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Short note on core competencies
Short note on core competencies
Core Competencies and Competitive Advantage
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Today, no one seems to doubt that the consumer electronics market in U.S is dominated by BestBuy which controls approximately 49% market shares (Palmer, 2016). However, 20 years ago, there was the other giant company, the Circuit City, in this market occupying a large market share. By 2000, Circuit City was comparatively successful with more than 60,000 employees at 616 locations across the United States (Romero, 2013). But Circuit City gradually lost its competitive advantage and finally went bankruptcy in 2012. In this writing, I will discuss what makes the Circuit City successful in the past and why it failed in the competition finally.
The core competence plays a key role in a business performance, and it also drives a business’s competitive
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The main reason why Circuit City failed is the management of this company neglect its core competence. Circuit City focused on the differentiation initially, and lots of experienced sale-persons provided extraordinary customer service. But management of Circuit City decide to dismiss these sale-persons to lower the cost and compete with BestBuy and Amazon who put their core competences on the cost leadership. in the resource-based view, these sale-persons were supposed to be the valuable resources of Circuit City, but Circuit City abandoned them. This decision lead Circuit City lost its competitive advantages rapidly, and ironically, some of these sales-persons was reemployed by BestBuy. Furthermore, inappropriate strategies made by the management also promote the decline of Circuit City. According to Romero, Circuit City has established the “Car Max” to expand its business to automobile market, and invested in a new DVD technology, DIVX, which launched in 1998 (2013). Unfortunately, these both of these two projects went into a large success and brought abounding
...ty’s implementation of Superstores. These companies, however, were better able to see the advantages and disadvantages of the superstore, and parlay that knowledge into quick growth rate and a higher return on equity than Circuit City. On November 3, 2008, Circuit City announced that it would close 155 stores and lay off 17 percent of its workforce by year-end as a result of its ongoing struggle for profitability. Days later, 700 corporate employees were laid off from Circuit City’s headquarters and the 1,000 remaining corporate employees were merged into a single building in an effort to further cut costs. On November 10, 2008 Circuit City filed for bankruptcy. Circuit City had lost more than $5 billion in stock market value over the past two years. The company’s goal was to emerge from bankruptcy protection in mid-2009.
• CarMax executives were keenly aware of the fate of their one-time parent company, Circuit City, demise to Best Buy after ignoring or underestimating the threat Best Buy had become to their business and vowed that CarMax would not meet the same fate.
Baldwin Company seeks to use its core competencies to accomplish a viable competitive advantage. Management is aware that competitors cannot provide the same value to consumers that Baldwin can, therefore, Baldwin has developed core competencies by:
How and why did the personal computer industry come to have such a low profitability?
Core competencies are a collection of competencies that crosses divisional boundaries, which allow a business to be competitive in a marketplace. This is something that the corporation that the business can do exceptionally well. A core competency should allow companies to expand into a new end markets including providing a significant benefit to customers. This should be hard for competitors to replicate the products and services.
What core competencies do you think the company has and what is needed to exploit opportunity and counter threats.
During the 1990s, each company experienced specific difficulties to their market share. Both companies struggled to reestablish themselves in the global consumer electronics world. As the year 2000 came around, new CEOs at both companies came up with even more complicated initiatives and reorganizations.
Core Competence: The core competence of Skycity is to leverage as entertainment business in Australia. Skycity brand equity is built on providing best customer service thereby building a high degree of customer loyalty with a cult following. Its other core competence is its human resource management values based approach for building very strong internal and external relationships with suppliers, which deploys its business strategy, the integration through smart acquisitions and alliances help in maintaining their long-term strategic objective as the most recognized and respected brands in Australia.
Circuit city grew rapidly between the 1960’s and 1980’s. During the 1990’s the sales rate leveled off and in 1999 their revenue passed the $10 billion mark. They have been trying to revitalize the chain by eliminating certain products, such as appliances, and by lowering operating costs. Currently Circuit City is at a maturity level with declining sales and revenue.
This strategy emphasizes the use of an organization’s resources and capabilities to achieve a core competence that cannot be imitated by competitors. Furthermore, the resource based school argues that if an organization distinctively improves its internal capability; that is being able to have effective inside machinery to deliver products and services to customers, the organization will enjoy a massive advantage in the market. This school also argues that in order to have a competitive advantage, an organization must have resource and capabilities that are sophisticated to those of competitors (QuickMBA, 2010).
The success of circuit city can be attributed to their concept of strong management, customer service focus and a good merchandising formula which capitalized on innovative electronic consumer products. They created world-class competencies in efficient and effective logistics expertise. Their deployment of sophisticated point-of-sale and inventory tracking technology, IT investments which helped them to connect the flow of information among geographically dispersed stores was the best in the industry. These core competencies allowed them to track customer preferences and enabled them to adapt quickly to changing trends. Added to these competencies, their highly trained sales personnel who provided superior service
Firstly, there is a need to focus on the company competitive dimensions before embarking on the decisions. In this aspect, the Competitive capabilities are the Cost, Quality, Time, and Flexibility dimensions that a process or value chain actually processes and is able to...
The formulating of a major business strategy. This is the basis of efforts to build a serious competitive advantage.
Human resource competencies are for example important in facilitating efficiency in performance of organizations’ operations towards competitive advantage. Business knowledge, change management, and human resource distributions are examples of human resource competencies that contribute to organizations’ competitive advantage. Such initiatives are however, undermined by institutional factors such as business ‘short termism’, cost centered strategies, as well as professional factors such as lack of business skills, inefficiency in measuring and evaluating success, attitude, and organizational
Case Study of Dell Computer Corporation Introduction Michael Dell founded Dell Computer Corporation in 1984 with a simple vision and business concept – that personal computers can be built to order and sold directly to consumers. Michael believed his approach had two advantages: (i) by passing distributors and retail dealers eliminated the markups of resellers, and (ii) building to order greatly reduced the costs and risks associated with carrying large stocks of parts, components and finished goods. Its build-to-order and sell-direct approach proved appealing to growing numbers of customers in the mid 1990s as global PC sales rose to record levels. In 1998, it was already the 3rd manufacturer in the United States with a 12% share of PC market and a nearly 6% share worldwide. The company’s fastest growing market for the past several quarters was Europe.