Strategic Management and Business Policy

4.

Internal Organizational Analysis

4.1.

The Resource-Based View

4.1.1.

Overview of RBV Theory

4.1.2.

Resource Categories

4.1.2.1.

Tangible Resources

4.1.2.1.1.

Physical Assets

4.1.2.1.2.

Financial Resources

4.1.2.1.3.

Technological Assets

4.1.2.2.

Intangible Resources

4.1.2.2.1.

Brand Reputation

4.1.2.2.2.

Intellectual Property

4.1.2.2.3.

Organizational Culture

4.1.2.2.4.

4.1.2.2.5.

Relationships and Networks

4.1.3.

Organizational Capabilities

4.1.3.1.

Processes and Routines

4.1.3.2.

Knowledge and Skills

4.1.3.3.

Managerial Capabilities

4.1.3.4.

Technological Capabilities

4.1.4.

Dynamic Capabilities

4.1.4.1.

Sensing Capabilities

4.1.4.2.

Seizing Capabilities

4.1.4.3.

Reconfiguring Capabilities

4.2.

The VRIO Framework

4.2.1.

Value Assessment

4.2.1.1.

Creating Value for Customers

4.2.1.2.

Cost Reduction Potential

4.2.1.3.

Revenue Enhancement

4.2.2.

Rarity Assessment

4.2.2.1.

Uniqueness of Resources

4.2.2.2.

Scarcity in the Market

4.2.3.

Imitability Assessment

4.2.3.1.

Barriers to Imitation

4.2.3.2.

Cost of Imitation

4.2.3.3.

Time Compression Diseconomies

4.2.3.4.

Causal Ambiguity

4.2.4.

Organization Assessment

4.2.4.1.

Organizational Support for Resources

4.2.4.2.

Complementary Assets

4.2.4.3.

Management Systems

4.3.

Value Chain Analysis

4.3.1.

Overview of the Value Chain Concept

4.3.2.

Primary Activities

4.3.2.1.

Inbound Logistics

4.3.2.1.1.

Receiving and Storing Inputs

4.3.2.1.2.

Supplier Relationships

4.3.2.1.3.

Inventory Management

4.3.2.2.

4.3.2.2.1.

Transforming Inputs into Outputs

4.3.2.2.2.

Production Processes

4.3.2.2.3.

Quality Control

4.3.2.3.

Outbound Logistics

4.3.2.3.1.

Distributing Products to Customers

4.3.2.3.2.

Warehousing and Distribution

4.3.2.3.3.

Order Processing

4.3.2.4.

Marketing and Sales

4.3.2.4.1.

Promoting and Selling Products

4.3.2.4.2.

Channel Management

4.3.2.4.3.

Pricing Strategies

4.3.2.5.

4.3.2.5.1.

Post-Sale Support

4.3.2.5.2.

Customer Service

4.3.2.5.3.

Warranty and Repairs

4.3.3.

Support Activities

4.3.3.1.

Firm Infrastructure

4.3.3.1.1.

Organizational Structure

4.3.3.1.2.

Control Systems

4.3.3.1.3.

Planning Systems

4.3.3.2.

Human Resource Management

4.3.3.2.1.

Recruitment and Selection

4.3.3.2.2.

Training and Development

4.3.3.2.3.

Performance Management

4.3.3.2.4.

Compensation Systems

4.3.3.3.

Technology Development

4.3.3.3.1.

4.3.3.3.2.

Process Innovation

4.3.3.3.3.

Product Development

4.3.3.4.

4.3.3.4.1.

Sourcing and Purchasing

4.3.3.4.2.

Supplier Management

4.3.3.4.3.

Contract Negotiation

4.3.4.

Value Chain Linkages

4.3.5.

Value System Analysis

4.4.

Core Competencies Analysis

4.4.1.

Identifying Core Competencies

4.4.2.

Criteria for Core Competencies

4.4.2.1.

Customer Value Creation

4.4.2.2.

Competitor Differentiation

4.4.2.3.

4.4.3.

Distinctive Competencies

4.4.4.

Sustaining Competitive Advantage

4.4.5.

Competency Development

4.5.

Financial Analysis for Strategy

4.5.1.

Financial Statement Analysis

4.5.2.

4.5.2.1.

Profitability Ratios

4.5.2.1.1.

Return on Assets

4.5.2.1.2.

Return on Equity

4.5.2.1.3.

4.5.2.2.

Liquidity Ratios

4.5.2.2.1.

4.5.2.2.2.

4.5.2.2.3.

4.5.2.3.

Leverage Ratios

4.5.2.3.1.

Debt-to-Equity Ratio

4.5.2.3.2.

Interest Coverage Ratio

4.5.2.3.3.

Debt Service Coverage

4.5.2.4.

Efficiency Ratios

4.5.2.4.1.

4.5.2.4.2.

Inventory Turnover

4.5.2.4.3.

Receivables Turnover

4.5.3.

4.5.3.1.

Historical Performance Trends

4.5.3.2.

Forecasting Future Performance

4.5.3.3.

Seasonal Adjustments

4.5.4.

4.5.4.1.

Internal Benchmarking

4.5.4.2.

Competitive Benchmarking

4.5.4.3.

Industry Benchmarking

4.5.4.4.

Best Practice Benchmarking

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5. Synthesizing Strategic Analysis