SouthWest Airlines A company’s differentiation in resources and capabilities makes it difficult for competitors to copy. We know that Southwest is successful because of the number of awards the company has won. It is the most onetime airline; it has fewer lost bags‚ most satisfied customers etc. These awards represent Southwest’s unique capabilities. How is the company able to differentiate? Let’ take a look at its cost drivers. Firstly‚ They redesigned their processes such as:
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Findings – The paper provides evidence of various strategic‚ technological‚ and cultural issues influencing the success of KM programs in global software firms. Firms with successful KM programs typically develop three specific capabilities to address these issues. These capabilities‚ namely‚ Articulating the KM Strategic Intent‚ Facilitating the Knowledge Flows to Enable Innovation‚ and Assessing KM Value‚ when developed simultaneously‚ help firms create KM-enabled value. Research limitations/implications
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Banyan Tree Hotels & Resorts (Banyan) and its core competencies work towards its strategic goal of becoming a leader in the luxury hotels and resorts market. I will first list and group Banyan’s various capabilities into 3 major bands of core competencies and then resource-based framework will be discussed to affirm long run sustainability of competitive advantage. Ability to Create Differentiated Products and High Service Quality- Banyan’s first core competency is its ability to create a differentiated
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* Financial feasibility Description of the business The business that I would like to implement is a home security system that is capable of facial and voice recognition with full view capability that would alert the appropriate authorities in case of any emergency. The system will also have the capability to continue to operate even if the source of power is terminated or wires unplugged. In recent years with the downturn of our economy we have seen an increase of home invasions during all
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Resource Based View Resource based view focuses on the resources and capabilities possessed by the firm to analyze the profitability and value (Wernerfelt‚ 1984‚ Barney‚ 1986‚ Makhija‚ 2003). Unlike to traditional strategic view‚ which considers the firm in terms of competitive environment‚ resource based view offers the assumption that how to out perform competitors based upon firm-specific resources and capabilities (Das and Teng‚ 2000). Wernerfelt (1984) gave the definition of resource as tangible
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most importantly how well an organization can align its resources & capabilities with the opportunities that exist in the external environment so as to achieve peak performance in the business. Strategy of Nestlé as an example to discuss how far it is true that effective strategic fit ensures organization’s resources & capabilities and what the environment exactly needs from it. Key Words Strategic‚ Fit‚ Strategy‚ Resource‚ Capabilities‚ Opportunities‚ Environment‚ Business Introduction It should be
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Introduction There have been numerous papers written on the subject of firm specific resources and their link to sustainable competitive advantage for a firm. I will start by explaining some key terms that will be used in the analyses of firm-specific resources. I will then outline the internal factors‚ and their effect on an organisations performance. Finally I will focus on the resource-based view of the firm in order to critically evaluate the role of firm specific resources. Strategy
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exactly is a core competence? At its simplest‚ a core competence is a unique capability that affords some type of competitive advantage. It corresponds to a business process‚ and involves underlying skills‚ functions‚ systems and knowledge. To determine if something is of core competence‚ one must ask‚ "Does this ’thing’ give the company a unique advantage over its competitors and help make the company profitable"? Capabilities‚ on the other hand‚ refer to a firm’s skill at effectively coordinating its
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on RBV as a developmental process. The subsequent section presents those resources and capabilities that are critical for the firm’s
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ECS8_C03.qxd 22/10/2007 11:16 Page 119 DIAGNOSING STRATEGIC CAPABILITY 3.6.4 SWOT33 ww w cs k/e The key ‘strategic messages’ from both the business environment (Chapter 2) and this chapter can be summarised in the form of an analysis of strengths‚ weaknesses‚ opportunities and threats (SWOT). SWOT summarises the key SWOT summarises the key issues from the issues from the business environment and the strategic capability of an organbusiness environment and isation that are most likely to impact
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