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Resources and Capabilities
Original Schedule – Week 2
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DATE TOPIC READINGS/ASSIGNMENTS
17 MAYMonday
+18 MAYTuesday
Business Planning and Strategic
Implementation
Framing questions: How do organizational leaders craft and articulate a “blueprint” for the organization’s overall strategy? What are the processes associated with integrating various business functions and processes – i.e., design/introduce new products, analyze the marketplace/competitors, marketing, purchasing, production/operations, finance/accounting, human resources – for the successful implementation of the strategy?Presentations: New Restaurant Business Plans
19 MAYWednesday
Strategy and Innovation
Framing questions: How do organizations simultaneously explore, create, and launch new initiatives (i.e., new products, services, market positions, etc.) and exploit, defend, and sustain innovation-borne advantages in the face of competition? Task: Tower-building Competition Article: Oops! (Wall Street Journal)Article: Blue Ocean Strategy (Harvard Business Review)Article: Racing to be Second (Business Strategy Review)Video: Triumph of the Nerds PPoint: Strategy and Innovation
20 MAYThursday
Strategy and Innovation
(cont.)
Task: New Product Strategy Audit Presentations
21 MAYFriday
Competitive Interaction
Framing questions: How do organizations effectively maneuver in the marketplace vis-à-vis rivals? What is competitive intelligence, and how can it enable organizations to anticipate and effectively react to the strategies and tactics of rivals?Article: Hardball – Five Killer Strategies (Harvard Business Review)Article: McDonald’s Takes on Weakened Starbucks (Wall Street Journal)Article: New Ads Stir Up Coffee Wars (Wall Street Journal)Web: Starbucks’ Rivals Brew Up a Coffee War Article: Apple, Google Rivalry Heats Up (Wall Street Journal)PPoint: Competitive Interaction
Revised Schedule – Week 2
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DATE TOPIC READINGS/ASSIGNMENTS
17 MAYMonday
+18 MAYTuesday
New Restaurant Business Plan and Tasting Competition
Kick-off and Ideation In-classTeam Planning Session In-class
19 MAYWednesday
Strategy and Innovation
Task: Tower-building Competition Article: Oops! (Wall Street Journal)Article: Blue Ocean Strategy (Harvard Business Review)Article: Racing to be Second (Business Strategy Review)Video: Triumph of the Nerds PPoint: Strategy and Innovation
20 MAYThursday
Restaurant Simulation Concept, Signature Dish, Business Plan Spot-Check
Team meetings
21 MAYFriday
Competitive Interaction
Article: Hardball – Five Killer Strategies (Harvard Business Review)Article: McDonald’s Takes on Weakened Starbucks (Wall Street Journal)Article: New Ads Stir Up Coffee Wars (Wall Street Journal)Web: Starbucks’ Rivals Brew Up a Coffee War Article: Apple, Google Rivalry Heats Up (Wall Street Journal)PPoint: Competitive Interaction
22 or 23 MAYSat. or Sun.
Restaurant Simulation
@ Ferrier House
11:00-3:00 Prep, Cook, Serve, Present, Eat, Clean1:00-1:30 Group 1 Serve and Present1:45-2:15 Group 2 Serve and Present
Original Graded Assignments
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Assignment Weight
Business Planning and Strategic Implementation Presentation 15%
New Product Strategy Audit Presentation 15%
Global New Product Launch Simulation Memo(s) 15%
Post-Acquisition Simulation Memo(s) 15%
In-Class Participation/Discussion/Presentations 10%
Final Project – Strategy Recommendation Report 30%
TOTAL 100%
Revised Graded Assignments
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Assignment Weight
Business Planning and Strategic Implementation Presentation 15% → 30%
New Product Strategy Audit Presentation 15%
Global New Product Launch Simulation Memo(s) 15%
Post-Acquisition Simulation Memo(s) 15%
In-Class Participation/Discussion/Presentations 10%
Final Project – Strategy Recommendation Report 30%
TOTAL 100%
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Competitive Advantage: An Internal View
• What is a resource?
• What is a capability?
• What’s the difference:–Potential vs. Kinetic energy?
• How do resources and/or capabilities contribute to competitive advantage?–Decisions–Actions and maneuvers–Force, endurance
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Resources and Capabilities
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The Cola Wars – Coke vs. Pepsi
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• Inputs into a firm’s value-producing stream
• What a firm has • Capital equipment• Skills of employees• Brand names• Deep pockets• Strategic alliances
ResourcesResourcesResourcesResources
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• The ability to integrate resources to achieve a desired objective
• What a firm can do • Quick introduction of new products• Preemptive price-cutting• Attention-grabbing advertising
CapabilitiesCapabilitiesCapabilitiesCapabilities
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Boxing Resources
Boxer 1•6’6” tall
•233 lbs
•Runs 24 mi./week
•Eats 240g protein/day
•Has 20/20 vision
•Quick reflexes
•Fought in 3 championship fights
•Coached by Cuban national team coach
Boxer 2•5’10” tall
•175 lbs.
•Practices yoga
•Likes to eat pasta and salad
•Has 20/100 vision, must wear contacts
•Just learned how to box
•Prefers to coach himself
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Boxing Capabilities
Boxer 1•Longer punching reach
•Punches with great force, speed and power
•Endurance to compete aggressively for 10-round match
•Able to quickly move away from fierce attacks
•Able to quickly see and interpret rival’s hand, feet, and eye movements
•Able to blend own and coach’s experience for superior strategy and tactics
Boxer 2•??•??
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SupportActivities
Primary Activities
Value Chain AnalysisValue Chain Analysis
To identify which resources and capabilities can add value
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Technological Development
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Technological DevelopmentTechnological Development
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Human Resource ManagementSupportActivities
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Technological DevelopmentTechnological Development
Human Resource ManagementHuman Resource Management
HQ: TMT & Firm Infrastructure
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SupportActivities
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Burger Joint Value Chain Strengths and Weaknesses
OBLMFGIBL MKT SVC
HRM
Purch
R&D
H.Q.
Burger Joint Value Chain Strengths and Weaknesses
OBLMFGIBL MKT SVC
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Takes toolong toorder at drive-thru
Ads show“hip” image
Steady stream of interesting new productsS
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Burger Joint Value Chain Strengths and Weaknesses
OBLMFGIBL MKT SVC
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