Analyzing
Analyzing Resources
Resources &
&
Capabilities
Capabilities
OUTLINE
• The role of resources and capabilities in strategy
formulation.
• The resources of the firm
• Organizational capabilities
• Appraising the profit potential of resources and
capabilities
• Creating new capabilities.
Shifting
Shifting the
the Focus
Focus of
of Strategy
StrategyAnalysis:
Analysis:
From
From the
the External
External to
to the
the Internal
Internal Environment
Environment
THE FIRM
THE
INDUSTRY
ENVIRONMENT
Goals and
Values
Resources and
Capabilities
Structure and
Systems
STRATEGY
STRATEGY
The
Firm-Strategy
Interface
•Competitors
•Customers
•Suppliers
The
Environment-Strategy
Interface
Rationale
Rationale for
for the
the Resource-based
Resource-based
Approach
Approach to
to Strategy
Strategy
• When the external environment is subject to
rapid change, internal resources and capabilities
offer a more secure basis for strategy than
market focus.
• Resources and capabilities are the primary
sources of profitability
The
The Evolution
Evolution of
of Honda
Honda Motor
Motor Company
Company
Honda
Technical
Research
Institute
founded
Competes in
Isle of Man TT
motorcycle
races
1 motorcycle:
98cc, 2-cycle
Dream D
st
1946 1950
4 cycle
engine
First product:
Model A
clip-on engine
for bicycles
1955
4-cylinder
750cc
motorcycle
1st gasoline-powered
car to meet US Low
Emission Vehicle Standard
Portable
generator
Power products:
ground tillers, marine
engines, generators,
pumps, chainsaws
snowblowers
405cc
motor
cycle
1960
The 50cc
Supercub
1965
1970
1975
N360 mini
car
Enters Formula 1
Gran Prix racing
Honda
Civic
1980
Civic Hybrid
(dual gasoline/
electric)
Civic GS
(natural
gas
powered)
1985
1990
1995
Acura Car
division
1000cc
Goldwing
touring
motor cycle
2000
Home cogeneration
system
Enters Indy
car racing
Honda FCX
fuel cell
car
Canon:
Canon: Products
Products and
and Core
Core Technical
Technical Capabilities
Capabilities
Precision
Mechanics
Fine
Optics
35mm SLR camera
Plain-paper copier
Compact fashion camera
Color copier
EOS autofocus camera
Color laser copier
Digital camera
Basic fax Laser copier
Video still camera
Laser fax
Mask aligners
Inkjet printer
Excimer laser aligners
Laser printer
Color video printer
Stepper aligners
Calculator
Notebook computer
MicroElectronics
Links between Products & Capabilities:
Capability-Based Strategy at 3M
Road signs Videotape
Sandpaper
Sandpaper Road signs Videotape
Carborundum
&&markings
Carborundum
markings
Floppy
Floppydisks
disks&&
mining
mining
Scotchtape
data storage
Scotchtape
Audio
Audiotape
tape data storage
products
products
Acetate
Acetate
Post-it
Post-itnotes
notes
film
Housewares/kitfilm
Housewares/kitPRODUCTS
PRODUCTS
chen
Surgical
chenproducts
products
Surgicaltapes
tapes
&&dressings
dressings
Pharmaceuticals
Pharmaceuticals
Materials
Materialssciences
sciences Flexible
Flexible
Health
Healthsciences
sciences circuitry
circuitry
Microreplication
Microreplication
CAPABILITIES
CAPABILITIES
Abrasives
Abrasives
Adhesives
Adhesives
Thin-film
Thin-film
technologies
technologies
New-product
New-product
development
development&&
introduction
introduction
Evolution
Evolution of
of Capabilities
Capabilities and
and Products:
Products: 3M
3M
Road signs Videotape
Sandpaper
Sandpaper Road signs Videotape
Carborundum
&&markings
Carborundum
markings
Floppy
Floppydisks
disks&&
mining
mining
Scotchtape
data storage
Scotchtape
Audio
Audiotape
tape data storage
products
products
Acetate
Acetate
Post-it
Post-itnotes
notes
film
Housewares/kitfilm
Housewares/kitPRODUCTS
PRODUCTS
chen
Surgical
chenproducts
products
Surgicaltapes
tapes
&&dressings
dressings
Pharmaceuticals
Pharmaceuticals
Materials
Materialssciences
sciences Flexible
Flexible
Health
Healthsciences
sciences circuitry
circuitry
Microreplication
Microreplication
CAPABILITIES
CAPABILITIES
Abrasives
Abrasives
Adhesives
Adhesives
Thin-film
Thin-film
technologies
technologies
New-product
New-product
development
development&&
introduction
introduction
Eastman Kodak’s Dilemma
Resources & Capabilities
1980’s
Chemical Imaging
Businesses
Film
•Organic Chemistry
•Polymer technology
Cameras
Fine Chemicals
•Optomechtronics
•Thin-film coatings
Pharmaceuticals
Brands
Diagnostics
Global Distribution
1990’s
DIVESTS: Eastman Chemical, Sterling Winthrop, Diagnostics
Need to build digital
imaging capability
Digital Imaging
Products (e.g. Photo CD
System; Advantix
cameras & film
The
The Links
Links between
between Resources,
Resources, Capabilities
Capabilities
and
and Competitive
CompetitiveAdvantage
Advantage
COMPETITIVE
ADVANTAGE
INDUSTRY KEY
SUCCESS FACTORS
STRATEGY
ORGANIZATIONAL
CAPABILITIES
RESOURCES
TANGIBLE
•Financial
•Physical
INTANGIBLE
•Technology
•Reputation
•Culture
HUMAN
•Skills/know-how
•Capacity for
communication
& collaboration
•Motivation
Appraising
Appraising Resources
Resources
RESOURCE
CHARACTERISTICS
INDICATORS
Financial
Borrowing capacity Debt/ Equity ratio
Internal funds generation Credit rating
Tangible Net cash flow
Resources
Physical
Plant and equipment:
size, location, technology fixed assets.
flexibility.
Scale of plants
Land and buildings.
Alternative uses for
Raw materials. fixed assets
Market value of
Technology Patents, copyrights, know how No. of patents owned
R&D facilities.
Royalty income
Intangible Technical and scientific
R&D expenditure
Resources
employees
R&D staff
Reputation Brands. Customer loyalty. Company
Brand equity
reputation (with suppliers, customers, Customer retention
government)
Supplier loyalty
Human
Training, experience, adaptability,
Employee qualifications,
Resources
commitment and loyalty of employees
pay rates, turnover.
Firms
Firmswith
withthe
theHighest
HighestRatios
Ratiosof
ofMarket
MarketValue
Valueto
toBook
BookValue
Value
Accenture
27.6
Consulting
Gillette
17.9
Personal care
Anheuser Busch
16.8
Brewing
Gap
17.0
Retailing
Kellogg 16.0
Food
Dell Computer
15.9
Computers
Oracle
12.2
Software
GlaxoSmithKline
11.0
Drugs
Hennes & Mauritz
10.5
Retailing
SAP
10.1
Software
SCM
10.0
Computers
Pfizer
9.9
Drugs
Unilever
9.6
Consumer goods
Coca-cola 9.3
Soft drinks
Sysco
9.1
Food services
Forest Labs
8.5
Drugs
EBay
8.2
E-business
Pepsico
8.0
Soft drinks
Medtronic 7.9
Medical equipment
3M 7.8 Diversified
Procter & Gamble
7.8
Consumer goods
France Telecom
7.6
Telecom
Smith & Nephew
6.7
Drugs
Johnson & Johnson 6.7
Drugs
Source: Business
Week, July 2003
The
The World’s
World’s Most
Most Valuable
Valuable Brands,
Brands, 2003
2003
Rank Company
value
($bn.)
Brand
value
($bn.)
1
2
3
4
5
6
7
8
9
10
70.45
65.17
13
14
15
29.44
28.03
Coca-Cola
Microsoft
IBM 51.76
GE 42.34
Intel 31.11
Nokia
Disney
McDonald’s
Marlboro
Mercedes
Rank
Company
11 Toyota
20.78
12 Hewlett-Packard
Citibank 18.57
Ford
17.07
American Express 16.29
16 Gillette
17 Cisco
15.57
24.69
18 Honda
22.18
19 BMW
21.31
20 Sony
Brand
19.86
15.98
15.63
15.11
13.15
Source: Interbrand
Identifying
Identifying Organizational
Organizational Capabilities:
Capabilities:
A
AFunctional
Functional Classification
Classification
FUNCTION
Corporate
Management
CAPABILITY
Financial management
Strategic control
Coordinating business units
Managing acquisitions
EXEMPLARS
ExxonMobil, GE
IBM, Samsung
BP, P&G
Citigroup, Cisco
MIS
Speed and responsiveness through
rapid information transfer
Wal-Mart, Dell
Capital One
R&D
Research capability
Development of innovative new products
Merck, IBM
Sony, 3M
Manufacturing
Efficient volume manufacturing
Continuous Improvement
Flexibility
Briggs & Stratton
Nucor, Harley-D
Zara, Southwest Air
Design
Design Capability
Apple, Nokia
Marketing
Brand Management
Quality reputation
Responsiveness to market trends
P&G, LVMH, PepsiCo
Johnson & Johnson
MTV, L’Oreal
Sales, Distribution
& Service
Sales Responsiveness
Efficiency and speed of distribution
Customer Service
PepsiCo, Pfizer
Amazon, Dell
Singapore Airlines
Caterpillar
The
The Value
Value Chain:
Chain:
The
The McKinsey
McKinsey Business
Business System
System
TECHNOLOGY
PRODUCT DESIGN
MANUFACTURING
MARKETING
DISTRIBUTION
SERVICE
The
The Porter
Porter Value
Value Chain
Chain
FIRM INFRASTRUCTURE
SUPPORT
ACTIVITIES
HUMAN RESOURCE MANAGEMENT
TECHNOLOGY DEVELOPMENT
PROCUREMENT
INBOUND
LOGISTICS
OPERATIONS OUTBOUND
LOGISTICS
MARKETING
SERVICE
& SALES
PRIMARY
ACTIVITIES
Superior
SuperiorResources
Resourcesdo
do not
notnecessarily
necessarily mean
mean
Superior
SuperiorCapabilities:
Capabilities: Transfer
Transfer Fees
Feesand
and Team
Team
Performance
Performance in
inEuropean
European Soccer
Soccer
WINNING
TEAMS 19982003
Valencia (Sp)
Real Madrid
(Sp)
Deportivo La
Coruna (Sp)
Juventus (It)
AC Milan (It)
EXPENDITURES ON KEY PLAYERS, 1998-2003
Pablo Aimar ($20.4m), Ruben Baraja ($12m)
1.
2.
Zinedine Zidane ($68m), Luis Figo ($55m), Ronaldo ($43m),
3.
Nicolas Anelka ($36m), David Beckham ($26m),
4.
Sergio Gonzales ($16m), Alberto Luque ($15m)
5.
6.
Gianluigi Buffon ($49m), Pavel Nedved ($38m), Lilian Thuram7.
8.
($33m), David Trezeguet ($21m), Marco de Viao ($10m)
9.
Rui Costa ($42m), Alessandro Nesta ($30m), Andriy
Shevchenko ($24m), Andrea Pirlo ($16m), Kaka ($9m)
Parma (It)
Hidetoshi Nakata ($30m), Sdrian Mutu ($9m)
Manchester
United (Eng)
Rio Ferdinand ($45m), Juan Veron ($42m), Ruud van
Nistelrooy ($30m), Cristiano Ronaldo ($18m), Fabien Bartez
($12m), Diego Forlan ($10m), Kleberson ($9m), Mikael
Silvestre
($6m) ($20m), Thierry Henry ($16m), Dennis
Sylvain Wiltord
Arsenal (Eng)
Liverpool
(Eng)
HIGHEST EXPENDITURES
ON NEW PLAYERS (Top 3
in Spain, Italy & England)
Bergkamp ($12m), Nwankwo Kanu ($7m), Gilberto Silva
($7m), Patrick Vieira ($6m)
Emile Heskey ($16m), El Hadji Diouf ($15m), Dietmar Hamann
($12m), Chris Kerkland ($8m), Harry Kewell ($8m), Salif Diao
($8m)
Barcelona
Chelsea
Lazio
Manchester United
Inter Milan
Juventus
AC Milan
Arsenal
Real Betis
Note: Spain, Italy &
England only).
The
The Architecture
Architecture of
of Organizational
Organizational
Capability
Capability
ORGANIZATIONAL
CAPABILITY
SKILLS &
Organization
Management
KNOWLEDGE
Structure
Systems
VALUES
TECHNICAL& NORMS
RESOURCES
MANAGERIAL
•Human skills & know-how
SYSTEMS
SYSTEMS
•Technology
Dorothy Leonard “Core Capabilities
& Core Rigidities”
•Culture (values, norms)
A modified
view
A
AHierarchy
Hierarchy of
of Capabilities:
Capabilities:
A
ATelecom
Telecom Manufacturer
Manufacturer
CROSS FUNCTIONAL
CAPABILITIES
N e w p ro d u c t
d e v e lo p m e n t
c a p a b ility
C u s to m e r
s u p p o rt
c a p a b ility
BROAD FUNCTIONAL
CAPABILITIES
o p e r a tio n s
c a p a b ility
R & D and
d e s ig n
c a p a b ility
M IS
c a p a b ility
M a r k e t in g
a n d s a le s
c a p a b ility
H um an
r e s o u r c e m g t.
c a p a b ility
M a n u f a c tu r in g
c a p a b ility
M a t e r i a ls
m anagem ent
c a p a b ility
P ro c e s s
e n g in e e r in g
c a p a b ility
P ro d u c t
e n g in e e r in g
c a p a b ility
Test
e n g in e e r in g
c a p a b ility
P r in t e d
c ir c u it - b o a rd
a s s e m b ly
T e ls e t
a s s e m b ly
S y s te m
a s s e m b ly
A u to m a te d
t h r o u g h - h o le
com ponent
in s e r t io n
M anual
in s e r tio n o f
c o m p o n e n ts
ACTIVITY RELATED
CAPABILITIES
(Operations related
only)
SPECIALIZED
CAPABILITIES
(Manufacturing related
only)
SINGLE-TASK
CAPABILITIES (Only
those related to PCB
assembly)
Q u a lity
m anagem ent
c a p a b ility
S u rfa c e
m o u n t in g o f
c o m p o n e n ts
W a ve
s o ld e r in g
INDIVIDUALS’ SPECIALIZED KNOWLEDGE
The
The Rent-Earning
Rent-Earning Potential
Potential
of
of Resources
Resources and
and Capabilities
Capabilities
THE EXTENT OF THE
COMPETITIVE ADVANTAGE
ESTABLISHED
THE PROFIT
EARNING POTENTIAL
OF A RESOURCE OR
CAPABILITY
Scarcity
Relevance
Durability
SUSTAINABILITY OF THE
COMPETITIVE
ADVANTAGE
Transferability
Replicability
Property rights
APPROPRIABILITY
Relative
bargaining power
Embeddedness
Assessing
AssessingaaCompanies
CompaniesResources
Resources
and
and Capabilities:
Capabilities:The
TheCase
Caseof
ofVW
VW
RESOURCES
Importance
VW’s
Relative
Strength
C1. Product
development
9
4
5
C2. Purchasing
7
5
8
C3. Engineering
7
9
C4. Manufacturing
8
7
C5. Financial
management
6
3
C6. R&D
6
4
C7. Marketing &
sales
9
4
C8. Government
relations
4
8
Importance
VW’s
Relative
Strength
R1. Finance
6
4
R2. Technology
7
R3. Plant and equipment
8
R4. Location
R5. Distribution
7
8
CAPABILITIES
4
5
Appraising
Appraising VW’s
VW’sResources
Resourcesand
and Capabilities
Capabilities
(Hypothetical only)
10
Key Strengths
Superfluous Strengths
Relative Strength
C3
R3
C8
C4
C2
R2
5
R1
R5
R4
C6
C1
C7
C5
Zone of Irrelevance
1
1
Key Weaknesses
5
Strategic Importance
10
Appraising
Appraising the
the Capabilities
Capabilities of
of aa
Business
Business School
School (illustrative only)
Superfluous
Superfluous
strengths
strengths
Relative Strength
Superior
Key
Keystrengths
strengths
6
9
3
5
Parity
2
Inconsequential
Inconsequential
weaknesses
weaknesses
8
4
12
11
Deficient
10
7
Not
important
1
Key
Keyweaknesses
weaknesses
Critically
important
Importance
C1 Alumni relations
C2 Student
placement
C3 Teaching
C4.Administration
C5 Course devlpmnt
C6 Student
recruitment
C7 Research
C8 Corporate
relations
C9 Marketing
C10 IT
C11 PR
C12 HRM
Amoco’s Appraisal of Organizational Capabilities
(illustrative only)
Superfluous
Superfluous
strengths
strengths
Superior
Key
Keystrengths
strengths
6
Relative Strength
9
4
5
Parity
2
Inconsequential
Inconsequential
weaknesses
weaknesses
11
3
1
10
Deficient
Not
important
7
1
Needed
to play
Importance
Importance
8
Key
Keyweaknesses
weaknesses
Needed
to win
1. Effective deal
making
2. Rapid new product
development
3. Relentless cost
forms
4. Product quality
5. JV management
6. Superior EH&S
management
7. Managing culturally
diverse workforce
8. Fast decision
making
9. Customer
segmentation
10.Capture synergies
across divisions
11. Effective
procurement
Distinctive
Distinctive Capabilities
Capabilities as
as aa
Consequence
Consequence of
of Childhood
Childhood Experiences
Experiences
Company Capability
Past History
Exxon
Financial
management
Exxon’s predecessor, Standard Oil (NJ)
was the holding co. for Rockefeller’s
Standard Oil Trust
RD/
Shell
Coordinating
decentralized
global empire
Shell a j-v formed from Shell T&T founded to
sell Russian oil in China, and Royal Dutch
founded to exploit Indonesian reserves
BP
“Elephant
hunting”
Discovered huge Persian reserves, went on to
find Forties Field and Prudhoe Bay
ENI
Deal making in
politicized
environments
The Enrico Mattei legacy; the challenge of
managing government relations in post-war
Italy
Mobil
Lubricants
Vacuum Oil Co. founded in 1866 to supply
patented petroleum lubricants
2
Approaches
Approaches to
to Capability
Capability Development
Development
1)
1) Linking
Linkingstrategy
strategyto
to Human
HumanResource
Resource Management
Management
—modeling
—modeling&&developing
developing individual
individualcompetencies
competencies
2)
2) Greenfield
Greenfield development
developmentin
inseparate
separate organizational
organizational
unit
unit(IBM
(IBM&&the
the PC,
PC,Xerox
Xerox&& PARC,
PARC, GM
GM&& Saturn)
Saturn)
3)
3) Change
Changemanagement
managementto
to transform
transformvalues
valuesand
and
behaviors
behaviors(GE,
(GE,BP)
BP)
4)
4) Product
Productsequencing
sequencing(Intel
(Intel,,Sony,
Sony,Hyundai)
Hyundai)
5)
5) Knowledge
Knowledge Management
Management(e.g.
(e.g.lessons
lessonslearned,
learned,
best
bestpractices
practicestransfer,
transfer, etc.)
etc.)