve a sustainable competitive advantage
will be realized when company resources and capabilities
are:
Valuable: Valuable allowing the company to

exploit opportunities or neutralize threats in

the external environment.
Rare: Rare or possessed by few, if any,
current and potential competitors.
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Following Criteria of Resource Based Model

(Cont.)
Costly to imitate: Costly to imitate such that

other companies will be able to obtain them

only at a cost disadvantage relative to
companies that already have them.
Non-substitutable: Non-substitutable as there
are no strategic equivalents.

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The Resource-based View

Google Example
Tangible resources valued at $5 billion
Intangible brand valued at over $100

billion
Google plex has both tangible and
intangible aspects

Competitive Advantage More Likely..

From intangible resources
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Conclusion
The resource based model evolve into a more fully
contextualized and managerially-relevant theory of
competition management. A capability is the capacity for a
set of resources to interactively perform a stretch task or an
activity. Through continued use, capabilities become
stronger and more difficult for competitors to understand
and imitate. As a source of competitive advantage, a
capability "should be neither so simple that it is highly
imitable, nor so complex that it defies internal steering and
control.
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THANK TO ALL

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