Professional Documents
Culture Documents
Evaluating a
Firm’s
Internal
Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney &
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-2
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-3
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-5
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-6
Evaluating a Firm’s Internal Capabilities
• Rarity
• Imitability
• Organization
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-7
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-8
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-9
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-10
Evaluating a Firm’s Internal Capabilities
Competitive Advantage
Valuable and Rare
(at least temporarily)
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-12
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-13
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-14
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-15
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-16
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-17
Evaluating a Firm’s Internal Capabilities
Patents
• patents may be a two-edged sword
• offer a period of protection if the firm is
able to defend its patent rights
• required disclosure may actually decrease
the cost of imitation, and the timing
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-18
Evaluating a Firm’s Internal Capabilities
Sustained
Valuable, Rare, and
Competitive Advantage
Costly to Imitate
(if Organized appropriately)
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-19
Evaluating a Firm’s Internal Capabilities
No No Disadvantage
Yes No Parity
Temporary
Yes Yes No Advantage
Sustained
Yes Yes Yes Yes
Advantage
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-21
Evaluating a Firm’s Internal Capabilities
No No Disadvantage Below
Normal
Temporary Above
Yes Yes No Advantage Normal
Sustained Above
Yes Yes Yes Yes
Advantage Normal
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-22
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-23
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-24
Evaluating a Firm’s Internal Capabilities
Critical Caveat:
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-25
Evaluating a Firm’s Internal Capabilities
Competitive Dynamics:
• the strategic decisions and actions of firms in
response to the strategic decisions and actions
of other firms
Firm B’s Possible Responses
Firm A No Response
(strategy decisions
Change Tactics
lead to competitive
advantage) Change Strategy
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-27
Evaluating a Firm’s Internal Capabilities
Competitive Dynamics
Competitive Dynamics
“Change” Responses
Tactics (Tide) Strategy (Monsanto)
• specific actions • a fundamental change
» tweaking product in a firm’s theory
characteristics • may be necessary if
• usually imitated so current strategy
quickly that there is becomes obsolete
no advantage • a mimetic change may
• a ‘leap frog’ move achieve parity, but not
may create advantage advantage
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-29
Evaluating a Firm’s Internal Capabilities
Competitive Dynamics
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-30
Evaluating a Firm’s Internal Capabilities
Competitive Dynamics
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-31
Evaluating a Firm’s Internal Capabilities
Internal Analysis
Assumes:
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-32
Evaluating a Firm’s Internal Capabilities
Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & 3-33
Evaluating a Firm’s Internal Capabilities
Internal Analysis
Tells us:
• what the firm should do, given the relative
strengths and weaknesses of resources and
capabilities
Managers’ Job: