When analyzing a company, one of the most important things you should find out is: These questions seem obvious but Analysts rarely cover them properly. When analyzing a Company,
99% of Professionals just check the Balance Sheet to decide if it is a good Company or not… That is all. A “Resources and Capabilities” analysis is a study about the potential of a company. Instead of focusing on its results, it highlights the Tools and Internal Opportunities a company could use for maximizing its outcome. As you may already know, we
have been working in Venture Capital for years. We are used to analyze companies in terrible situations and, to decide whether to invest in them or not, we have to find their hidden potential and see beyond their Balance Sheets. We’ll now analyze different real companies in order to give you helpful practical examples. But first, we have to answer the next questions: Difference between Resources and CapabilitiesA Resource is something a Company owns.
A Capability is what a Company is able to do (with its Resources).
Difference between Capability and Competitive AdvantageCapabilities are usually confused with Competitive Advantages. They are similar, but not the same.
A Competitive Advantage could be a Resource. Example If you own an Oil Well, you have a Competitive Advantage in the Energy sector, but maybe, you’re not Capable of obtaining profits out of it, if you didn’t have the proper technology. We know it may seem confusing. Let’s see it with another example: Ferrari Resources and Capabilities - ExampleImagine that Ferrari chooses you for driving its car in the next F1 World championship. Would you be able to win the competition? Well… No. You would have all the Resources of Ferrari:
However, you would never be Capable of wining the F1 World Championship. In this simple but effective example you can easily appreciate the difference between a Resource and a Capability. You can also think about this:
Coca-Cola & Pepsi Resources and Capabilities - ExamplePepsi could buy Coca-Cola’s formula if Coca-Cola wanted to sell it. But Pepsi would have it very difficult to replicate how customers perceive Coca-Cola.
Traditionally, Resources are classified into three categories:
We personally consider that Human category should belong to Intangible, but sometimes, in small creative companies one or two gifted employees can make the difference, so we’ll maintain this classification. Let’s analyze them in more detail: Resources: Tangibles, Intangibles and HumanThere are lots of different ways of sorting these Resources. We propose you the next one: Tangible ResourcesFinancial:
Facilities and Land:
Intangible ResourcesTechnology:
Marketing:
Know-How:
Human ResourcesHuman resources:
Employees:
As you can see, some of these factors are difficult not to be considered as a Capability. However, all of them can be copied or bought. Then, how can we sort the Capabilities? We prefer not to do it: It is impossible to sort Capabilities correctly with a generic list. The best way of describing a Capability is with numbers:
We’ll explain it better with one example: Star Wars and Disney - Resources and Capabilities exampleMaybe this example makes some young fans angry but… sometimes, life is difficult. When George Lucas filmed Star Wars more than 40 years ago, he didn’t have lots of Resources:
A similar production, Star Trek, had been pretty disappointing so, Star Wars was expected to be a failure as well.
What happened?
With very little Resources (compared to nowadays big productions) he was Capable to create a wonderful masterpiece. Some decades later Disney bought Star Wars franchise (on 2012) for $4 billion.
They decided, of course, to release more Star Wars movies. On 2015, Disney released “Star Wars episode VII: The force awakens“. The movie was very successful, but it was not the masterpiece George Lucas created 40 years before with 7.5 times less budget.
Moral of the Story: Although Disney had much more Resourcesthan George Lucas had 40 years before they were not Capable of producing the masterpiece he created. What about the Box office collection? Maybe Disney’s movie collected more money…
This example is interesting for learning the difference between Resources and Capabilities. As you can see, Capabilities should be measured as we did in this example:
If a Company is good at something, its numbers will better than average in certain Services, Activities or Products. Resources and Capabilities examplesNow, we’ll analyze different real companies in order to identify their Resources and Capabilities.
Let’s begin: Nintendo - Resources and Capabilities ExampleNintendo is one of the best Companies for understanding the Resources and Capabilities Analysis. Although it is a big company, it is pretty small when compared to its competitors:
However, it has been Capable of creating Innovative products and successful franchises such as Mario, Pokemon and Zelda Let’s first look at its Main Resources: Tangible:
Intangible:
Human:
What about the Capabilities? Aren’t Sony and Microsoft dominating the Gaming Console market? Yes, but Nintendo has been able to produce the most valuable video-game franchises ever:
If you check Wikipedia’s best-selling video game franchises list you’ll notice that:
We find fascinating that 6th position: in few years Wii, reached the Top 10 of best-selling franchises ever. Sony is a $80 billion Revenue company; 8 times bigger than Nintendo ($11 billion annual Revenues).
However, their franchises are not as successful as Nintendo’s. Money isn’t everything. Now, you may be thinking that Capabilities are everything, but Resources are also necessary for succeeding. We’ll give you an example of how, sometimes, Resources are not sufficiently considered: Apple vs Google Maps - Resources and Capabilities ExampleThere is no need of introducing Google Maps: the best mapping system service ever created.
On 2010s, Apple realized that, in a world where data is everything, Google was the King.
Since Apple was (and somehow it still is) the leading mobile-phone company (in prestige, not in market share) they decided to start “fighting” Google.
On 2012 they released Apple Maps: a direct competitor of Google Maps. The result? If you wanted to go from Los Angeles to San Francisco, Apple maps told you that the shorter route was through Paris. Ok, that is a joke, but it made terrible mistakes. What happened?
What had Google (other big company that also has extremely smart people) that Apple didn’t? Data. The most important Resource Google had that Apple didn’t, was an enormous amount of data.
Apple couldn’t obtain the same result in just few months. Apple Maps’ mistakes were so big that the company encouraged its users to use other mapping application. In this example you can appreciate how important Resources are. You may have some of the best professionals in the world, but if you lack the Necessary Resources for Success… you’re doomed to fail. SummarizingWhen analyzing a company, it is very important to analyze its Resources and Capabilities deeply.
Resources are everything the company owns. They can be divided into:
Capabilities could be defined as:
To think that one of them is more important than the other is a terrible common mistake.
Why are resources and capabilities important to a business?These strategic resources can provide the foundation to develop firm capabilities that can lead to superior performance over time. Capabilities are needed to bundle, manage, and otherwise exploit resources in a manner that provides value added to customers and creates advantages over competitors.
Why is it important for managers to understand a company's resources and capabilities?It is essential that managers be able to identify the company's resources and capabilities in order to craft strategy. Resource and capability analysis is a powerful tool for sizing up a company's competitive assets and determining if they can support a sustainable competitive advantage over market rivals.
What is the role of resources and capabilities in achieving a competitive advantage?Competitive advantage is created by using resources and capabilities to achieve either a lower cost structure or a differentiated product. A firm positions itself in its industry through its choice of low cost or differentiation. This decision is a central component of the firm's competitive strategy.
What are the resources and capabilities of an organization?Resources are the organization's assets, knowledge and skills. Capabilities can be defined as the organization's ability to effectively make use of its resources.
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