Buy Resources And Capabilities Of The Company

Read the documents you can find in ‘Materials’, ‘Part 3’.Analyse the resources and capabilities of the company and how they might contribute to a position of sustainable competitive advantage. Refer to the theories and frameworks presented in Weeks 9, 10 and 11 and apply them to the specific case.Your answer to this part should be no more than 1400 words. (40 marks)
Part 3
This question attracts most of the TMA marks as it spans three weeks of study (Weeks 9, 10 and 11), where you learnt about internal analysis. First, read the materials and take notes. Considering the company’s activity in the industry you identified in Part 2, and using the skills you developed in Week 9, trace the resources and capabilities profile of the company. Examples can be found in Section 5 on both the Lamborghini and Starling Bank cases. A diagram similar to the one used in Activities 9.6 and 9.7 would be useful to present resources and capabilities, but the diagram will only have value if it is used to support the analysis you present in the text.Once you have identified the relevant resources and capabilities, use one of the frameworks presented in Week 10 to appraise them (VRIO framework or value chain). Sections 4.1, 4.2, 6.1, 6.2 and 6.3, are helpful in developing your appraisal skills, as is the discussion on the resources and capabilities appraisal of Starling Bank in ‘TMA 02 preparation – Part B’ tutorial.In framing your answers you may use the diagrams prepared in PowerPoint as provided in Sections 4.1 and 6.2, for both the frameworks. Once you have prepared a diagram in PowerPoint, copy and paste it as an image in your answer. You should discuss the contents of the diagram in the text.You can select one of the topics in Week 11 to develop your answer further but be sure that your choice is relevant to your argument. Choose the most relevant topic from: capabilities development (Section 1), dynamic capabilities (Section 2) or functional strategies that the company can adopt to enhance its competitive advantage (Section 3).

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