Question: The ability of some firms to sustain longer term competitive advantage relates to their capabilities according to the resource based theory of the firm. Summarise this approach to explain why some firms perform better than others in an industry. Sustainable Competitive Advantage Within all economies there have always been firms that are destined for success and firms that are doomed to failure... or have there? Is this an inevitable outcome predestined by exterior market forces or are there generalizations we can make about the fundamental nature of business performance that will help allow managers and entrepreneurs to shape their firms to make economic profits even into the long run? It is obvious that some firms …show more content…
This creates profit for the firm rather than an individual who can be tempted away from the company by higher remuneration etc, creating a competitive advantage that cannot be easily imitated. • Reputation is an important commercial capability for differentiating products and conveying information about product quality. Surprisingly it is most potent when used in markets where product information is not instantly available. Consumers learn about a product by search activity, immediate experience or long term experience, it is the later where it is most crucial. This concept has become increasingly relevant with the ease of access to the internet for research. However for items such as funeral services, medicines, universities and car hire all services will state excellent service but by the time a fallacy has been discovered it is often too late. Hence reputation is the source by which we make our choices Advertising influences our perception of reputation and expensive advertising leads us to believe the firm will be around for the long term to recoup its costs. The firm must stand by its promises for only a few negative experiences can cause them to lose credibility and all sunk costs of advertising. • Innovation relates to Porters views of keeping costs down or improving ones products at a low cost however when viewing innovation as a distinct capability it
Acquisition and organisation of resources can be critical success factor in an organization. While on the other hand, change requires a firm to gain expand and utilise resource such as human, financial, knowledge as a crucial asset. Resource based approach supports this view and as Tywoniak (2007) claimed by that resource based view is the most dominant theory in history of management. This is achieved by targeting state of sustained competitive advantage by controlling resources and capabilities. This view emphasis on the need for a ‘fit’ among capabilities and external market, and since each firm has unique capabilities and resources, this result in achieving strategic
Selecting a business strategy that details valuable resources and distinctive competencies, strategizing all resources and capabilities and ensuring they are all employed and exploited, and building and regenerating valuable resources and distinctive competencies is key. The analysis of resources, capabilities and core competencies describes the external environment which is subject to change quickly. Based off this information a firm has to be prepared and know its internal resources and capabilities and offer a more secure strategy. Furthermore, resources and capabilities are the primary source of profitability. Resources entail intangible, tangible, and human resources.
Barney, J. (2004). Firm resources and Sustained Competitive Advantage. Strategy: Process Content Context: an international perspective, de Wit & Meyer , 285-292.
He suggested that sustained competitive advantage derives from the resources and capabilities a firm controls that are valuable, rare, imperfectly imitable, and not substitutable. He further added that the resources and capabilities can be viewed in form of tangible and intangible assets. There are four different categories of resources financial, physical, human, and organization.
In the article, the authors introduce a new approach to strategic management called the “Resource Based View of the Firm” – RVB. RVB attempts to develop a business model framework that helps describe how a company’s resources drive its performance in a dynamic competitive environment. This approach integrates the internal analysis of the company (i.e. core competencies) with the external analysis of the industry and the competitive environment (i.e. Porter’s Five Force Model). The article argues that both analyses are required to accurately assess a company’s competitive position. While Porter’s Five Forces Model helped strategic managers choose the right industries and, within them, the most attractive competitive positions, it did not
For a business to be successful and have a competitive advantage, it is important to evaluate the company’s resources and capabilities (Pitt & Koufopoulos, 2012). Resources in a company are the productive assets owned (tangible or intangible) whereas capabilities are what the company can do with this (Grant, 2010). “Establishing competitive
Competitive strategy, after Porter, came to be defined as the strategy of a business unit which seeks to achieve sustainable Competitive Advantage (SCA). The literature on strategy deems the market-based view (MBV) and the resource –based view (RBV) as two approaches to giving businesses the competitive edge they need to compete in their industries. Aside from having competitive advantage as their ultimate goal, the two approaches are also similar in the sense that they both make use of particular tools and models in their undertakings. They also differ in numerous ways,
1. What is competitive advantage, and how does it relate to a company’s business model?
This strategy emphasizes the use of an organization’s resources and capabilities to achieve a core competence that cannot be imitated by competitors. Furthermore, the resource based school argues that if an organization distinctively improves its internal capability; that is being able to have effective inside machinery to deliver products and services to customers, the organization will enjoy a massive advantage in the market. This school also argues that in order to have a competitive advantage, an organization must have resource and capabilities that are sophisticated to those of competitors (QuickMBA,
Teece, Pisano, and Shuen (1997) argued that dynamic capabilities permit firms to reconfigure, create, and integrate internal and external resources capabilities to maintain a strategic performance. The successful of strategic performance is by adequately use the company’s recourses to challenge the rapid changing of business competitive environments. A successful firm adopts dynamic capabilities to enable renew of the operational resources to gain the position of competitive advantages. The dynamic capabilities enhance the business of competitive advantages by enabling the creation and modification of firm’s recourse. By the dynamic capabilities, the firm analysis the external opportunities toward achieving the competitive position. Dynamic capabilities utilized organizational resources to enhance growth and adoption of environmental change (Teece et al., 1997). Some company use dynamic capabilities by modifying the current recourse to match the needs of the business competition. As stated by Lin & Wu (2014) the primary goal of the resource-based approach is on is on leveraging current organizational capabilities for gaining and sustaining competitive advantage.
Resources are the source of the firm’s capabilities. Resources are bundled to create organisational capabilities. Some of a firm’s resources are tangible and intangible. Tangible resources are assets that can be seen and quantified. Intangible resources include assets that typically are rooted deeply in the firm’s history and have accumulated over time. Intangible resources are relatively difficult for competitors to analyse and imitate. The four types of tangible resources are financial, organisational, physical and technological. And the three types of intangible resources are human, innovation and reputational (Hanson, D., Hitt, M., Ireland, R. D., & Hoskisson, R. E., 2011, pp. 75-78).
Competitive advantage is explained by Mahoney and Pandian (1992) as the function of industry analysis, organizational governance and the firm’s effects in the form of resource advantages and strategies. In order for a firm to be competitive it must adapt to the volatile business environment and through strategic management decisions establish a competitive advantage that will ultimately produce superior performance relative to its competitors (Akimova 2000).
1) Barney, J., (1991). Firm Resources and Sustained Competitive Advantage, Journal of Management, vol. 17 (1991), no. 1, pp. 99–120.
For transforming a short-run competitive advantage into a sustained competitive advantage we require resources that are heterogeneous in nature and not perfectly mobile. This translates into valuable resources that are neither perfectly imitable nor substitutable without great effort. If these conditions are fulfilled then the bundle of resources can sustain the firm's above average returns.
Reputation is an intangible asset , it often is difficult to measure precisely its impact on the bottom line . However , a superior , if indirect , gauge of reputation can make a huge impact on a company’s financial results . Maxwell can make a good use of its superior reputation by using it as a motivation to improve itself . A good reputation provides a company goal for which to keep striving . Besides , Maxwell can use its superior reputation to increase its business opportunities . A company’s reputation is just like a magnet . It attracts not only customers but also attention of interested future investors and business partners . A superior reputation generates many possibilities for business growth and expansion .