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Strategic Marketing

Assignment deadline 12th December
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Lecture 3 – Strategic Capability

RVB – Resource based view: the strategy asserts that the competitive advantage
and superior performance of an organisation is explained by the distinctiveness
of internal capabilities
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Its what they can do together that can
make the difference

Resources: Assets that organisations have or can call upon e
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partners or
suppliers
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e
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Competences: What we do with those recourses and how we deploy them
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g
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E
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British Bake Off – Resource wise they had the same ingredients, cookers etc
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Their competences gave individuals
competitive edge
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g
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– That’s there qualifiers to even be in the game
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Costas edge is to have costa everywhere
e
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at tesco, at service stations
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g
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E
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linking employee training to an employee appraisal and promotion
programme
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g of stand out core competences – Virgins customer service, Nike Marketing
& Sponsorship, Ryanair value chain management
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If you
know you’re really good at something you can set your strategic future on
that
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Organisations have to evolve their capabilities to compete
Dynamic capabilities: are an organisation’s ability to renew and recreate its
strategic capabilities to meet the needs of a changing environment
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Cost Efficiency – becoming a required “Threshold capability”
- Economies of scale
- Experience
- Supply costs
- Product design
The Experience Curve…
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Examples…
McDonalds
- Brand – Happy meal with clown etc
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– All the linkages in the
chain to get a product or service out the door
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g
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E
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Marks & Spencers will look at its partners
to see where they can add value
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Looking what they are re-nowned for
Benchmarking tools include
- NPS net promoter score in relation to customer experience
- Response times e
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ambulance services
- Complaints e
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financial services

SWOT Analysis
- Key environmental impacts are identified using this
- Major strengths and weaknesses identified
- Scoring can be used to asses the interrelationship between environmental
impacts and the strengths and weaknesses
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After SWOT ask these questions – are they valuable rare, difficult to imitate and
difficult to substitute?


Value – strategic capabilities are of value when they:
- Take advantage of opportunities and neutralise threats
- Provide value to customers
- Provide potential competitive advantage
- At a cost that allows an organisation to realise acceptable levels of return
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g
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- Competitive advantage can be built on unique resources (a key individual
or IT system) but these ay not be sustainable as key people leave or other
acquire the same systems
- Sustainable advantage is more often found in competences ( the way
resources are managed developed and deployed) and they way
competences are linked together and integrated
- It is easier to copy resources such as building etc
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E
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Developing Strategic Capabilities
Internal capability development:
- Leveraging capabilities – identifying capavilities in one part of the organisation
and transferring them to other parts (sharing best practice)

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