KMBN 301 – Strategic Management

Dr. Ashfaq Ali,

Associate Professor & Head,
(Faculty of Management Studies,
Shri Ram Group of Colleges, Muzaffarnagar, India)
Dr. A.P.J. Abdul Kalam Technical University Lucknow

e-mail: dr.ashfaqali.09@gmail.com, +91-99171-60786

 Dr. Ashfaq Ali, +91-99171-60786

UNIT- II

Resource Based View

(RBV) Analysis

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 Dr. Ashfaq Ali, +91-99171-60786

THE RESOURCE-BASED VIEW (RBV)

The Resource-Based View (RBV) is a
model that seek resources as key to
superior firm performance. If a
resource exhibits VRIO attributes, the
resource enables the firm to gain and
sustain competitive advantage.

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 Dr. Ashfaq Ali, +91-99171-60786

THE RESOURCE-BASED VIEW (RBV)

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 Dr. Ashfaq Ali, +91-99171-60786

THE RESOURCE-BASED VIEW (RBV)

RBV is an approach to achieving
competitive advantage that emerged in
1980s and 1990s, after the major
works published by Wernerfelt, B.
(“The Resource-Based View of the
Firm”), Prahalad and Hamel (“The Core
Competence of The Corporation”),
Barney, J. (“Firm resources and
sustained competitive advantage”) and
others. The supporters of this view 5
 Dr. Ashfaq Ali, +91-99171-60786

THE RESOURCE-BASED VIEW (RBV)

argue that organizations should look
inside the company to find the sources
of competitive advantage instead of
looking at competitive environment for
it. According to RBV proponents, it is
much more feasible to exploit external
opportunities using existing resources
in a new way rather than trying to
acquire new skills for each different
opportunity. 6
 Dr. Ashfaq Ali, +91-99171-60786

THE RESOURCE-BASED VIEW (RBV)

In RBV model, resources are given the
major role in helping companies to
achieve higher organizational
performance. There are two types of
resources: tangible and intangible.

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 Dr. Ashfaq Ali, +91-99171-60786

TANGIBLE ASSETS
Tangible assets are physical things.
Land, buildings, machinery, equipment
and capital – all these assets are
tangible. Physical resources can easily
be bought in the market so they confer
little advantage to the companies in the
long run because rivals can soon acquire
the identical assets.

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 Dr. Ashfaq Ali, +91-99171-60786

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.
Unlike physical resources, brand
reputation is built over a long time and
is something that other companies
cannot buy from the market. Intangible
resources usually stay within a company 9
 Dr. Ashfaq Ali, +91-99171-60786

INTANGIBLE ASSETS
and are the main source of sustainable
competitive advantage.
The two critical assumptions of RBV
are that resources must also be
heterogeneous and immobile.

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 Dr. Ashfaq Ali, +91-99171-60786

HETEROGENEOUS
The first assumption is that skills,
capabilities and other resources that
organizations possess differ from one
company to another. If organizations
would have the same amount and mix of
resources, they could not employ
different strategies to outcompete each
other. What one company would do, the
other could simply follow and no
competitive advantage could be achieved.
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 Dr. Ashfaq Ali, +91-99171-60786

HETEROGENEOUS
This is the scenario of perfect
competition, yet real world markets are
far from perfectly competitive and some
companies, which are exposed to the same
external and competitive forces (same
external conditions), are able to implement
different strategies and outperform each
other. Therefore, RBV assumes that
companies achieve competitive advantage
by using their different bundles of
resources. 12
 Dr. Ashfaq Ali, +91-99171-60786

HETEROGENEOUS
The competition between Apple Inc.
and Samsung Electronics is a good
example of how two companies that
operate in the same industry and thus,
are exposed to the same external
forces, can achieve different
organizational performance due to the
difference in resources. Apple
competes with Samsung in tablets and
smartphones markets, where Apple 13
 Dr. Ashfaq Ali, +91-99171-60786

HETEROGENEOUS
sells its products at much higher prices
and, as a result, reaps higher profit
margins. Why Samsung does not follow
the same strategy? Simply because
Samsung does not have the same brand
reputation or is capable to design user-
friendly products like Apple does.
(heterogeneous resources)

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 Dr. Ashfaq Ali, +91-99171-60786

IMMOBILE
The second assumption of RBV is that
resources are not mobile and do not
move from company to company, at
least in short-run. Due to this
immobility, companies cannot replicate
rivals’ resources and implement the
same strategies. Intangible resources,
such as brand equity, processes,
knowledge or intellectual property are
usually immobile. 15