University:
New York University
Course:
PADM-GP.2110 | Strategic Management and Leadership
Academic year:

2022
Views:

275

Pages:

3
Author:

do3ran7ut

Learning Objectives 3-1 How value-chain analysis can help managers create value by investigating relationships among activities within the firm and between the firm and its customers and suppliers. 3-2 The primary and support activities of a firm’s value chain. 3-3 The resource-based view of the firm and the different types of tangible and intangible resources, as well as organizational capabilities. 3-4 The four criteria that a firm’s resources must possess to maintain a sustainable advantage and how value created can be appropriated by employees and managers. 3-5 The usefulness of financial ratio analysis, its inherent limitations, and how to make meaningful comparisons of performance across firms. 3-6 The value of the “balanced scorecard” in recognizing how the interests of a variety of stakeholders can be interrelated. Resource-Based View of the Firm The resource-based view of the firm (RBV) integrates two activities. 1. An internal analysis of phenomena within a company 2. An external analysis of the industry & its competitive environment Goes beyond SWOT analysis. Resources can lead to a competitive advantage • If they are 1) valuable, 2) rare, 3) hard to imitate, and 4) hard to substitute • If tangible resources, intangible resources, & organizational capabilities are combined Types of Tangible Firm Resources Tangible resources are assets that are relatively easy to identify. • Physical assets: plant & facilities, location, machinery & equipment • Financial assets: cash & cash equivalents, borrowing capacity, capacity to raise equity • Technological resources: trade secrets, patents, copyrights, trademarks, innovative production processes • Organizational resources: effective planning processes, evaluation & control systems