Discuss the resource-based view of competitive advantage.
Discuss the resource-based view of competitive advantage. Why is it important to understand organizational differences to use this approach?
Briefly define what is meant by competitive advantage. Are competitive advantage and sustained competitive advantage identical concepts? Compare and contrast the two concepts.
Case Study #12: AIDSCAP Nepal
Conduct an internal environmental analysis, identifying the value-creating strengths and weaknesses for each value chain component. Model your response after Exhibit 4-4 (p. 144) “Value Creating Strengths and Value Reducing Weaknesses.”
For each strength, assess the competitive relevance, using Exhibit 4-6 (p. 149) as an example.
Exhibit 4–4: Value Creating Strengths and Value 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 brand identity • Disease management and care enhancement contracts require extensive selling because of lack of knowledge of key beneﬁts • Revenues subject to seasonal pressures from enrollment processes of contracted health plans
• Company/employees have less experience in care enhancement programs in expanded product line areas such as end-state renal disease, ﬁbromyalgia, etc. • A majority of company’s revenues accounted for by three health plans
• Incomplete or inaccurate data could render independent evaluation of clinical interventions useless
• Acquisition of StatusOne Health System with different culture • Company’s reluctance to declare cash dividend may discourage some classes of investors
• Hospital contracts decreasing • Cost to maintain IT for compliance with federal and state regulations • High labor costs from competition for staff • Volatility of stock price and trading volume
Value Creating Strength
• Customer beneﬁt: care enhancement/disease management concept (attractive to health plans, hospitals, physicians, patients) • Customer beneﬁt developed: geographical coverage (attractive to large health plans) • Six care enhancement centers
• Successful management of diseases leading to reduced costs and increased customer satisfaction • Company employees highly experienced in implementing care enhancement programs in certain areas, such as diabetes • Integrated care product line attracts broad range of patients • Number of covered lives increasing making economies of scale possible
• Alliance with Johns Hopkins Health System to independently evaluate effectiveness of clinical interventions
• First disease management and care enhancement provider in nation accredited by all three accrediting agencies • Highly professionalized culture • Experienced management team of individuals with extensive health care experience and longevity with the company • Conservative ﬁscal management philosophy: retain earnings for future growth and development • Company has state-of-the-art medical information technology • Company has sound ﬁnancial position: cash, working capital, stockholder equity increasing over past year • Earnings per share of common stock has increased despite 3:2 stock split in 2001 and 2:1 stock split in 2003.
Exhibit 4–6: Strategic Thinking Map of Competitive Advantages Relative to Strengths in General
Is the Value of the Strength High or Low? (High/Low?)