WEEK 9

RESOURCE-BASED VIEW:

Resource-based view refers to the strategic analysis of an organization in terms of its competitiveness and superior performance that is made clear by the help of the distinction of the organizational capabilities and features. Here, more focus is given to the comparative competitive advantages as well as how a firm performs better than others and maintains uniqueness in the particular industry. First the resources that an organization has and the competencies that the organization does the best is analyzed.  (Zack, Developing a Knowledge Strategy, 1999)

In terms of analyzing the resources, the following things are analyzed.

1.    Physical resources

2.    Financial resources

3.    Human resources

4.    Intellectual resources

The physical resources refer to the machinery, buildings etc. the financial resources refer to the cash supply, capital, shareholders, bankers, etc. the human resources refer to skills, knowledge, employees, number and mix of people, etc. the intellectual resources refer to the brands, patents, etc.  

Then, the core competencies are analyzed as well and they are:

1.    Functional capability

2.    Internal linkages/ cross functional capabilities

3.    External linkages

4.    Management capabilities

5.    Specialized capabilities

The functional capabilities would be marketing, procurement capabilities, etc. the internal linkages would be the links between the sales and procurement, the product development capabilities, etc. the external linkages would be the capability to develop strong supplier relations as well as the distributor relationships. The management capability would be the capability to train, develop a career and knowledge. The specialized capability would be the distinctiveness from others i.e. what are the differentials for the firm. 

The internal analysis can be undertaken with the help of the internal information as well as the cooperation with the staff. I would apply the resource based view to know the core competencies as well as the resource view so that I can analyze the distinctiveness of the firm. I would also do a SWOT and PESTLE analysis to understand the internal as well as external factors that affect the firm. Then I would also do a VRIN analysis to find out the value perceived by the customers, rarity, inimitability and the non substitutability of the firm’s products. And finally I would perform a 7s framework so that the idea of the performance of the firm in terms of hard as well as soft factors.

The information can be accessed through the secondary sources, annual business report, websites, etc.

Talking about the group video, our group members are:

Raksha Limbu

Priyanka Pandey

Sandeep Maharjan

We are working on the idea and we have a plan to work on the Google. We have started the research on the information and this weekend we are planning to complete the analysis for Google.

The stages of group would be:

1.    Forming

2.    Storming

3.    Norming

4.    Performing

5.    Evaluating

We are at the 4^th stage as the works have been already divided to the members of the group and we have already started performing our parts by searching for the information necessary to undertake the analysis. So, we are doing well so far.



References:

Zack, M. H. (1999). Developing a Knowledge Strategy. California Management Review, Vol. 41, No. 3, Spring,, 125-145.