Ikea vrio framework

Read questions carefully, and Answer questions below, no need outside sources.

Chapter 4 of Attached file can helps these questions, no quotes.

Answers should be specific and more details. And explain every single question,

1. What are the most important tangible resources your firm possesses? explain. Do not just report the value of assets listed in the annual report. Rather, study how the firm operates and think about what tangible resources you think are most important to that operation, explain. What do you think are the firm's most important intangible resources? explain.

2. Now use the VRIO framework to identify the competitive position of your firm. Which, if any, of the resources listed in the previous answer are or could be helpful in creating and sustaining a competitive advantage for the firm? Does VRIO analysis remind you of assets you had not previously thought of? explain.

3. Do you see the firm trying to create any new core competences to create new competitive advantage? explain1 page i page ii 2 page iii 3 page iv STRATEGIC MANAGEMENT, FOURTH EDITION Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2019 by McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous editions © 2017, 2015, and 2013. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 LWI 21 20 19 18 Bound: ISBN 978-1-259-92762-1 (student edition) MHID 1-259-92762-8 (student edition) ISBN 978-1-260-14192-4 (instructor edition) MHID 1-260-14192-6 (instructor edition) Looseleaf: ISBN 978-1-260-14186-3 MHID 1-260-14186-1 Product Developers: Lai T. Moy Executive Marketing Manager: Debbie Clare Content Project Managers: Mary E. Powers (Core), Keri Johnson (Assessment) Buyer: Susan K. Culbertson Design: Matt Diamond Content Licensing Specialists: Brianna Kirschbaum Cover Image: (leadership concept on white background): ©ISerg/iStock/Getty Images RF; (globe): ©sankai/iStock/Getty Images RF Compositor: SPi Global 4 All credits appearing on page or at the end of the book are considered to be an extension of the copyright page. Library of Congress Cataloging-in-Publication Data Names: Rothaermel, Frank T., author. Title: Strategic management: concepts / Frank T. Rothaermel, Georgia Institute of Technology. Description: Fourth Edition. | Dubuque: McGraw-Hill Education, 2018. | Revised edition of the author’s Strategic management, [2017] Identifiers: LCCN 2017049706 | ISBN 9781259927621 (paperback) Subjects: LCSH: Strategic planning. | Management. | BISAC: BUSINESS & ECONOMICS / Management. Classification: LCC HD30.28 .R6646 2018 | DDC 658.4/012—dc23 LC record available at https://lccn.loc.gov/2017049706 The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website does not indicate an endorsement by the authors or McGrawHill Education, and McGraw-Hill Education does not guarantee the accuracy of the information presented at these sites. mheducation.com/highered 5 page v DEDICATION To my eternal family for their love, support, and sacrifice: Kelleyn, Harris, Winston, Roman, Adelaide, Avery, and Ivy. —FRANK T. ROTHAERMEL 6 page vi CONTENTS IN BRIEF PART ONE / PART TWO / PART THREE / ANALYSIS 2 CHAPTER 1 What Is Strategy? 4 CHAPTER 2 Strategic Leadership: Managing the Strategy Process 30 CHAPTER 3 External Analysis: Industry Structure, Competitive Forces, and Strategic Groups 64 CHAPTER 4 Internal Analysis: Resources, Capabilities, and Core Competencies 106 CHAPTER 5 Competitive Advantage, Firm Performance, and Business Models 144 FORMULATION 180 CHAPTER 6 Business Strategy: Differentiation, Cost Leadership, and Blue Oceans 182 CHAPTER 7 Business Strategy: Innovation, Entrepreneurship, and Platforms 218 CHAPTER 8 Corporate Strategy: Vertical Integration and Diversification 264 CHAPTER 9 Corporate Strategy: Strategic Alliances, Mergers, and Acquisitions 308 CHAPTER 10 Global Strategy: Competing Around the World 338 IMPLEMENTATION 376 7 PART FOUR / CHAPTER 11 Organizational Design: Structure, Culture, and Control 378 CHAPTER 12 Corporate Governance and Business Ethics 418 MINICASES 447 HOW TO CONDUCT A CASE ANALYSIS 528 PART FIVE / FULLLENGTH CASES Available through McGraw-Hill Create www.McGrawHillCreate.com/Rothaermel 8 page vii MINICASES & FULLLENGTH CASES MINICASES / 1 Michael Phelps: The Role of Strategy in Olympics and Business 448 2 PepsiCo’s Indra Nooyi: Performance with Purpose 450 3 Yahoo: From Internet Darling to Fire Sale 453 4 How the Strategy Process Killed Innovation at Microsoft 456 5 Apple: The iPhone Turns 10, so What’s Next? 459 6 Nike’s Core Competency: The Risky Business of Creating Heroes 463 7 Dynamic Capabilities at IBM 466 8 Starbucks after Schultz: How to Sustain a Competitive Advantage? 470 9 Business Model Innovation: