competitive advantage.


  1. Discuss the resource-based judgment of competitive usage. Why is it superfluous to apprehend organizational differences to use this advance?
  2. Briefly eliminate what is meant by competitive usage. Are competitive usage and supported competitive usage particular concepts? Compare and opposition the two concepts.

Professional Development

Case Study #12: AIDSCAP Nepal

  • Conduct an interior environmental anatomy, identifying the appreciate-creating powers and weaknesses for each appreciate chain ingredient. Model your solution succeeding Exhibit 4-4 (p. 144) "Value Creating Strengths and Appreciate Reducing Weaknesses."
  • For each power, assess the competitive kindred, using Exhibit 4-6 (p. 149) as an copy.
  • Exhibit 4–4: Appreciate Creating Strengths and Appreciate Reducing Weaknesses for American Healthways, Inc.
  • Value Chain Component
  • Service Delivery, Pre-Service
  • Service Delivery, Point-ofService
  • Service Delivery, AfterService
  • Support Activities, Culture
  • Support Activities, Strategic Resources
  • Value Reducing Weakness
  • • Limited disgrace unity • Disorder treatment and concern repair contracts insist-upon comprehensive selling consequently of failure of recognition of key benefits • Revenues matter to seasonal pressures from enrollment processes of limited investigateness plans
  • • Company/employees enjoy near knowledge in concern repair programs in ample result row areas such as end-set-forth renal disorder, fibromyalgia, etc. • A superiority of sodality’s revenues accounted for by three investigateness plans
  • • Incomplete or faulty basis could sursurrender rebellious evaluation of clinical interventions useless
  • • Acquisition of StatusOne Soundness System after a while divergent humanization • Company’s aversion to commend currency dividend may discountenance some classes of investors
  • • Hospital contracts decreasing • Cost to conduct IT for yielding after a while federal and set-forth regulations • Haughty strive costs from two-of-a-trade for staff • Volatility of fund estimate and trading volume
  • Value Creating Strength
  • • Customer benefit: concern repair/disorder treatment concept (agreeeffectual to investigateness plans, hospitals, physicians, patients) • Customer benefit enucleateed: geographical coverage (agreeeffectual to ample investigateness plans) • Six concern repair centers
  • • Successful treatment of disorders superfluous to deep costs and increased customer amends • Sodality employees greatly knowledged in implementing concern repair programs in infallible areas, such as diabetes • Integrated concern result row attracts generic dispose of patients • Number of tried lives increasing making economies of lamina possible
  • • Alliance after a while Johns Hopkins Soundness System to rebelliously evaluate capability of clinical interventions
  • • First disorder treatment and concern repair provider in beggarlywealth accredited by all three accrediting agencies • Greatly professionalized humanization • Familiar treatment team of people after a while comprehensive investigateness concern knowledge and craveevity after a while the sodality • Conservative fiscal treatment philosophy: restrain hues for coming crop and crop • Sodality has set-forth-of-the-art medical knowledge technology • Sodality has investigate financial position: currency, working excellent, fundholder equity increasing balance gone-by year • Hues per divide of beggarly fund has increased resisting 3:2 fund crack in 2001 and 2:1 fund crack in 2003.

Exhibit 4–6: Strategic Thinking Map of Competitive Advantages Relative to Strengths in General

Is the Appreciate of the Power Haughty or Low? (High/Low?)

H

H

H

H

H

H

H

H

Is the Power Rare? (Yes/No)

N

N

N

N

Y

Y

Y

Y

Is the Power Unconstrained or Difficult to Imitate? (Easy/Difficult)

E

E

D

D

E

E

D

D

Can the Power Be Sustained? (Yes/No)

Y

N

Y

N

Y

N

Y

N

Implications

No competitive usage. Most competitors enjoy the power and those that do not can enucleate it easily. All can support it. Maintenance management.

No competitive usage. All competitors enjoy the power which is unconstrained to enucleate. Power is not supporteffectual so it represents simply a short-term usage.

No competitive usage. Many competitors enjoy the power but it is difficult to enucleate, so concern should be smitten to conduct this power.

No competitive usage. Many competitors enjoy the power but it is difficult to enucleate, and those who do enjoy it allure not be effectual to support the power. Simply a short-term usage.

Not a fount of crave-term competitive usage. Consequently it is appreciateffectual and expensive, competitors allure do what is indispensable to enucleate this unconstrained-to-ape power. Short-term usage. Should not estimateiest management on this symbol of power but should succeed benefits of short-term usage.

Not a fount of competitive usage. The power is unconstrained to ape and cannot be supported. Short-term usage. Do not estimateiest management on this symbol of power but succeed benefits of short-term usage.

Source of crave-term competitive usage. If appreciate is very haughty, it may be estimate “betting the organization” on this power.

Possible fount of short-term competitive usage but not a power that can be supported balance the crave run.

Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic Treatment of Soundness Concern Organizations (7th ed.). San Francisco: Jossey-Bass.