Critical evaluation organization's Resources and Capabilities of Coursework - 1

Critical evaluation organizations Resources and Capabilities of Starbucks in China. (internal environment) - Coursework ExampleIn the case of Starbucks an effective Resources strategy should focus on the business of unique resources so that a emulous advantage is acquired towards the loadeds major competitors. The potentials of Starbucks to develop such advantage is analyzed below by referring to the firms performance in regard to each of the elements of the Resource-based theory. 1.1 Tangible Resources The tangible resources of organizations atomic number 18 assets that pitch a physical pull throughence the buildings in which cable operations are developed and the cash forthcoming to the line are assets of this kind (Sehgal 2010). In China, as in all countries worldwide, Starbucks is characterized by specific features as of the style/ decoration of its stores and the dinnerware sets/ cups used for serving the customers (Starbucks Coffee International 2013). However, these f eatures are not unique since they brook be identified, with differentiations, in other brands operating in the same sector. fit to Wang (2012) the interior of Starbucks stores across China is unique not only in regard to decoration but excessively as of the chairs available to customers and the style of music chosen in this context, it is noted that the stores of Starbucks in China offer to the business a unique competence towards the competitors (Wang 2012). 1.2 Intangible Resources The intangible resources of a business do not own a physical existence intellectual property rights that the business have in regard to its products and the brands that the business owns are common examples of intangible resources (Sehgal 2010). For achieving a high competitiveness through its intangible resources, a firm needs to periodically update those resources, according to the market trends. The example of Toyota that developed Lexus as a get around brand so that it is able to increase its competitiveness in the luxury cars sector is important for intellectual such practice (Sehgal 2010, p.44). In the above case, Toyota would not be able to enter this sector without the employment of a unique resource, such as the new brand (Sehgal 2010, p.44). 1.3 Human Resources Human resources hobo to a fault lead to competitive advantage if they are unique (Rao and Sivaramakrishna 2009). The uniqueness of these resources would be related to a regeneration of issues, such as the quality of training, the hiring/ selection process or the performance appraisal (Rao and Sivaramakrishna 2009). In Starbucks employees are given the training that it is commonly available to the sectors employees also, no unique feature seems to exist in regard to the firms selection/ hiring process or the skills/ competencies of employees (Starbucks Coffee International 2013) 2.0 Starbuckss Capabilities strategy in term of Value chain At the next level, the Capabilities strategy of Starbucks should be a lso reviewed. Porters Value Chain model could be used for evaluating the specific strategy of Starbucks. According to Porter (2008) the activities of each organization contribute, more or less, to the development of products/ services that are valuable to their buyers (Porter 2008, p.38). These activities can be categorized into