Strategic Planning and Decision Making

3.

Strategic Analysis: The Internal Environment

3.1.

Resource-Based View (RBV)

3.1.1.

Overview of RBV

3.1.1.1.

Theoretical Foundation

3.1.1.2.

Strategic Implications

3.1.1.3.

Resource Heterogeneity

3.1.2.

Tangible Resources

3.1.2.1.

Physical Assets

3.1.2.1.1.

Land and Buildings

3.1.2.1.2.

Equipment and Machinery

3.1.2.1.3.

Technology Infrastructure

3.1.2.2.

Financial Resources

3.1.2.2.1.

Cash and Equivalents

3.1.2.2.2.

Credit Capacity

3.1.2.2.3.

Investment Portfolio

3.1.3.

Intangible Resources

3.1.3.1.

3.1.3.1.1.

Brand Recognition

3.1.3.1.2.

3.1.3.1.3.

3.1.3.2.

Intellectual Property

3.1.3.2.1.

Patents and Trademarks

3.1.3.2.2.

3.1.3.2.3.

3.1.3.3.

Organizational Culture

3.1.3.3.1.

3.1.3.3.2.

Behavioral Norms

3.1.3.3.3.

Cultural Strength

3.1.4.

Organizational Capabilities

3.1.4.1.

Process Capabilities

3.1.4.1.1.

Operational Processes

3.1.4.1.2.

Management Processes

3.1.4.1.3.

Support Processes

3.1.4.2.

Innovation Capabilities

3.1.4.2.1.

R&D Capabilities

3.1.4.2.2.

Product Development

3.1.4.2.3.

Process Innovation

3.2.

The VRIO Framework

3.2.1.

3.2.1.1.

3.2.1.1.1.

3.2.1.1.2.

3.2.1.1.3.

Strategic Value

3.2.1.2.

Customer Perceived Value

3.2.1.2.1.

Benefit Assessment

3.2.1.2.2.

Cost Consideration

3.2.1.2.3.

Value Proposition

3.2.2.

3.2.2.1.

Unique Resources

3.2.2.1.1.

Resource Scarcity

3.2.2.1.2.

Distinctive Capabilities

3.2.2.2.

Market Scarcity

3.2.2.2.1.

Supply Limitations

3.2.2.2.2.

Access Restrictions

3.2.3.

3.2.3.1.

Barriers to Imitation

3.2.3.1.1.

Causal Ambiguity

3.2.3.1.2.

Social Complexity

3.2.3.1.3.

Path Dependence

3.2.3.2.

Isolating Mechanisms

3.2.3.2.1.

Legal Protection

3.2.3.2.2.

Economic Deterrence

3.2.4.

3.2.4.1.

Organizational Structure

3.2.4.1.1.

Formal Structure

3.2.4.1.2.

Reporting Relationships

3.2.4.1.3.

Decision Rights

3.2.4.2.

Management Systems

3.2.4.2.1.

Control Systems

3.2.4.2.2.

3.2.4.2.3.

Information Systems

3.3.

Value Chain Analysis

3.3.1.

Overview of Value Chain

3.3.1.1.

Value Creation Process

3.3.1.2.

Activity Linkages

3.3.1.3.

Competitive Advantage

3.3.2.

Primary Activities

3.3.2.1.

Inbound Logistics

3.3.2.1.1.

Supplier Relationships

3.3.2.1.1.1.

Supplier Selection

3.3.2.1.1.2.

Supplier Development

3.3.2.1.1.3.

Partnership Management

3.3.2.1.2.

Inventory Management

3.3.2.1.2.1.

Inventory Control

3.3.2.1.2.2.

3.3.2.1.2.3.

Materials Handling

3.3.2.2.

3.3.2.2.1.

Production Processes

3.3.2.2.1.1.

3.3.2.2.1.2.

3.3.2.2.1.3.

Quality Control

3.3.2.2.2.

Capacity Management

3.3.2.2.2.1.

Capacity Planning

3.3.2.2.2.2.

Utilization Optimization

3.3.2.3.

Outbound Logistics

3.3.2.3.1.

Distribution Channels

3.3.2.3.1.1.

Channel Selection

3.3.2.3.1.2.

Channel Management

3.3.2.3.1.3.

Channel Relationships

3.3.2.3.2.

Delivery Systems

3.3.2.3.2.1.

3.3.2.3.2.2.

Logistics Coordination

3.3.2.4.

Marketing and Sales

3.3.2.4.1.

Market Research

3.3.2.4.1.1.

Customer Analysis

3.3.2.4.1.2.

Market Segmentation

3.3.2.4.1.3.

Competitive Intelligence

3.3.2.4.2.

Sales Force Management

3.3.2.4.2.1.

3.3.2.4.2.2.

3.3.2.4.2.3.

Performance Management

3.3.2.5.

3.3.2.5.1.

Customer Support

3.3.2.5.1.1.

Technical Support

3.3.2.5.1.2.

Customer Service

3.3.2.5.1.3.

Problem Resolution

3.3.2.5.2.

After-Sales Service

3.3.2.5.2.1.

3.3.2.5.2.2.

Warranty Service

3.3.2.5.2.3.

Customer Retention

3.3.3.

Support Activities

3.3.3.1.

Firm Infrastructure

3.3.3.1.1.

Organizational Structure

3.3.3.1.1.1.

Governance Structure

3.3.3.1.1.2.

Management Hierarchy

3.3.3.1.2.

Control Systems

3.3.3.1.2.1.

Planning Systems

3.3.3.1.2.2.

Financial Controls

3.3.3.1.2.3.

Quality Systems

3.3.3.2.

Human Resource Management

3.3.3.2.1.

Recruitment and Selection

3.3.3.2.1.1.

Talent Acquisition

3.3.3.2.1.2.

Selection Processes

3.3.3.2.1.3.

3.3.3.2.2.

Training and Development

3.3.3.2.2.1.

Skill Development

3.3.3.2.2.2.

Leadership Development

3.3.3.2.2.3.

Career Planning

3.3.3.3.

Technology Development

3.3.3.3.1.

3.3.3.3.1.1.

Research Activities

3.3.3.3.1.2.

Development Processes

3.3.3.3.1.3.

Innovation Management

3.3.3.3.2.

Process Innovation

3.3.3.3.2.1.

Process Improvement

3.3.3.3.2.2.

Technology Integration

3.3.3.4.

3.3.3.4.1.

Supplier Selection

3.3.3.4.1.1.

Vendor Evaluation

3.3.3.4.1.2.

Contract Negotiation

3.3.3.4.2.

Cost Management

3.3.3.4.2.1.

3.3.3.4.2.2.

3.4.

Identifying Core Competencies

3.4.1.

Criteria for Core Competencies

3.4.1.1.

3.4.1.2.

3.4.1.3.

3.4.2.

Leveraging Core Competencies

3.4.2.1.

Competency Application

3.4.2.2.

Competency Development

3.4.2.3.

Competency Protection

3.5.

Financial Analysis for Strategy

3.5.1.

3.5.1.1.

Profitability Ratios

3.5.1.1.1.

Return on Assets

3.5.1.1.2.

Return on Equity

3.5.1.1.3.

3.5.1.2.

Liquidity Ratios

3.5.1.2.1.

3.5.1.2.2.

3.5.1.2.3.

3.5.1.3.

Leverage Ratios

3.5.1.3.1.

3.5.1.3.2.

Interest Coverage

3.5.1.3.3.

Debt Service Coverage

3.5.1.4.

Efficiency Ratios

3.5.1.4.1.

3.5.1.4.2.

Inventory Turnover

3.5.1.4.3.

Receivables Turnover

3.5.2.

3.5.2.1.

Historical Performance

3.5.2.1.1.

Performance Trends

3.5.2.1.2.

Growth Patterns

3.5.2.2.

3.5.2.2.1.

Industry Comparison

3.5.2.2.2.

Best Practice Analysis

3.6.

Strength and Weakness Identification

3.6.1.

3.6.1.1.

3.6.1.2.

Capability Assessment

3.6.1.3.

Performance Evaluation

3.6.2.

3.6.2.1.

Performance Gaps

3.6.2.2.

Capability Gaps

3.6.2.3.

Previous

2. Strategic Analysis: The External Environment

Go to top

Next

4. Synthesizing Analysis and Formulating Strategy