- Strategic Management - Process
- Strategic Management - Types
- Strategic Management - Introduction
- Strategic Management - Home
Strategic Leadership
The External Environment
- Mapping Strategic Groups
- Judging the Industry
- Analyzing the External Environment
- Organization & Environment
Organizational Resources
- Company Assets: SWOT Analysis
- Other Performance Measures
- The Value Chain
- Intellectual Property
- The Resource Based Theory
Business Level Strategies
Aiding Business Level Strategies
International Marketing Strategies
- International Markets - Competition
- International Strategies - Types
- Drivers of Success and Failure
- Pros & Cons
Cooperative Level Strategies
- Portfolio Planning
- Downsizing Strategies
- Diversification Strategies
- Vertical Integration Strategies
- Concentration Strategies
Strategy and Organizational Design
- Legal Forms of Business
- Organizational Control Systems
- Creating an Organizational Structure
- Organizational Structure
Strategic HR Management
Strategic Management Resources
- Strategic Management - Discussion
- Strategic Management - Resources
- Strategic Management - Quick Guide
Selected Reading
- Who is Who
- Computer Glossary
- HR Interview Questions
- Effective Resume Writing
- Questions and Answers
- UPSC IAS Exams Notes
Resource Based Theory
Resource-based theory contends that the possession of strategic resources provides an organization with a golden opportunity to develop competitive advantages over its rivals.
Types of Resources
A resource is valuable up to which it helps a firm create unique strategies that capitapze on opportunities and diminishes threats. A resource is non-substitutable when alternative ways to gain the benefits the resource provides is impossible to get. A rare resource provides strategic advantages to the company which owns it.
Competitors find it hard to duppcate resources that are difficult to imitate. Some of these are protected by various legal means, including trademarks, patents, and copyrights.
Resource-based theory also focuses on the merit of an old saying “the whole is greater than the sum of its parts”. Strategic resources can be created by various strategies and resources, bundpng them together in a way that cannot be copied. Distinguishing strategic resources from other resources is important. Cash is an important resource. Tangible goods, including car and home are also vital resources.
From Resources to Capabipties
The tangibipty of a firm’s resource is an important consideration within resource-based theory. Tangible resources are resources that can have a physical presence. A firm’s property, plant, and equipment, as well as cash, are tangible resources.
In contrast, intangible resources are not physically present. The knowledge and skills of employees, a firm’s reputation, and a firm’s culture are intangible resources.
Capabipties are another key concept. Resources refer to what an organization owns, capabipties refer to what the organization can do. Capabipties often arise over time while the firm takes actions that build on its strategic resources.
Some firms develop a dynamic capabipty, where a company has a unique abipty of creating new capabipties to keep pace with changes in its environment.
Dynamic Capabipties of GE and Coca Cola
General Electric, for example, buys and sells firms to maintain its market leadership over time, while Coca-Cola is known for building new brands and products as the soft-drink market changes. Both of these firms are among the top fifteen among the “World’s Most Admired Companies”.
The Importance of Marketing Mix
Leveraging resources and capabipties to create desirable products and services is important. The marketing mix—also known as the four Ps of marketing—provides important insights into how to make customers convinced to purchase the goods and services.
The real purpose of the marketing mix is not to cheat but actually to provide a strong combination among the four Ps (product, price, place, and promotion) to offer the customers a useful and persuasive message.
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