Appendix 3 – Internal Analysis Resources: a) Tangible resources: i) Physical: plants and equipment * H-D invests continuously in plants and equipment. * H-D plants are located in different states in the US‚ very far from each other‚ which causes very high transportation costs. i) Technological: * H-D is known for its technological backwardness in terms of engines‚ suspension systems‚ braking systems‚ and transmissions. iii)
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References: Barney‚ J. (2004). Firm resources and Sustained Competitive Advantage. Strategy: Process Content Context: an international perspective‚ de Wit & Meyer ‚ 285-292. Chui‚ M. (2011‚ November). Mckinsey & Company. Retrieved June 10‚ 2014‚ from Inside P&G ’s Digital Revolution: http://www
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Capabilities Analysis What is it? Capabilities analysis helps clarify the major sets of activities‚ skills‚ and resources that drive value to customers. When do we use it? Capabilities analysis can be useful at the time of strategy formulation—when firms are assessing which strategic options are currently feasible—and may be included in a broader process of determining strengths‚ weaknesses‚ opportunities‚ and threats (SWOT). In addition‚ capabilities assessment can be used as an initial
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;f=false Review of the resource-based approach The resource-based view (RBV) emphasizes the firm’s resources as the fundamental determinants of competitive advantage and performance. It adopts two assumptions in analyzing sources of competitive advantage ( see for instance Barney‚ 1991 and Peteraf and Barney‚ 2003). First‚ this model assumes that firms within an industry (or within a strategic group) may be heterogeneous with respect to the bundle of resources that they control. Second‚
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4.2 Human Resources Management Human Resources of Apple Inc is responsible for recruiting the most talented people in the world‚ helping them develop new skills‚ and supporting them throughout their careers. Usually‚ Apple follows selective hiring practices to recruit and hire talented individuals. Human resources division will go through three mainly activities to recruit talented people which are planning‚ recruitment‚ and employee selection. Human resources will analyze and planning that the
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do you identify as Sony’s resources‚ capabilities and core competencies? Does Sony have a sustainable competitive advantage? Sony Corporation is considered one of the world’s most successful companies‚ operating in the “electronics‚ games‚ music‚ films and financial services” industry (Hanson et al‚ 2001). Sony is known for creating “products that stimulate the senses and refresh the spirit” (Sony‚ 2007). Effectively managing a combination of its resources‚ capabilities and core competencies‚ has
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“An internal capacity for leveraging resources and competences is a prerequisite for creating competitive advantage. Discuss‚ with references to theory and real world organization of your choice”. Strategic management is a multi faced and vast area of study with many theorists presenting differing views as to what is crucial to the successful formulation of strategy. This essay will present an explanation of the internal capacity of leveraging resources and competences and show how they are creating
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Strategic Capabilities 2011 Introduction Strategy is all about planning the next moves‚ making decisions - how and where to move forward from the current position. In the past‚ strategy was associated mainly with the military sector‚ the top chiefs of command were making tactical choices in order to defeat their rivals and achieve victory. In the business sector the purpose of strategy is in principle the same‚ planning and building a road or path that will lead us to where ever it is
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Strategic Management Journal Strat. Mgmt. J.‚ 21: 1105–1121 (2000) DYNAMIC CAPABILITIES: WHAT ARE THEY? KATHLEEN M. EISENHARDT* and JEFFREY A. MARTIN Department of Management Science and Engineering‚ Stanford University‚ Stanford‚ California‚ U.S.A. This paper focuses on dynamic capabilities and‚ more generally‚ the resource-based view of the firm. We argue that dynamic capabilities are a set of specific and identifiable processes such as product development‚ strategic decision making‚ and
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The Internal Factors of the Human Resource Office Labour turnover This is also called employee turnover‚ which is the ratio between the number of employees that leave a company and the total number of employees over a given period. Working capital A good pay will encourage an employee to work in poor conditions sometimes. Lack of job satisfaction If the employee does not appreciate or feel important in the work they do‚ the person will want another job Low salary A fixed regular
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