Resource Deployment Analysis

Question 1

Core Competencies (Evans et al., 2003)

Answer 1

Attributes specific to a particular organisation that can help it to produce above-average performance for the industry. -Core competencies are showed better if an organisation uses its capabilities and resources more effectively. -This means customers values your output higher = competitive advantage. -Competencies: Come from resources we use. They are positive attributes we have.

Question 2

Resource Deployment Analysis (RDA)

Answer 2

Used to: -Indicate the organisation’s current and potential strengths and weaknesses -Reveal its core competencies Resource audit, performance monitoring and control and evaluation of products are ways to conduct an RDA

Question 3

Tangible and Intangible Assets

Answer 3

Tangible: Include physical, financial and HR. Easy to assess Intangible: Include skills, knowledge, brand names, goodwill, patent rights and free resources. Hard to assess

Question 4

Resource Analysis

Answer 4

Starting point for identifying strengths and weaknesses, can be categorised quantitatively or qualitatively. 1. Flexibility analysis - whether the resources are flexible for uncertainties 2. Balance of skills analysis - team and their skills are innovative, are leaders, doers etc. 3. Reliance analysis - whether it is over dependent on key people 4. Physical resources/Operational resources - audited and then evaluated for capacity, utilisation, age, reliability, efficiency, compatibility etc 5. Financial resources - Review a company’s liquidity and its overall debt or credit. Values all resources 6. HR 7. Intangible resources - assessed in terms of overall value to the organisation

Question 5

Performance monitoring and control

Answer 5

The way in which resources are being used: 1. Efficiency analysis - measures the ratio of inputs to outputs 2. Staff appraisal - monitors performance of humans against targets qualitatively or quantitively 3. Financial analysis - prices, price/earnings ratios, return on capital etc 4. Value chain analysis - “production line” - describes the activities within and around an organisation which together create a product or service. Cost of production vs the value they deliver = determines if it is of good value - a measure of efficiency in a way. End value - Total cost = Margin Primary activities include: operations, marketing and sales, services. Support activities include: procurement, tech development, HR management, infrastructure. 5. Comparative analysis - comparing things. Historical records, competitor records can be used to benchmark. Comparison made against the best, other industries can be used for benchmarking. Evaluation of the organisation’s current products: product effectiveness, product value chain and life cycle. Product effectiveness: how good it is Product value chain: if adding value can be done in the value chain Product life analysis: Intro, growth, maturity and decline

Question 6

SWOT Analysis

Answer 6

SWOT - Strengths and Weaknesses (of internal environment), Opportunities and Threats (of external environment) -Used to present results of strategic analysis - a platform for future strategy. Can be in a table Needs to have: -Past performance impacts -Future performance impacts -Distinguishable impacts away from its competitors