“Value adding” Activities Value Chain Model
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Competitive Advantage from:
(Porter, 1985)
Porter’s Value Chain model
“An Org. Chart on its side”
Receiving,
Storing &
Handling
Processing,
QC, Packaging
& Testing
Distribution,
Warehouses,
Delivery
Campaign,
sales force,
Coverage
Installation,
Repair,
training
Very
important
Capabilities are assessed by how activities
are efficiently done by firms: [Many Merged Resources] How do you deal with each and every component?
Value Chain Analysis?
[Primary Activities]
Capabilities from Primary Activities & Functions that
add value to the Firm / Customers. [Better than others]
Inbound Logistics: Receiving, Storing & Handling raw material
Ex: Activities & tasks embedded in receiving & handling procured material
Operations: Manufacturing / Processing raw material; Packing, Testing.
Ex: Assembly line activities, Faulty end-products; Quality testing
Outbound Logistics: Distribution; Warehousing and Product
delivery
Ex: Location of warehouses; Trucks efficiency & transportation activities
Marketing & Sales: In-Store operations, Salesforce; Geo-coverage.
Ex: Efficient promotional activities, measurement of effectiveness
Services: Pre and post sales services
Ex: Delivery; Installation; Training; Repair ; Refund & Return activities.
Try to implement those activities in a unique way that
is distinguished from others with added value seeking
a source of competitive advantage.
Capabilities from Support Activities & Functions that
add value to the Firm / Customer. [Better than others]
Infrastructure: Finance, System, Structure, Culture ..
Ex: Flexibility, coverage, investment capital; routines; Risks
HR: Training, Control systems, Skills hunting; management, ..etc.
Ex: Appraisal system, scarce skills, follow up, HR management
Technology: R&D, New design, New equip., Innovation; IT
Ex: R&D, Data mining, speed of performing complex activities
Procurement: Internet Buying, Supplier relations, bargaining power…
Ex: Network of cheap suppliers, buying-power from suppliers
Value Chain Analysis?
[Support Activities]
Try to implement those tasks & activities in a unique
way that is distinguished from others with added
value seeking a source of competitive advantage.
Examples on:
Value chain components linkage
To which activities component,
customer satisfaction belongs?
Remember the goal:
Do things efficiently &
better than others.
System ; Service; Training & I.T could take part:
Check the relationship(ex)
Q2: What if you want to reach the
elderly segment in the market?
Value Chain Model
Analysis & Process
Analysis of every single activity done by the firm.
Check linkages between activities / components.
Analyze whether it adds value to the customer &
done better than others.
Compare the cost of performing such an activity
with its value adding result.
Restructure / Re-Engineer / Outsource the costly
non effective value adding activities This will
lower cost & hence increase your profit margin.
Haven’t you heard about “Restructuring”?
The quest for
Competitive advantage
Resources & Capabilities
[Merged, Acquired or Built]
“Competitive Advantage”
Exercise
A good HRM software is a product produced by
merging the skillful programmer with Oracle
database. Does it grant competitive advantage?
A complex Artificial Intelligence (A.I) software that
deals with Internet of Things (IoT) & solves critical
problems such as pinpointing health related issues
to patients.
A known brand name, does it grant competitive
advantage? (Pepsi; Coke; MD, ..etc)
Capabilities & competitive
advantage identification
So, which “resources or capabilities”
grant firms Competitive Advantage ?
Barney’s VRIO model could be used to
test the sustainability of a capability.
Barney’s “VRIO” MODEL
In action
RC
However, most companies
reach that far.
AAnnyy eexxaammppllee??
The quest for sustainability of
the competitive advantage
Unique Product / Service
&
Sustainable competitive advantage
(Take the “Smart TV” , “Galaxy Note20 ”)
Do those products provide sustainable competitive advantage?
If the Resource or Capability is a unique “product / service” it
will diminish overtime as it could be Technologically copied,
imitated, substituted or redesigned by competitors.
So, Unsustainable
Capabilities need to be sustainable i.e. be a
permanent source for “competitive
advantage”.
So, which capabilities are sustainable?
Lesson learned
Those that don’t diminish over time –
What would they be?
Enter,
Prahalad & Hamel
Core Competencies
What the firm does well & better than others?
It is not about “Resources” or “Activities”
but, a matter of “Core Competencies”
(Prahalad & Hamel, 1990)
Sustainable Competitive Advantage from:
Note: Grant R. called them: “Distinctive Capabilities”
For instance, talent; ability to innovate, ..etc are CC
Another RBV theory
Definitions of
Core Competency
Core competency is an area of “Specialized Expertise”
that is the result of harmonizing complex streams of
technology and work activity.“ (Prahalad & hamel, 1990)
Note:
It focuses on & fueled by Learning, routine, staff skills &
behavior to create value.
Very few companies would have more than [4] core
competencies. The rest are operational capabilities.
Core Competencies [the 3-pillars]
(Hamel and Prahalad, 1990)
Strategic Intent: – Aggressive Vision that describes a desired
global leadership position. It represents an “Umbrella Strategy”
Ex: Cannon: Beat Xerox; Komatsu: Encircle Caterpillar
Core Competencies: The “collective learning in the
organization” that coordinates diverse production skills &
integrate multiple streams of technology. Competencies are
unlike resources-they do not diminish overtime. Simply, it is
what the firm does well as a result of specialized expertise.
Collaboration: Collaborate & outsource the non-core activities
which are waste of efforts & time. If they are not core then they
should be sold-off.
Core Competences test
(Hamel and Prahalad, 1990)
3 tests of Core Competences
- Must give access to markets – be marketable; and
- Must generate customer benefits – be worth
something (value); and - Must be hard to imitate – competitors should
not be able to easily copy
Note:: Core Competencies are mostly intangible.
Q: Is excellent marketing a Core Competency?
Excellent marketing example test for
Core Competency
Using the 3
Tests model
for CC
Marketable
commercially
Value to
customers
Hard to
imitate
Excellent
Marketing
Result
Using the
VRIN Test
model
Value to
customers
Rare Inimitable Non
Substitutable
Excellent
Marketing
Result:
How about: LLooccaatitioonn ooff aa rreessttaauurraanntt??
Examples of:
Core Competencies
Apple: Innovation capability shaping the industry
Samsung: Speed development of products
Honda: Quality engines.
Google: Innovative Services, Search engine algorithm,
skillful employees, visionary leadership. [note how
some capabilities are acquired thru M&A]
Kia & Hyundai: Quality & Efficiency (value for money)
Sharaf DG: Network of suppliers [if we don’t get it for you in 24 hours,
you get it for free]. Theme: Not only technology related, could be a complex /powerful service.
Core Competencies could include: Quality, efficiency;
staff innovative skills, knowledge & synergy; patent; and
Complex process. Those competencies are unlike resources,
they do not diminish over time – a capability that passes the
3 tests of CC.
How to preserve our
Core Competencies
Remember the Definition of Core Competency:
Core competency is “an area of specialized expertise
that is the result of harmonizing complex streams of
technology and work activity.“ (Prahalad & hamel, 1990)
Continuous Innovation
Fueled by
(Expertise, learning, Work activity & Technology)
Those capabilities do not diminish over time
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