Read the attached file carefully for both files. The example of what I need you to do and the Southwest case and some explanation. The definitions and provide answers to the 3 questions are written

Read the attached file carefully for both files. The example of what I need you to do and the Southwest case and some explanation. The definitions and provide answers to the 3 questions are written
Read this document carefully All the definitions are written in red color Figure 3.3 Description of what is Competitive Advantage Pyramid Example Figure 3.3: MiVet Animal Clinic Competitive Advantage Pyramid ExampleBelow The activities, resources, capabilities, organization, values, and priorities listed above in Figure 3.3 have been organized in Figure 4 and Figure 5 to display their rarity, imitability, and overall competitive advantage.  Definition to the table below: Resources – all assets, capabilities, organizational processes, firm attributes, information, knowledge and so on, controlled by a firm that enables the firm to conceive of and implement strategies that improve its efficiency and effectiveness. Four categories are (Human Resources, Financial Resources, Physical Resources and Intangible Resources) Assets – tangible or intangible resources that create economic value to the firm when employed. Capabilities – The procedures, processes, and routines firms employ in their activities. Operating Capabilities – Procedures, processes, or routines for delivering value to customers, employees, suppliers, or investors. Dynamic Capabilities – Procedures, processes, and routines that continuously expand existing resources or improve operating capabilities. Priorities – A firm’s values and rankings of what is most important. CREATING A SUSTAINABLE COMPETITIVE ADVANTAGE: VRIO MODEL 1 Value – Worth or utility. Rarity – To be uncommon, or not available to other competitors. Inimitability – An attribute of a resource that describes the degree of difficulty a competitor would face in copying, imitating, or mimicking the value of that resource. Example: Inimitable Resources are: Unique History – Coke, Path Dependence – Boeing, Complex Systems – Merck, Tacit Knowledge – Apple, Property Rights – Chevron. Positive Network Externalities – When the value of a product increases with the number of users. Virtuous Circle – When more sellers attract more buyers, who, in turn, attract more sellers. Organized to Exploit – The degree to which the legal, administrative, and operating structure of the firm allows it to capture the rents generated by resources. Assessing Competitive Advantage with VRIO Competitive Failure – When firms that can’t create value for their stakeholders don’t survive. Competitive Parity – When a company survives but has no real competitive advantage over rivals. Sustained Competitive Advantage – When firms combine the legal elements, intellectual property rights, administrative elements, and cultural elements, allowing them to capture high profits that come from their valuable, rare, and inimitable resources, capabilities, or priorities. Figure 4: Competitive Advantage Analysis  Figure 5: Resource VRIO Analysis  The following information provides a detailed explanation of the conclusions regarding competitive advantage and resource VRIO above.  Customer Service Knowledgeable and Caring Staff  Proactive staffing strategies  Aligning business strategy with staffing strategy  Hiring the right people at the right time for the right position  Training  Onboarding protocol Week-long shadowing of a current employee  Two weeks of being shadowed by current employee  Continuing Education  Pay for continuing education seminars  Online Store – MyVetStore Online  Allows clients the flexibility of ordering medications online and having them shipped directly to their hose  Offers medications that are not available in-hoes  Payment Flexibility  Accepts standard forms of payment (cash, checks, credit cards)  Accepts care credit which offers payment plans for clients  Time Management Ability to stay on schedule and see appointments on-time  Customer service is rare and not easily imitated if it is successfully implemented. MiVet has only been open for a little longer than a year and is, therefore, still trying to build a reputation for superior customer service and create their brand. If they are able to successfully achieve the customer service activity, then they are creating higher amounts of a rarity in their employees and time management. The payment flexibility and online store are diminishingly rare and easily imitable as more clinics adopt these resources (Ecommerce for Veterinary Practice). Client relations and experience as well as employee development are necessary priorities to ensure the resources and capabilities. Providing personalized and practice veterinary care in a trusting environment  Stress-free practices  Positive experience  Treats and positive reinforcement Adaptil for dogs  Feliway for cats  Veterinary software  EzyVet software  Sends vaccine and appointment reminders to clients  Allows for post-appointment discharge instruction  Stores client and patient information for organization  Efficient operations  Ability to offer a variety of services to clients including preventative medicine (vaccines, heartworm tests, etc.), surgery, and urgent care  Supplier relations  Vaccine and medication suppliers  Laboratory supplier  Although the resources are valuable, they are not rare or inimitable. It is easy for other clinics to adopt these capabilities due to the lack of barriers. For example, most clinics have some form of veterinary software and those who don’t are able to obtain it relatively easily. Furthermore, stress-free practices can be easily achieved through research, understanding, and purchasing easily obtainable supplies such as Adaptil, Feliway, and a variety of treats. However, commitment from the entire staff is required in order for this to be achieved, which adds to the rarity and inimitability of the practice (Fear Free Veterinary Certification Overview). Specialized Services  Specialized surgical equipment Dentistry  In-house diagnostic capabilities  Bloodwork  Radiographs  Urinalysis  Exotics  Cats and dogs  Lizards, rabbits, rodents, turtles, birds, snakes, goats, and mini pigs  Extensive knowledge is required for each of these specialized services. The equipment requires veterinary staff members who have special training from the equipment supplier. It is relatively easy for other veterinary clinics to imitate diagnostics, but not many clinics perform dentals. Furthermore, the ability to see exotics is very rare and is difficult to imitate due to the special equipment and knowledge required (Lennox). There are many fewer clinics in Michigan that have the ability to see dogs, cats, and exotics, making this specialized service extremely rare and inimitable (Kruzer). Innovation and differentiation are priorities that will support the resources and capabilities. 
Read the attached file carefully for both files. The example of what I need you to do and the Southwest case and some explanation. The definitions and provide answers to the 3 questions are written
Questions to answer and explanation are in Red For all 3 questions imagine you are an experienced intern at Southwest Airlines corporate offices. Your reputation has grown as you have shown a talent for doing exceptional work and having great ideas. In fact, because of you, the senior management team has taken an interest in the intern program and invited you to do some work for them (analyzing and reporting on the Southwest strategy). They are hoping to identify talent for a new management training program, and they want to evaluate how well you understand and can apply multi-disciplinary concepts like strategic management. Please answer the questions as requested from the senior management team of Southwest Airlines. Use the data provided in the Southwest Airlines Case: Flying High with Low Costs as the source material for your analysis and answers. Question 1: After reading the case in the book, please use the Competitive Advantage Pyramid Analysis as a framework to assess Southwest’s competitive advantage. The major elements of your analysis should include those elements found in Figure 3.3, along with an explanation of how these elements work together to provide Southwest with a competitive advantage. Building off of question #1, please assume the same scenario in that you are an intern at Southwest Airlines reporting to the senior management team. Now that you have completed a thorough analysis of Southwest’s competitive advantages, the team would like to hear your ideas about how they can strengthen that advantage…especially considering a changing industry landscape. Question #2: Using the VRIO model as a framework, what ideas do you have to make Southwest Airline’s competitive advantage more sustainable? Don’t just tell us we need to make our resources more Valuable, Rare, Inimitable, and Organized to Exploit…instead pick at least 4 key resources that fuel Southwest’s advantage and explain specifically what Southwest might do to make those resources more Valuable, Rare, Inimitable, and better Organized to Exploit. As an extension of question #1 and #2, please assume that you are still working for Southwest. The management has faith in the ideas you’ve been coming up with…but they think it is definitely time to expand and diversify the business in some way, and they want your help. Question #3: Identify at least 2 other industries Southwest should consider getting involved with…discuss whether they should do it through a greenfield venture or acquisition and why. Please also identify at least 2 of the S’s (Slack, Synergy, Shared Knowledge, Similar Business Models, Spreading Capital and Steppingston) that you see Southwest might be able to capitalize on as a mechanism for driving new value. Explain WHY you think each of the 2 S’s would be a good mechanism for Southwest (supported by info from the case). Southwest Case in Images The S’s The 6 S’s that will be used to answer question 3 are (Slack, Synergy, Shared Knowledge, Similar Business Models, Spreading Capital and Steppingstone) Slack – Unused resource capacity. •Economy of Scope – Activities where the average cost of producing two different products is less when delivered together than separately. •Management Skill – The individual and collective abilities of a firm’s management team to engage in value-creating activities. Synergy – Action between different elements of a system that creates more value together than the elements create separately. Shared Knowledge – Collective knowledge that can be distributed throughout the organization to create value. Business Model – A method to enable the creation and exchange of value between companies and their customers. •Dominant Logic – A conceptualization of a business, or a set of rules for competition, that applies to seemingly unrelated product markets or industries. Spreading Capital •Internal Capital Market – The movement of funds, talent, or knowledge from unit to unit directed by the leaders of the firm. Providing Steppingstone – Works to enhance capabilities through “long leaps” and “short leaps”, and “short hops”. Pictures below for more explanation