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Resources to Capabilities to Competencies
 
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Before you perform your SWOT analysis as part of your strategic planning process, can you distinguish between your resources, capabilities, and competencies? Watch this video for a quick explanation.
Views: 29368 Soma Datta
Resources and Capabilities
 
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A company’s business model and strategy must be well matched to its collection of resources and capabilities. A resource is a competitive asset that is owned or controlled by a company. A capability is the capacity of a company to competently perform some internal activity. Capabilities are developed and enabled through the deployment of a company’s resources. What is most telling about a company’s aggregation of resources and capabilities is how powerful they are in the marketplace. The competitive power of a resource or capability is measured by how many of four tests for sustainable competitive advantage it can pass. The tests are often referred to as the VRIN tests for sustainable competitive advantage - an acronym for valuable, rare, inimitable, and nonsubstitutable. The first two tests determine whether the resource or capability may contribute to a competitive advantage. The last two determine the degree to which the competitive advantage potential can be sustained. Resources and capabilities must be continually strengthened and nurtured to sustain their competitive power and, at times, may need to be broadened and deepened to allow the company to position itself to pursue emerging market opportunities. A dynamic capability is the ability to modify, deepen, or reconfigure the company’s existing resources and capabilities in response to its changing environment or market opportunities.
Views: 216 Gregg Learning
EP 4: Barney's Resources and Capabilities (VRIO)
 
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In this short video series I share some interesting concepts which I have learnt in my marketing course this semester. Today I will summarise the concept of resources and capabilities (VRIO). Check out my previous video on the industry/product life cycle at https://youtu.be/EcOiiVNnL-M ---------------------------------------------------------------------------------------------------------------- Subscribe to my channel: http://bit.ly/21uNc4v ---------------------------------------------------------------------------------------------------------------- Find me on: - Instagram: @simply_ptrn - Tumblr: http://simply-ptrn.tumblr.com/
Views: 11497 simply-ptrn
What is a capability?
 
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A few differentiating capabilities drive a company's identity and success. But what do we really mean by a capability? In this video we define what a capability is — the combination of processes, tools, skills and behaviors, and organization that delivers a specified outcome — and show how differentiating capabilities create unparalleled value for a company. We use Frito-Lay and its direct-store delivery capability as an example to illustrate this powerful concept. Learn more: http://www.stratgeyand.pwc.com/global/home/what_we_think/multimedia/video/mm-video_display/CDS-explained-video-2012
Views: 41392 PwC's Strategy&
Chapter 3 - Strategic Capabilities
 
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This video is about chapter 3 of the book: Exploring strategy by Johnson et al.
Views: 14130 Vera Boer
The Analysis of Resources and Capabilities
 
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http://academlib.com/3596/management/analysis_internal_environment-strengths_weaknesses#304 The definition of resources excludes assets readily available in markets. Resources include financial, human, knowledge, physical, organizational, reputational, and technological assets. Knowledge ranges from "information" that is relatively easy to codify and transmit to "know-how" that is tacit. Knowledge creation and management are potential sources of competitive advantage, especially if they enhance valuable tacit "know-how" or provide information enabling a "first-mover" advantage. ...
Views: 924 Academ lib
What percentage of your brain do you use? - Richard E. Cytowic
 
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http://ed.ted.com/lessons/what-percentage-of-your-brain-do-you-use-richard-e-cytowic Two thirds of the population believes a myth that has been propagated for over a century: that we use only 10% of our brains. Hardly! Our neuron-dense brains have evolved to use the least amount of energy while carrying the most information possible -- a feat that requires the entire brain. Richard E. Cytowic debunks this neurological myth (and explains why we aren't so good at multitasking). Lesson by Richard E. Cytowic, animation by TOGETHER.
Views: 1948167 TED-Ed
Business Strategy - Core Competencies
 
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Core competencies are very similar to the "strengths" of a business as reflected in a SWOT Analysis. Core competencies are the things that are unique to a business which can create strategic advantage. This short revision video explains the concept of core competencies further.
Views: 43286 tutor2u
What is a capabilities system?
 
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For capabilities to deploy their full potential they need to work in a system. Such a self-reinforcing system of capabilities is stronger than the sum of its parts and it is almost impossible for competitors to copy. In this video we define what a capabilities system is by looking at Frito-Lay. We show how Frito-Lay combines its three differentiating capabilities of direct-store delivery, continuous innovation of new products, and consumer marketing into a powerful system that is at the heart of the company's success. Learn more: http://www.strategyand.pwc.com/global/home/what_we_think/multimedia/video/mm-video_display/CDS-explained-video-2012
Views: 5932 PwC's Strategy&
Assets, Resources and Capabilities
 
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Service Asset and Configuration Management: Records in service management are kept. System integrity is monitored by performing logical modeling of IT components. Up-to-date and verified information on the status of the service assets and IT infrastructure is also made available to other service management processes. The CMS contains one or more physical configuration management databases.
Views: 26 InfoTechWisdom
Resources and Capabilities
 
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I created this video with the YouTube Video Editor (http://www.youtube.com/editor)
Views: 20 Abel Morales
05 Strategic Planning Resources and capabilities
 
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Resources and capabilities of a company and their relation in the strategic planning process
Views: 1307 Ronald Santos Cori
Porter 5 Forces &  Competitive Advantage Strategies
 
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Core competences are the linked set of skills, activities and resources that, together: • deliver customer value • differentiate a business from its competitors • potentially, can be extended and developed as markets change or new opportunities arise. Competences are the ways those assets are used or deployed effectively, that is ‘what we do well. Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value’ The competitive advantage of an organisation is based on the strategic capabilities it has that are valuable to customers and that its rivals do not have or have difficulty in obtaining. Strategic capabilities comprise both resources and competences. It covers: porter five forces porter five forces model porter five forces analysis michael porter five forces explain michael porter five forces michael porter five forces model strategic management process
Views: 23932 Fatmir Hyseni
Resources and Capabilities
 
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via YouTube Capture
Views: 130 Chris Kayton
2.1 Strategic Capabilities of Organisations
 
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This is course in development. All videos made so far available are in this playlist: https://www.youtube.com/playlist?list=PLZDZwPWTxRmHHEfJW_6orzDXS1pPeUkP9
Views: 180 MeanThat
The Qualification and Quantification of Resources and Capabilities
 
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http://academlib.com/3597/management/qualification_quantification_resources_capabilities#725 The identification and assessment of resources and capabilities are subjective. That is, how valuable, how rare, how inimitable, and how well is the firm organized to exploit its resources. In the RBV, resources and capabilities must be unequivocally valuable, rare, and costly to imitate. In addition, the firm must be able to exploit its resources. Many firms do not have unequivocal resources. Thus, they do not have the strengths to capitalize on opportunities, diminish threats, and reduce weaknesses (i.e., fill resource gaps). ...
Views: 40 Academ lib
Entrepreneurship: Stages, Resources & Capabilities
 
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Cátedra de Empresa Familiar de la Universidad de Sevilla
Views: 562 Catedra Empresa
Resources to Capabilities to Competencies-Patrick Nshimiyimana
 
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Before you perform your SWOT analysis as part of your strategic planning process, can you distinguish between your resources, capabilities, and competencies?
Business strategy - SWOT analysis
 
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On Udemy: https://www.udemy.com/user/365careers/ On YouTube: https://www.youtube.com/365careers On Facebook: https://www.facebook.com/365careers/ On the web: http://www.365careers.com/ On Twitter: https://twitter.com/365careers This lesson on Business strategy introduces the idea behind doing SWOT analyses. Watch more at https://www.udemy.com/mba-in-a-box-business-lessons-from-a-ceo . This video is part of a series of short lessons about Business Strategy. The complete module can be found on Udemy, as a core part of the MBA in a Box course by CEO Valentina Bogdanova and 365 Careers. The course provides a complete Business Education: Business Strategy, Management, Marketing, Accounting, Decision Making & Negotiation in just under 10 hours. -------------------------------------------------- Strategy module table of contents: MBA in a Box: Introduction 1. What does the course cover? Section: 2 Strategy: An Introduction 2. The role of Strategy and what makes a Strategy successful 3. The difference between Corporate and Business Strategy 4. The importance of the Mission, Vision, Goals, and Values statements Section: 3 Strategy: The industry lifecycle model 5. The four stages of the industry lifecycle model - An introduction 6. The strategic importance of the industry lifecycle model 7. The Introduction stage - A new industry is born 8. The Growth stage - An industry in its expansion phase 9. The Maturity stage - An industry at its peak 10. The Decline stage - An obsolete industry Section: 4 Strategy: Porter's Five Forces model - The competitive dynamics in an industry 11. Michael Porter's Five Forces model 12. The threat of new entrants 13. The threat of substitute products 14. The intensity of current competition 15. The bargaining power of suppliers 16. The bargaining power of clients 17. Porter's Five Forces framework applied in practice Section: 5 Strategy: Game Theory - Studying the interaction between multiple parties 18. An introduction to Game Theory 19. Zero-sum games - approaching situations with a win-lose perspective 20. Non-zero-sum games - considering both cooperation and confrontation 21. Tobacco companies - a real-life example of Game Theory application Section: 6 Strategy: Focusing on the inside of a business 22. Focusing on the inside of a business - An Introduction 23. A company's lifecycle model - what should be done at different stages Section: 7 Strategy: Acquiring a competitive advantage 24. The quest for a competitive advantage - An Introduction 25. The importance of building a sustainable competitive advantage 26. The role of resources and capabilities 27. Acquiring an actual competitive advantage Section: 8 Strategy: The three main competitive strategies 28. The three main competitive strategies 29. Cost leadership - sell cheap 30. Differentiation - be different 31. Niche (Focus) strategy - find your niche market 32. The danger of hybrid strategies Section: 9 Strategy: Corporate growth strategies 33. The types of growth opportunities companies pursue 34. Organic growth - building a solid foundation 35. Inorganic growth - leveraging M&A transactions 36. Horizontal integration 37. Vertical integration Section: 10 Strategy: The SWOT analysis framework 38. An introduction to SWOT analysis 39. SWOT analysis in practice - Starbucks -------------------------------- Strategy analysis has two main branches – analysis of a firm’s external environment and analysis of a firm’s internal environment. SWOT is a famous framework that allows us to combine the two types of analysis. SWOT is sometimes referred to as internal-external analysis. The acronym SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. The first two, Strengths and Weaknesses, are related to a firm’s internal environment, while the last two, Opportunities and Threats, consider its external environment. Internal strengths and external opportunities are vertically paired as helpful elements, while internal weaknesses and external threats are paired as harmful elements. if we perform a company analysis, under strengths, we would expect to see its core competences, the areas where the business excels and has a competitive advantage over competitors. Weaknesses are areas that need improvement. Such vulnerabilities place a company at a disadvantage when competing against other firms. Opportunities can be seen as favorable factors existing in a company’s external environment, in the industry where it operates, and have the potential to improve its current results and competitive positioning. Threats arise in a company’s external environment and might harm its current business.
Views: 40245 365 Careers
Competitive Advantage Model: Resources & Capabilities; Cost & Differentiation; Value Creation
 
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Competitive Advantage Model: Resources & Capabilities; Cost & Differentiation; Value Creation. We Suggest That You Visit www.MBAHelp24.com For More Learning Resources & Tools On This Topic.
Views: 542 MBA Help24
THE DYNAMIC CAPABILITIES PERSPECTIVE
 
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http://academlib.com/3826/management/dynamic_capabilities_perspective#451 The concept of dynamic capabilities emerged in response to some key shortcomings of the resource-based view of the firm, which has been criticized for ignoring factors surrounding resource development and resource reconfiguring, instead assuming that resources simply exist.51 Based on this criticism the dynamic capabilities perspective has extended the resource-based view with the notion of evolving capabilities. In contrast, the term ordinary capability refers to those capabilities that are needed by a firm to simply conduct its normal business operations. They are the standard routines that are not necessarily unique to the individual organization—for example, the accounting system that keeps track of revenue. Ordinary capabilities are not critical for developing a competitive advantage but for transforming VRINO resources into competitive advantage. The dynamic capabilities perspective assumes that the market, the competitive environment, the technological environment, and the cultural context constantly change and more importantly, that firms that do not have the capabilities to adjust to these changes are vulnerable to failure. ...
Views: 3104 Academ lib
Analyzing Resources & Capabilities
 
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Analyzing Resources & Capabilities strategy Resource Analysis jay barney Resource-based View
Human Resource Capabilities
 
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Human Resource Capabilities in a Nonprofit Organization
Views: 29 Ashley Wolf
Tacit Knowledge, Resources, and Capabilities
 
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http://academlib.com/3759/management/innovative_environment#345 According to Ikujiro Nonaka, there are two basic routes to obtaining tacit knowledge.35 One is through association with someone else who possesses the desired tacit knowledge—akin to a master/apprentice relationship—whereby there are opportunities for instruction, observation, mimicry, feedback, and practice. The second starts with explicit knowledge (e.g., written instructions) that is slowly transformed into tacit knowledge through a process akin to trial and error and repeated self-directed practice. This route is less efficient and occurs more slowly than the first, but may be the only route available if a relationship with the tacit knowledge holder is not possible. Applying Nonaka's logic, we can conclude that chefs obtain their tacit knowledge, skills, and abilities either by learning them from an experienced chef, through trial and error, or by some combination of the two. However, although this explains how they acquire their tacit knowledge, it does not explain why one chef is able to achieve a competitive advantage over others. The explanation for this can be found in the innate abilities of the individuals and the innovation environment, which includes its structure and leadership, in which they have nurtured their skills.36 ...
Views: 171 Academ Lib
ACCA P3 Chapter 6 Strategic Capabilities
 
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ACCA P3 Chapter 6 Strategic Capabilities Free lectures for the ACCA P3 Business Analysis Exams
Views: 9803 OpenTuition
Discussion of SWOT Resources and Capabilities
 
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Discussion of SWOT Resources and Capabilities
Views: 17 Ollie Brady
4 Strategic Management: Internal Situational Analysis
 
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In this lesson of strategic management, we learn about analyzing the industry value chain, the corporate value chain and functional resources to identify distinctive competencies that give the company competitive advantage. Learn more and become student at EF University for FREE - http://executivefinance.teachable.com/ Like us Facebook- https://www.facebook.com/exfinance/ Linkedin- https://www.linkedin.com/company/executive-finance Twitter- https://twitter.com/exfinance
Views: 17289 Executive Finance
Organization Capabilities - HR Transformation Tool 3.1
 
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Watch a video of Dave Ulrich explaining the importance of Organization Capabilities and why they are HR's number one deliverable. HR Transformation is a no-nonsense handbook offering a clear process and useful tools HR leaders and line managers can leverage to position their organizations for success. By accomplishing transformation, we envision HR continuing to be center stage as organizations face greater business changes than they have ever faced. We are advocates for the profession and the leaders who make it happen. We hope this work will help continue to make HR the essential source for strategic solutions. For other tools, visit http://www.transformhr.com
Views: 8092 The RBL Group
Dynamic Capabilities Perspective and HR Strategy
 
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http://academlib.com/3735/management/agencytransactions_cost_perspective_strategy#331 The dynamic capabilities perspective is an extension of the resource-based view of the firm.32 It considers issues of firm strategy that are modeled specifically on dynamics and high-velocity environments. The perspective views firm performance as being largely contingent on internal (organizational) capabilities. Due to the critical emphasis on the internal (organizational) processes of a firm, this perspective may resonate with a TMT that believes that the competitiveness and sustainability of their company is likely to increase when the internal (organizational) processes are efficient given fluctuating external environments. It may also appeal to a TMT that believes that the industry is unstable and thus company performance may be vulnerable depending on how it responds to this instability. A possible HR strategy might thus be characterized by: ...
Views: 185 Academ Lib
Capabilities Approach
 
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Views: 5261 Kathleen Watson
Organizational Knowledge, Capabilities, and Resources
 
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http://academlib.com/3760/management/organizational_knowledge_capabilities_resources#706 Further adding to the complexities of organizational innovation is the fact that innovation and tacit knowledge reside not just within individuals but within groups of individuals and even organizational cognitive structures. Research in organizational knowledge and learning suggests that organizations learn and can possess and use knowledge, including tacit knowledge.37 While the knowledge may reside in individuals, it combines to form organizational knowledge, which resides in organizational processes, practices, culture, and norms.38 Therefore, in addition to having an innovative chef, one can also have an innovative cooking staff. Just as chefs can use their tacit knowledge skills and capabilities in their culinary creations, so can an organization use its individual and group tacit knowledge and corresponding skills and capabilities to create products, services, and processes that deliver superior customer value. ...
Views: 80 Academ Lib
PALMETTO COLLEGE - BADM 478 STRATEGIC MANAGEMENT - Lecture 4 - Resources and Capabilities
 
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Evaluating a company's resources, capabilities, and competitiveness
Views: 909 Mike Ritchie
Water Resources Webinar: A comprehensive review of FLOW-3D’s modeling capabilities
 
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FLOW-3D offers unique free surface modeling capabilities, as well as a vast array of advanced models that are tightly coupled to free surface hydraulics to include features such as scour and sediment dynamics, particulates, air entrainment, bubble dynamics, density flows, chemistry, and many more. Following a series of webinars that have focused on various aspects of civil infrastructure and environmental flow modeling, this presentation will offer a comprehensive review of the modeling options that are currently available to water resource engineers using FLOW-3D. Practicing engineers working in the field of water resources, environmental engineering and water civil infrastructure will all find value in this presentation.
Views: 1993 Flow Science, Inc.
Capabilities approach
 
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Subject:Social Work Education Paper: Social Policy
Views: 3829 Vidya-mitra
What Are A Companys Resources?
 
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What are a companys resources? KNOW MORE ABOUT What are a companys resources? An economic or productive factor required to accomplish an activity, or as means to undertake an enterprise and achieve desired outcome. Three most basic resources are land, labor, and capital; other resources include energy, entrepreneurship, information, expertise, management, and time. Evaluating company resources & competitive ryerson universityinternal external analysis crafting executing strategy 18eanalyzing competition. Chap004 understanding company's resources and position. A list of your company's resources u,ould nov 19, 2013 chapter 4 analyzing a and competitive position screen graphics created by jana ftroy state evaluating company capabilitiesscreen f. Key resources in the business model ecommerce digest. If financial resources are weak, the company is not able to produce enough grow you should be aware, which your possesses and how can make use of them. Evaluating a company's resources and competitive position. From critical resources to corporate strategy. Strategic resources of a business definition mgmt425 ch4 flashcards sm2016 chap 4 company's and identifying resource strengths. See also factors of production three standard company resources that combine to create competitive advantage are a company's financial strength, its enterprise knowledge and workforce. Googleusercontent searchhuman, financial, physical, and knowledge factors that provide a firm the means to perform its business processes. Vat reg no 816865400 sep 26, 2017 business resources are anything and everything that helps a company operate do. The first requires the consolidation of company's strategy and policy for managing annual 000100101001001111010100100010010100100111101010010001001010010011110101analyzing a resources competitive. For example an audit of financial resources would include assessment the following factors company reg no 04489574. Key resources can be owned or leased by the company, acquired from key partners evaluating a company's and competitive position. Kuzmicki, phd, mississippi what unique skills (not a person), resources, capabilities, and assets set our company apart in the marketplace? Can these resources be used to are assets, intellectual property, people? Any analysis of strengths should market oriented customer focused understand why company's capabilities central its strategic approach how evaluate their potential for giving financial activities focus on two tasks. For this purpose you can draw a table, and classify your key resources in the business model analysis case studies. Premium content available for purchase is identified in the left hand navigation menu by financial resources concern ability of business to 'finance' its chosen strategy. What principles govern this process in well managed companies? Critical resources. Uses a company's valuable and rare resources competitive are assets that owned or controlled by the company identifying strengt
Views: 0 SS Insure Facts
Introduction to the Public Health Preparedness Capabilities (101)
 
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To assist state and local public health departments in their strategic planning, CDC developed 15 capabilities to serve as national public health preparedness standards. CDC's Public Health Preparedness Capabilities: National Standards for State and Local Planning provides a guide that state and local jurisdictions can use to better organize their work, plan their priorities, and decide which capabilities they have the resources to build or sustain. Comments on this video are allowed in accordance with our comment policy: http://www.cdc.gov/SocialMedia/Tools/CommentPolicy.html This video can also be viewed at http://www.cdc.gov/phpr/_media/PHPRCapabilities.mp4
Brian Coley discusses the CCHMC Management and Leadership Capabilities
 
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Brian Coley discusses the CCHMC Management and Leadership Capabilities
The dynamic capabilities of Firms David Teece and Gary Pisano
 
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App For Downloading Models And Watching Movies Access to download all the models in Power Point and watching the movies. https://itunes.apple.com/dk/app/forklar-mig-lige/id1034714497?mt=8 https://play.google.com/store/apps/details?id=com.flixabout.flixabout David J. Teece is Professor in Global Business at the University of California, Berkeley’s Haas School of Business. He is also the director of the school’s Institute for Business Innovation. Gary Pisano is Professor of Business Administration at the Harvard Business School. He has been on the Harvard faculty for 22 years. They are both authors of many scientific books and articles and they have both been involved in many case studies in the field of innovation. They have developed a model called “Appropribility regimes”. The model provides an introduction to how a company avoids that its innovation is quickly copied by others.
Views: 1540 flixabout.com
Managing in a Global Economy - Unit 5: International Human Resource Management
 
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Welcome to the Vodcasts of the IUBH correspondence courses. (http://www.iubh-fernstudium.de). In this video of the course "Managing in a Global Economy", part of the "Master of Business Administration" program, Jürgen-Mathias Seeler discusses the topic " International Human Resource Management". By the end of this unit you will be able to understand the challenges of international HR management, the mindsets that guide staff allocation in international operations and recruitment, expatriation and repatriation. To find out more about the "Master of Business Administration" program, please visit http://www.iubh-fernstudium.de/unsere-fernstudiengaenge/fernstudium-master-of-business-administration.php.
Views: 21630 IUBH Fernstudium
Ep. 28: Equality of Capabilities, or Equality of Outcomes? (with Elizabeth Anderson)
 
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Aaron Powell and Trevor Burrus talk about egalitarianism with Professor Elizabeth Anderson. Should we be concerned about an equal distribution of resources in a society? An equal distribution of outcomes? Is it a bad thing for some people to be worse off than others through no fault of their own? And whose job is it to enforce such distributions—government or markets? Elizabeth Anderson is the Arthur F. Thurnau Professor and John Dewey Distinguished University Professor of Philosophy and Women's Studies at the University of Michigan. Download the .mp3: http://bit.ly/1n2Ukm4 Subscribe in iTunes: http://bitly.com/18wswtX
Views: 2659 Libertarianism.org