Strategic management presentation

WELCOME TO THE PRESENTATION

WELCOME TOTHE PRESENTATION

1Prepared For:Humaira BegumDepartment of BBA (SU)

Prepared By:Group of LicenseSub: Strategic Management

2Group Members:NameIDFaisal Ahmed (C)BBA-1402002024Md. Ilias JamelBBA-1502005066Sadiqul IslamBBA-1403003023Md. Abu Syed Arfi

BBA-1401001018

Anik Islam

BBA-1401002019

Jannarul Boshra

BBA-1401001017

Saiful Islam

BBA-1501004014

3Group Name:LICENSE4Why we taken the name of license?A licensing agreement is a legal contract between two parties, known as the licensor and the licensee. In a typical licensing agreement, the licensor grants the licensee the right to produce and sell goods, apply a brand name or trademark, or use patented technology owned by the licensor. In exchange, the licensee usually submits to a series of conditions regarding the use of the licensor's property and agrees to make payments known as royalties.

5Presentation Topic:Resources Based Model6IntroductionA superiority gained by an organization when it can provide the same value as its competitors but at a lower price, or can charge higher prices by providing greater value through differentiation. Competitive advantage results from matching core competencies to the opportunities.7Developing Strategic CompetitivenessResources are inputs into a company's production process, such as capital equipment, individual employee's skills, patents, brand names, finance and talented managers. These resources can be tangible or intangible. Capabilities are the capacity for a set of resources to interactively-or in combination-perform a task or activity

8Resource-Based Model Structure

Recourse Inputs to a firms production process.Capability Capacity for an integrated set of resource to interactively perform a task or activityCompetitive advantageAbility of a firm to outperform its rivalsAn attractive industry Location of an industry with opportunities that can be exploited by the firms resources and capabilitiesStrategy formulation and implementationStrategic action taken to earn above average return9Types of Resources Based ModelTangible assets: Tangible assets are physical things. Land, buildings, machinery, equipment and capital all these assets are tangible.

Intangible assets: intangible assets are everything else that has no physical presence but can still be owned by the company. Brand reputation, trademarks, intellectual property are all intangible assets.10Five steps of the Resource-Based ModelCompanies should identify their internal resources and assess their strengths and weaknesses. Companies should identify the set of resources that provide the company with capabilities that are unique to the firm, relative to its competitors.Companies should assess or determine the potential for their unique sets of resources and capabilities to outperform its competitors in terms of returns.

11Five steps of the Resource-Based Model (Cont.)Locate and compete in an attractive industry.To attain a sustainable competitive advantage and earn above-average returns, companies should formulate and implement strategies that enable them to better exploit their resources and capabilities to take advantage of opportunities in the external environment than can their competitor.

12 Following Criteria of Resource Based ModelThe potential to achieve a sustainable competitive advantage will be realized when company resources and capabilities are:

Valuable: Valuable allowing the company to exploit opportunities or neutralize threats in the external environment.Rare: Rare or possessed by few, if any, current and potential competitors.

13Following Criteria of Resource Based Model(Cont.)Costly to imitate: Costly to imitate such that other companies will be able to obtain them only at a cost disadvantage relative to companies that already have them.Non-substitutable: Non-substitutable as there are no strategic equivalents.

14The Resource-based ViewGoogle ExampleTangible resources valued at $5 billionIntangible brand valued at over $100 billionGoogle plex has both tangible and intangible aspects

Competitive Advantage More Likely..From intangible resources

15ConclusionThe resource based model evolve into a more fully contextualized and managerially-relevant theory of competition management. A capability is the capacity for a set of resources to interactively perform a stretch task or an activity. Through continued use, capabilities become stronger and more difficult for competitors to understand and imitate. As a source of competitive advantage, a capability "should be neither so simple that it is highly imitable, nor so complex that it defies internal steering and control.16THANK TO ALL17