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Internal Analysis: Distinctive Competencies Herre Nike Air Max 720 KPU TPU Rød Svart Tilbud , Competitive Advantage, and Profitability, and chapter four, Building Competitive Advantage Through Functional-Level Strategy.
Chapter 3 Questions:
1. Define value creation and the components that can be used to determine value creation per unit. How is value creation related to competitive advantage?
Value creation is the firm-level activities which increase the value of the end products or services rather than the value of raw materials, services, expenses, and intermediate goods, employed for their production (Pavlinka & Zenka, 2015). The company activities and technology can deliver value via the resolution of unique customer problems and while the mediating technology delivers value through enabling exchanges between customers. Identifying alternative value creation technologies can expand the value chain analysis into value configuration analysis approach thereby creating competitive advantage.
2. What is a value chain? Why is efficiency so important in an organizations value chain?
The value chain is the full range of activities that are necessary to bring goods or services from conception, via the various production stages, delivery to the consumers, and ultimate disposal after use. Efficiency in value chain helps in the quick delivery of the products to the end users thereby improving sales, increasing customer satisfaction, and gaining a competitive advantage.
3. What can build blocks an organization use to sustain competitive advantage?
The building blocks that can sustain the organization鈥檚 competitive advantage include continuous innovation, quality, efficiency, and customer responsiveness. Innovation entails new and improved ways of doing business; quality is the degree of excellence of the products and services; efficiency is the achievement of maximum productivity with a minimum effort and expense as possible, and customer responsiveness is the ability of an organization to determine and respond to the changing customer needs. These building blocks enable a business to stay ahead of its rivals.
4. What does an internal analysis help a company to determine? How does this contribute to the overall health (value creation, competitive advantage, profitability) of the company?
Internal analysis is about the identification and evaluation of an enterprise鈥檚 specific characteristics such as resources, capabilities, and core competencies. Internal analysis helps a company to determine its strengths and weaknesses that enhance or hamper its quest to meet the needs of the target market. By determining the internal factors affecting a company, the company will be able to know which areas to correct or improve to achieve the targeted performance levels.
5. Why do companies fail? How does competitive advantage relate to failure?
Companies fail because of losing their competitive advantages. The relation between failure and competitive advantage is that, when the profits are lower than those of the competitor, the company is considered a failure. This low profitability means that the company is unable to attract the customers and generate resources.
Chapter 4 Questions:


References
Hennig-Thurau, T., & Hansen, U. (2000). Relationship marketing: Gaining competitive advantage through customer satisfaction and customer retention. Berlin; New York: Springer.
Hill, C. W., Jones, G. R., & Schilling, M. A. (2014). Strategic management: theory: an integrated approach (10th Ed.). Cengage Learning.
Pavl铆nek, P., & 沤enka, J. (2016). Value creation and value capture in the automotive industry: Empirical evidence from Czechia. Environment and Planning A, 48(5), 937-959.



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