72678471 Competitive Advantage

8/3/2019 72678471 Competitive Advantage

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Learning Objectives

I. What is competitive advantage (CA)?

i. Identify and examine sources of competitive advantages.

II. Explain the characteristics of resources that create competitive advantage based

on the resource-based view (RBV) framework.

I. Explain the strengths of RBV.

II. Explain the weaknesses of RBV.

2012 Asong & Co. All rights reserved.


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2012 Asong & Co. All rights reserved. 3


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competitive

advantage?

What is


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Where canI obtain

competitiveadvantage

for my firm?


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Physical resources

(can be seen or touched)


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Non-physical resources

(cannot be seen or touched)


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Knowledge

Information

Skills

Patents


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VRIN-OR Framework


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Competitive advantage is obtainable

through possession of , ,

, resources.


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Those that improve

a firms effectiveness.


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Valuable resources that are

inaccessibleby rival firms.


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A firms valuable resources

than canno t be cop i ed .


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A pioneer (1995) of online auction; eBay's

business model is copied by many.


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A firms valuable resource that

cannot be replaced by an alternative

valuable resource from its

competitors.


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A pioneer (1999) of online music file sharing;

Napster & its successorsKazaa (2001)would forever

changed music retailing.


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The ability to

organisea

bundle of resources to produce competitive

advantage.


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The ability to

renewexisting

resources or create new resources to produce

competitive advantage.


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In recent years, researchers

have focused on organisational and

managerial knowledge as a compellingreason for CA and profit.


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of the VRIN-OR Framework.Limitations

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ThresholdResources

ThresholdCompetences

UniqueResources

UniqueCompetences

The minimum must-have

to ensure survival.

They put you ahead of competitors.

Dynamic resources | competences Shifts

Dynamic resources | competences Shifts


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Should I be


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Should I be

worried that

my firm hasjust one CA

resource?


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Copiedby rival firms.

pp e s touc screen tec no ogyis no long a viable competitive advantage.


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g p g

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Newtechnologies, processes, policies, can

reduce/eliminate existing CA resources.


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A pioneer (1999) of online music file sharing;

Napster & its successorsKazaa (2001)would forever

changed music retailing.


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Apples entry into the portable music-device

industry with its revolutionary music playeriPod, eliminated

Sonys dominance in the portable music industry.


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Available substitutes

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Patent Expiration


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True competitive advantagesdo not inhere in a few resources

and/or capabilities but rather involvea complex network of evolving

capabilities.

What to do with the RBV. By Edward Levitas & Herman Achidi Ndofor; Sage; 2006

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72678471 Competitive Advantage

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