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Competitive advantage; RBV

Competitive advantage; RBV . IAE Lyon 2014 Per Åman. Outside – in Market perpective. Strategy as position Environment – strategy - structure. Inside-out Resource B ased View (RBV). The firm as a ‘bundle of resources’ Resources are heterogeneous, unique

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Competitive advantage; RBV

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  1. Competitive advantage;RBV IAE Lyon 2014 Per Åman

  2. Outside – inMarket perpective • Strategy as position • Environment – strategy - structure

  3. Inside-outResource Based View (RBV) • The firm as a ‘bundle of resources’ • Resources are heterogeneous, unique • Non mobile; path dependency, contextual • Resources and capabilities • VRIN

  4. Distinctiveness: “VRIN” (now updated) • Valuable • when they enable a firm to conceive or implement strategies that improve its efficiency or effectiveness in delivering business goals and customer values • Rare • valuable firm resources possessed by large numbers of competing firms cannot be sources of either a competitive advantage or a sustainable competitive advantage • Imperfectly Imitable • because of a combination of three reasons: • unique historical conditions, • causally ambiguous, • ability to organize work to deliver value • Non-Substitutable • there must not be strategically equivalent valuable resources that are themselves either not rare or imitable Barney, J. Journal of Management, 1991

  5. The Value Chain Infrastructure HRM Technology Procurement Inbound logistics After sales service Operations Outbound logistics Marketing and sales Per Åman

  6. Genericdrivers (revisited) • On a micro-level the customer makes a decision basedon’price - performance’ - Sustained price advantage depends on cost position Sustained ’performance’ advantage depends on ability to differentiate the offering (Low) Cost Differentiation Traditional ’driver’ Scale Substance Scope Modern ’driver’ Speed Significance

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