By:Ulfa Romadhani105020301111020Muwachchidatul Ummah105020301111027Yeni Puri Rahayu 105020301111030

Reference:The Concepts of Strategic Management and Case Analysis edited by Made Sudarma, Prof., DR, SE, MM, id.CPA

A. A Resource-based Approach To Organizational AnalysisInternal strategic factorsResource evaluation resources of Barney VRIO Framework:ValueRarenessImitabilityOrganization

Using Resources To Gain Competitive Advantage Identify and classify the firms resources in term of strengths and weaknesses.Combine the firms strengths into spesific capabilities.Appraise the profit potential of these resources and capabilities in term of their potential for sustainable competitive advantage and the ability to harvest the profits resulting from the use these resources and capabilities.Select the strategy that best exploits the firms resoursces and capabilities relative to external opportunities.Identify resources gaps and invest in upgrading weaknesses.

Determining the sustainability of an advantageDurabilityImitability- transparency- transferability- replicability

Level of resource sustainabilitySlow-cycle resource- strongly shielded- patents brand name- gillete : sensor razorStandard-cycle resources- standardized mass production- economies of scale complicated processes- chrysler mini vanFast-cycle resources- easily duplicated - idea driven- sony : walkman

B. Value-chain analysis

Corporate value-chain analysis

C. Scanning Functional ResourcesBasic organizational structuresa. Simple structure

Scanning Functional Resourcesb. Functional structure

Scanning Functional Resourcesc. Divisional structure

Scanning Functional Resourcesd. Strategic business units (SBUs)A unique missionIdentifiable competitorsAn external market focusControl of its business functionse. Conglomerate structure

Corporate culture: the company wayCorporate culturecultural intensitycultural integrationStrategic marketing issuesMarket position and segmentation Marketing mixProduct life cycle

Product life cycle

Strategic financial issuesFinancial leveragethe ratio of total debt to total assets Capital Budgetinganalyzing and ranking of possible invesment in fixed assets

Strategic R&D issuesR&D intensity, technological competence, and technology transferR&D mixbasic R&Dproduct R&DEngineering- Impact of technological discontinuity on strategy

Strategic operations issuesExperience Curve A product never before made with the present techniques and processes.Current products produce by newly introduce techniques or processes.- Flexible Manufacturing for Mass Customization

Strategic Human Resources (HRM) IssuesUse of TeamsUnion Relations and Temporary WorkersQuality of Work Life and Human Diversity

1. Quality of work life a. Introducing participative problem solving b. Restructuring work c. Introducing innovative reward system d. Improving the work environment

2.Human Diversity refers to the mix in the work place of people from different races culteres and background

D. Synthesis of Internal Factors-IFASIFAS Table is one way to organize the internal factors into generally accepted categories of strength and weakness.

IFAS: Maytag as Example12345

Internal FactorsWeightRatingWeighted ScoreCommentsStrengths Quality Maytag Culture Experienced Top Management Vertical Integration Employee Relations Hoovers international orientation

Weaknesses Process-oriented R&D Distribution channels

Financial position Global Positioning

Manufacturing facilities

.15.05.10.05.15

.05.05

.15.20

.05

54433

22

22

4

.75.20.40.15.45

.10.10

.30.40

.20

Quality key to successKnow AppliancesDedicated factoriesGood, but deterioratingHoover name in cleaners

Slow on new productsSuperstores replacing small dealersHigh Debt LoadHoover weak outside the united kingdom and AustraliaInvesting now

Total Scores1.003.05

E. Global Issues for the 21st CenturyBusiness corporations hiring a more diverse workforce with multilingual abilities in order to gain competitive advantage in a global environment.As more and more industries become hypercompetitive.Expect an increasing number of corporations to contract various functions to suppliers or distributors in an effort to reduce costs and be globally competitive.