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Analysis of Company resources for Competitiveness

The Company, as an open system, is an organism that interacts and adapts to its environment, that is, making this you need to bring their results and so the best way to ensure satisfaction in the stake holders. The

Resources are strategic assets of the company, as determined by the combination use accurate and relevant core competence, ready to make the organization competitive, which is why the Resource Analysis becomes an important activity in the development of competitive strategies the company.

To make a competitive strategy is necessary to make a strategic analysis, which consists of two stages: an external audit and internal na

The External Audit, which is responsible for obtaining information from the environment of the enterprise, Far East, also known as General Environment, ie variables all Political, Economic, Socio-cultural and technological society, the economy and in general the market has as characteristics which in turn, are key aspects of analysis by the company.

Another way to perform the external audit, is through the model of Porter 5 forces of industry, ie, identifying the bargaining power of customers and competitors, the importance of the entry of new products The threat of substitutes and the power of suppliers and vendors, these 4 are the fifth forces that Porter called rivalry between competitors.

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possible to use another model of external review, such as systemic competitiveness, ie the analysis of the variables or levels Key Aspects of Micro, Meso, Macro and Meta's business environment, such as: Company , Micro-level, industry or region, Meso level in the country, the macro level, Culture, Meta level.

After obtaining information from the environment the company has carried out internal analysis, namely the Internal Audit stage, which can be Tarver of implementing working models such as: Chain Value, Resources and Capabilities and administrative functions.

The Theory of Resources and Capabilities, basically trying to relate the resources the company has to build capabilities that can be used as core competencies which are derived from differentiation that ultimately make the company competitive .

Resources Analysis Process

First, we must identify and classify the resources of the company, the following table may help:

Once identified and classified resources re recommended that the analysis is performed as follows:

1. identify key resources, with this information down the company's core competencies, ie differentiating capabilities the operation of the company. An appropriate tool for this job, VIRO Analysis (Modified from Barney), with which it classifies as a Valuable Resource, Inimitable, Bizarre and Timely (Use). Perform
2. Anàlisi Value of each resource, ie, identify and quantify how much value added resource and / or combinations thereof the core processes and support company. This information is called the weighting by value added of each resource.
3. Finally, it sets the rate of utilization, ie ordering the inventory of resources so as to refer to the table which are the most used, ie those which are present more strongly in the production process . This provides sufficient criteria for the removal or replacement.

Process Resource Analysis yields significant results with information obtained from the External and Internal Audit, provides a significant reference for making decisions competitiveness of the company.