MBA7067 Strategy Competitive Advantage Analysis Assignment Sample

• Type Assignment
• Downloads564
• Pages5
• Words1285

Strategic Evaluation

The Resource-Based View (RBV) postulates that the basis for the competitive advantage is the use of valuable, rare, non-imitative resources that are not substitutable. In the case of the business, the strategic position of Papa Pizza (UK) exists in key success factors such as the brand, patents in the recipes and the convenient home delivery systems through the internet. MBA7067 Strategy Competitive Advantage Analysis, All in all, the brand has its value in the competition between fast foods in the UK though the novelty is rather doubtful due to the number of pizza fast food chains in the country. The recipes, if culturally sensitive and distinct, may amount to VRIN if they are well-protected and rare to imitate. However, the insightful reach could be considered impersonalised or lacking in the concept of inimitability unless it is underpinned by proprietary technology or ease of navigation (Barney, 2020).

Reference materials and sample papers are provided to clarify assignment structure and key learning outcomes. Through our help with assignment uk, guidance is reflected while maintaining originality and ethical academic practice. The MBA7067 Strategy Competitive Advantage Analysis Assignment Sample highlights strategic assessment, competitive analysis, and application of business frameworks to achieve organisational advantage. These resources are intended solely for study and reference purposes.

Challenges arise in three areas:

• Development: One thing that continues to act as a very significant barrier is the cost as well as market volatility when it comes to VRIN resources MBA7067 Strategy Competitive Advantage Analysis, for instance, developing menu specialties involves concepts that need R&D capital investment calls without assurance of demand. For instance, developing menu specialties involves concepts that need R&D capital investment calls without assurance of demand.
• Implementation: When the organisation decides to scale resources as in the case with supply chain efficiency or the consistency of quality across different franchises it can compromise on differentiation. These resources must therefore be supported by organisational culture as well as processes to be sustained.
• Evaluation: This makes the process of making strategic changes difficult since it is not easy to determine the value of intangible assets such as brand equity (Freeman, 2021).

Strategic Options:

• Proprietary Assets: Increase customer analysis by applying AI on the basis of Internet orders and the use of a system that will be difficult for competitors to replicate because it is based on data.
• Import-Export Analysis: Centrally, try to source the ingredients from local partners only as this helps in placing emphasis on the aspects such as rarity and local relevance.
• Creating brand differentiation: Developing the community organization’s marketing strategy, thereby making the brand an integrated element of the community (Hart and Prahalad, 2022).

Strategy Selection

Description: In Section C, to analyse the current and potentially effective strategy of Papa Pizza, I adopted the RBV by focusing on the VRIN resources of the firm, such as brand, recipes, and digital platform, so that I presume that the potential strategies including the use of AI to recognize customers’ preferences and aggregate them to provide related products and services, also local cooperation (McWilliams, 2023)

Feelings: At first, I thought that RBV was applicable because it offered a clear framework through which to evaluate the resources that contributed to Papa Pizza’s competitive advantage. However, there was a validity that RBV was bound to inward analysis and stock resources, which did not adapt promptly to dynamic market forces like the change of consumer tastes or ethical concerns in the food chain.

Evaluation: RBV

Strengths: The theory aptly identified resources that were not well-developed in the case of Papa Pizza, including customer data obtained from its online operations and the need to reap proprietary recipes, MBA7067 Strategy Competitive Advantage Analysis (Porter and Kramer, 2021).

Limitations: On the downside, RBV does not consider environmental factors such as competitors, changes in the regulatory environment, and others. For instance, although RBV discusses AI-driven analytics, it does not inherently connect the necessity of AI to the potential risks involved such as endangering data privacy that may strain governance and trust. Similarly, the approach indicating a focus on “local partnerships” presumes that suppliers are interested in friendly with CSR objectives, while RBV does not consist of methods to assess the ethical risks of sourcing.

Analysis:

Limitations of RBV:

Resource stickiness: RBV supposes resources have a certain value at time t+1 , while the firm lacks flexibility; The value of its digital platform of Papa Pizza may be gone unless the firm constantly updates it.

Conflict of interest: Some ethical issues have a close association with RBV and they are as follows- RBV focuses more on the profit objectives rather than the purpose. For example, hyper-localized marketing strategies may target sets of groups left out by CSR goals and objectives (Teece, 2020).

Sustainability & Responsibility Limitations: RBV does not specify how the governance mechanisms such as the board of directors guarantees ethical use of resources.

Effects on Governance, Ethics, and CSR:

Governance: These strategic dependencies on AI analytics should ensure adequate governance practices on data to prevent wrong use. Papa Pizza’s leadership must put in place ways of monitoring the ethical use of technology by awarding contracts to its subordinates such as suppliers or vendors.

Business: Where businesses invest in exclusive supplier partnerships then they should ensure that these suppliers are audited to ensure that the workers are paid fairly or that the businesses are more sustainable (Wernerfelt, 2023).

Local partnerships: The local events that constitute CSR must also fit within the scope of company CSR policies, e.g., cutting down the use of packaging.

Conclusion: However, RBV also has several shortcomings that need to be compensated for by the use of other theories such as Stakeholder Theory to address issues regarding ethics and risks outside the company like Papa Pizza. The objective of strategic management is to achieve profitability while maintaining an organizational purpose, corporate governance to oversight accountability while disseminating CSR programs as a part of the organizational framework (World Economic Forum, 2024).

Action Plan:

Conclusion

MBA7067 Strategy Competitive Advantage Analysis Assignment Sample

Liked This Sample? Hire Me Now

Harriet Collins 12 Years | PhD

This paper shows that despite its ability to identify the sources of sustained competitive advantage such as the brand, recipes, and the digital platform, the RBV focuses inwardly at the expense of external threats such as ethical sourcing and market volatilities. AI will be used for a strategy that will require personalization, local partnerships, and CSR-based engagement underscoring the need to integrate RBV with dynamic capabilities and stakeholder theory. By conducting efficient supplier audits, implementing transparency reporting, and considering stakeholders' feedback, Papa Pizza can maintain a competitive advantage and comply with the expectations of society. Lastly, it is imperative to find the right equilibrium between the pursuit of profits and finding a purpose, as that is one of the key approaches to addressing new challenges that lie ahead to create long-lasting sustainable, and trustworthy organizations.

References

• Barney, J.B. (2020) ‘Resource-based theory and the value creation framework’, Journal of Management, 46(5), pp. 594–611.
• Freeman, R.E. (2021) ‘Stakeholder theory: A strategic approach to corporate governance’, Business Ethics Quarterly, 31(2), pp. 234–256.
• Hart, S.L. and Prahalad, C.K. (2022) Corporate strategy and the environment: A resource-based perspective. 3rd edn. New York: Routledge.
• McWilliams, A. (2023) ‘Corporate social responsibility in the digital age: Challenges and opportunities’, Journal of Business Ethics, 178(4), pp. 1023–1040.
• Porter, M.E. and Kramer, M.R. (2021) ‘Creating shared value revisited: Sustainability and competitive advantage’, Harvard Business Review, 99(4), pp. 62–77.
• Teece, D.J. (2020) ‘Dynamic capabilities and strategic management: Organizing for innovation and growth’, Strategic Management Journal, 41(2), pp. 139–153.
• Wernerfelt, B. (2023) ‘Extending the resource-based view: New dimensions of strategic resources’, Strategic Organization, 21(1), pp. 45–68.
• World Economic Forum (2024) Global risks report 2024. Geneva: WEF Publications.