Organizational Analysis concerned with identifying, developing and taking advantage of an organization's resources

and competencies
Resources
an organization's assets, the building blocks of the organization. Both tangible and intangible
Capabilities
a corporation's ability to exploit its resources. Consisting of business processes and routines that manage the
interaction among resources to turn inputs into outputs
Core Competencies
a collection of competencies that cross divisional boundaries, is widespread in the corporation and something
corporations do exceedingly well
Distinctive Competencies
when core competencies are superior to those of the competition
VRIO Framework of Analysis
Four questions that evaluate a firm's competencies:
1. Value: Does it provide customer value and competitive advantage?
2. Rareness: Do no other competitors possess it?
3. Imitability: Is it costly for others to imitate?
Organization: Is the firm organized to exploit the resource?
Five Elements of the Business Model
1. Who it Serves
2. What it provides
3. How it makes money
4. How it differentiates and sustains competitive advantage
5. How it provides its product/service

Factors
1.1. Strengths
1.2. Weaknesses
2. Terms
2.1. Capabilities
2.2. Resources
2.2.1. Gaining Competitive Advantage
2.2.1.1. 1. Identify and classify in terms of strengths and weaknesses
2.2.1.2. 2. Combine strengths to specific capabilities and competencies
2.2.1.3. 3. Appraise profit potential of each classification
2.2.1.4. 4. Select strategy that exploits the capabilities and and competencies
2.2.1.5. 5. Identify resource gaps and invest in upgrading weaknesses
2.3. Competency
2.3.1. Core Competencies
2.3.1.1. Questions to Evaluate (VRIO FRAMEWORK)
2.3.1.1.1. VALUE
2.3.1.1.2. RARENESS
2.3.1.1.3. IMITABILITY
2.3.1.1.4. ORGANIZATION
2.3.2. Sustainability of Advantage
2.3.2.1. Durability
2.3.2.2. Imitability
2.3.2.2.1. Transparency
2.3.2.2.2. Transferability
2.3.2.2.3. Replicability