Chapter 3 Evaluating a Firm’s Internal Capabilities Copyright © 2012 Pearson Education‚ Inc. publishing as Prentice Hall. 3-1 Evaluating a Firm’s Internal Capabilities What Does Internal Analysis Tell Us? Internal analysis provides a comparative look at a firm’s capabilities • what are the firm’s strengths? • what are the firm’s weaknesses? • how do these strengths & weaknesses compare to competitors? Copyright © 2012 Pearson Education‚ Inc. publishing as Prentice Hall. 3-2 Evaluating a
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competitive performance. It seeks to enhance the contribution of the widely diffused value-rarity-imitability-organisation (VRIO) model to practical strategy making. Design/methodology/approach – The paper draws on the resource-based literature to assemble an integrated set of steps that evaluate a firm’s resources and competence. Findings – The paper proposes an expanded version of the VRIO model that represents resource and competence as a conditional outcome from attributes and asymmetries present in
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- Lufthansa June 19‚ 2010 BUS 499 Lufthansa Case Professor Sliben 1. Describe the type of international strategy the company has chosen. The type of international strategy that has been chosen by Lufthansa involves four phases‚ where the first three results to a global strategy and the final phase is a strategy monitoring system. The first phase is project definition and mobilization‚ wherein the company reviews its project definition
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Strategic Management Assignment VRIO Analysis of Ryanair Airlines Submitted By: Manthan Shah 81 Parth Shah 82 Ravi Chandwani 14 Milan Vasani 101 Manish Sharma 86 Submitted to: Prof. Karan Shastri VRIO Analysis and Value Chain Analysis Services Inbound Logistics Operations Outbound Logistics Marketing & Sales Fastest Turnaround 400 new aircrafts are capabilities in strength Landing time‚ ticketing Fastest Turnaround Multiple marketing gimmicks New Revenue
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annual reports of Cathay Pacific limited and Lufthansa 2012/2013. The two Airlines‚ despite the fact that are very different in size‚ appear to be comparable for the following reasons: 1- Both of them are recognized as high end companies in their home markets 2- Operate in two crucial hubs for their continents 3- Have international networks and cover 5 continents 4- Passengers airlines is the first source of income Findings and Conclusions Lufthansa is recognized as European airline leader
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standard case on resources and capabilities and how they contribute to sustainable competitive advantage. This case works well as a first case on resources and competitive advantage. It can Objectives 1. Students gain experience in applying the VRIO framework‚ particularly issues around imitation and sustainability. 2. Students will explore issues surrounding how firms exploit existing advantages in new markets. 3. Students are introduced to challenges that firms face in developing new capabilities
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Lufthansa Lufthansa Lufthansa In January 1985‚ a German company that uses Deutschmarks made a large purchase from a U.S. company that uses U.S. dollars‚ and needed to evaluate the best hedging alternatives to secure the least possible cost. The Chairman of Lufthansa‚ Herr Heinz Ruhnau‚ purchased twenty 737 jets from Boeing. The total purchase price was $500‚000‚000‚ which was payable in U.S. dollars on delivery of the aircrafts in one year. Chairman Ruhnau chose a partial cover by hedging
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References: "Amazon Web Services Introduces New Amazon EC2 High I/O Instance Type." (2012‚ July 19) Business Wire "Blue Legends: New Lufthansa app connects frequent flyers; App enables virtual "check-ins" at Lufthansa locations worldwide." (2012‚ June 12) "Lookout ’s State of Mobile Security Identifies Malware Designed for Profit and Privacy as 2012 Growth Areas." (2012‚ September 06) March 12‚ 2014‚ from http://www.webdesignshock
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resources and organization (VRIO) resources or valuable‚ rare‚ inimitable resources (VRI) capabilities: What leads to competitive advantage? Nuno Cardeal1* and Nelson António2 1 Católica-Lisbon School of Business Economics‚ Universidade Católica Portuguesa‚ Palma de Cima‚ Lisbon‚ Portugal. 2 ISCTE-IUL Lisbon‚ Av. Forças Armadas‚ Lisbon‚ Portugal. Accepted 13 July‚ 2012 The resource-based view (RBV) argues that valuable‚ rare‚ inimitable resources and organization (VRIO) lead to competitive
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influence other elements in the strategic management process - Should be SMART: specific‚ measurable‚ achievable‚ realistic‚ timeline External Analysis: Porter’s 5 Forces‚ SWOT‚ PESTEL Internal Analysis: VRIO External and Internal analysis aid strategic choice at either a business or corporate level Levels of Strategy: Corporate - Business - Functional - Operating
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