Chapter 2: Resources
1. Business-Unit Strategy
战略业务单元
2. Resources – Resource-Based View (RBV)
资源基础观
资源论的假设是：企业具有不同的有形和无形的资源，这些资源可转变成独特的能力；资源在企业间是不可流动的且难以复制；这些独特的资源与能力是企业持久竞争优势的源泉。
Market based view(which market to compete) + RBV (in which market to compete) = Strategy (competitive advantage)
Types of Reources
- Material/Physical (tangible assets)
- In-material (intangible assets)
- Organizational skills (capabilities)
Rationality for RBV (Why RBV)
1.
- Strategic decisions are affected through the business resources
- additional resources are generated through skills
2. stable/secure when the outside environment is volatile
3. primary profit generater
Specific of RBV (details)
1. Role of manager
2. Dynamic capabilities..
动态能力理论：是指组织为使产品快速地上市、有效地掌握变化万千的商机，以及能否持续地建立、调适、重组其内外部的各项资源与智能来达到竞争优势的一种弹性能力。它诠释了企业是如何创造商业价值的。
Determining factors:
- Processes- Positions
- Development (Path)
Valuable Resources (What make them valuable)
- Demand
- Scarcity
- Acquisition (Appropriability)
Together (overlap) is Value creation zone
From resources to value creation (we will think what makes a company strategy in the view of..)
Resource-orientated Strategy
1. Identity your resources
2. Invest in them
3. Upgrade
4. (Resources) Leverage
Different business have same resources. (e.g. canon)
RBV: Internal Analysis (identify and anaylse your resoures)
(see chapter 2 from a book)
Wal-mart case
fullfill 4-criterias: long-term competitive
VRIN
Chapter 3: Business
how we expand the resource
firm start with single business, have a product, start with the product.
then overtime, firms develop..then diversify from the single business
VRIN
- Valuable
- Rare
- In-imitable
- Non-substitutable
Chapter 3: Business
how we expand the resource
firm start with single business, have a product, start with the product.
then overtime, firms develop..then diversify from the single business
