The Analysis Focuses On The Teabella`S Internal Organization

All companies have core competencies that they use to differentiate their company, product, or service from the competition, Sears is no exception. Also, it is common for a company’s core competencies to change, as their industry progresses through phases and shifts its emphasis between product and process innovations (Regis University, 2011), Sears is no exception. Yet, when a company’s core competencies become misaligned and no longer supports their strategic intent the business is in danger of becoming obsolete (Regis University, 2011), as their customers no longer perceive the unique benefits the company has

“The concept of core competencies since its first proposition by Prof Gary Hamel in 1990 has been subject of intense study and interest for firms to deliver sustainable competitive advantage” (Gupta, 2013) Core competencies are the essence of what a company does well. A business uses its core competencies to make and develop products, goods and services according to its company mission. Core competencies are not easily replicated. They usually come from years of experience and are stored in the collective knowledge base of the company and its employees” (Investopedia Stock Analysis, 2015). Core competencies are what gives a company a clear advantage over that of its competitors, and is what is used to set the company apart.

Core competencies are the capabilities that are critical to a business achieving competitive advantage. The starting point for analysing core competencies is recognising that competition between businesses is as much a race for competence mastery as it is for market position and market power. (Prahalad and Hamel)

Core competencies are set of skills, expertise and professionalism which the service is executed (Johnston & Clark 2001). They make a firm to stand apart and develop a competitive advantage.

Wal-Mart is a company that has taken its core competencies, which are the capabilities the firm emphasizes and performs especially well while pursuing its vision (Ireland, Hoskisson, Hitt, 2008), and turned them into competitive advantages. Core competencies must satisfy four characteristics in order to be a competitive advantage. These advantages, according to our text, include: *valuable, *rare, *difficult to imitate,*nonsubstitutable.

Core competencies are the most significant value creating skills within a company and key areas of expertise that are distinctive to a company and critical to the company's long-term growth. Core competencies are the pieces that a company is superior than its competitors in the critical, central areas of the company where the most value is added to its products. These areas of expertise may be in any area from product development to employee dedication. A competence which is central to business's operations but which is not exceptional in some way is not considered as a core competence, as it will not generate a differentiated advantage over rival businesses. It follows from the concept of core competencies; resources that are

For a business to be successful and have a competitive advantage, it is important to evaluate the company’s resources and capabilities (Pitt & Koufopoulos, 2012). Resources in a company are the productive assets owned (tangible or intangible) whereas capabilities are what the company can do with this (Grant, 2010). “Establishing competitive

Through an internal environment analysis, companies can identify and understand their own unique resources, capabilities, and competencies that are required for their sustainable competitive advantage. Resources, capabilities, and core competencies are the foundation of competitive advantage. There is no competitive advantages are permanently sustainable in any companies, so they have to consist on their current advantages and develop new advantages by internally understanding and analyzing their resources and capabilities. Competitors have their own unique resources, capabilities, and core competencies to create values for their customers. Both tangible and intangible resources, which include individual, social and organizational phenomena, are combined to generate capabilities. In turn, company’s capabilities are used to build core competencies. Also, core competencies are as a source of competitive advantage for a company to win in the competitive market.

An organization must identify its core competencies and strategically align those competencies with its business objectives to achieve success. In fact, C.K. Prahalad and Gary Hamel explained in the Harvard Business Review that the most powerful way for an organization to prevail is for it to “identify, cultivate, and exploit the core competencies that make growth possible” (2000). Lockheed Martin has thoroughly aligned its competencies, business objectives, and key performance indicators, which has undoubtedly contributed to the corporation’s effectiveness.

TCO C – Given an organizational and industry context, identify the core technological competencies of the

The strengths that I will use to achieve the company mission are the qualitative and quantitative equity management skills. I will also use the combination of communication skills, self-motivative, analytical and adaptive to change skills to achieve my objectives.

entails seeing the workforce as a source of strategic advantage, not just as a cost

Core competencies are strengths that are expressed in value chain terms. For example, to describe a firm’s strength in the area of distribution centers, write something to the effect of “The firm has a core competency in inbound and outbound logistics, because the distribution centers handle incoming supplies and components as well as outgoing finished products. Competitors are unable to match the firms’ operational efficiency and handle both inbound and outbound

Competencies: might be defined as “knowledge and skill based and therefore, inherently human and may be a powerful sources of sustainable competitive advantage”. In other words competency is the ability of an organization to something efficiently and successfully. As an example Jacoby Hospital has ability to delivery health care such as knee, hips surgery efficiently and fast than competitors. The efficiency allowed Jacob to be successful and better than its competitors. As result we might suggest that Jacob has a competitive advantage over its rivals.

According to Griffin & Pustay (2005), a core competency is a distinctive strength or advantage that is central to a firm¡¦s operations, and by utilising its core competency in new markets, the firm is able to increase