ทุ�นทุางปั�ญญา Intellectual Capital

KM 743 Session 4

ผศ.ดร.ปั ติ�พงษ์� ยอดมงคลAsst Prof.Dr.Pitipong Yodmongkol

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College of Arts Media and Technology, Chiang Mai University

Intellectual capital

• Different theories on competitive advantage– Industry-based view– Resources-base view– Knowledge-base view

RESOURCE-BASED VIEW

Resource-based view

• The firm specific competencies have become the most important source of sustainable competitive advantage

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Core-Competency

• Distinctive skills and capabilities which taken together represent the firm abilities to do business better than its competitors

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Core-Competency

Accumulated knowledge

Years

Core Competency • the real sources of advantage are to be found in

management’s ability to consolidate corporate wide technologies and production skills into competencies that empower businesses to adapt quickly to changing opportunities

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Core competency

• Short run = an org. competitiveness drives from PRICE/PERFORMANCE attributes of current products

• Long run = competitiveness drives from an ability to build, at lower cost and more speedily than competitors

Core-Competency

• A firm may have so many strengths but one or two of its’ strengths can become the “core-competency”

• core-competency [CC] 1. CC should deliver significant contribution to

perceived customer benefits

2. CC are difficult for competitors to imitate

3. CC should provide access to a wide variety of markets

Today Company value creation

Building Core Competency: Firm

• Process of continuous improvement and enhancement

• Strategy – Stretch : doing the impossible

• ‘requires a total commitment to achieve the desired goal with is communicated to and accepted by the whole workforce’.

– Leverage : getting the most out of resources

Building Core-competency: Firm

• Isolate its key abilities and hone them into organization wide strengths

• Compare itself with other companies with the same skills to ensure that it is developing unique capabilities

• Develop an understanding of what capabilities its customers truly value, and invest accordingly to develop and sustain valued strengths

• Create an organizational road map that sets goals for competence building

• Pursue alliances, acquisitions and licensing arrangements that will further build the organization’s strengths in core areas

• Encourage communication and involvement in core capability development across the organization

• Preserve core strengths even as management expands and redefines the business

• Outsource or divest non-core capabilities to free up resources that can be used to deepen core capabilities

Building Core-competency: Workforce

CC is built through a process of continuous improvement and enhancement

1. Building CC of workforces2. Building CC of a Task 3. Building CC for Administrative

Building Core-competency: Workforce

Building Core-competency: Workforce

Building Core-competency: Task

Definition: Gathering, researching, analyzing and managing PR jobs. Using PR techniques to discriminate firm’s information and news effectively.

Public Relation expertise

• Knowing and understanding PR jobs\• Capable of perform PR jobs• Capable to transfer PR knowledge to others• Capable to make PR’s plan• Capable to analyze PR direction• Capable to produce variety of mediums • Capable to monitor, inspect and evaluate PR’s works

Level 0 : No show the competence precisely

Level 1 : Knowing and understanding PR jobs

•Having knowledge about PR•Having knowledge about PR process•Having a good attitude •Knowing basic information of the firm•Capable to communicate to others

Level 2 : Having competency level 1 and capable to perform PR’s jobs

Gathering and managing data Making variety of mediumsKnowing PR’s channelsCapable to communicate and coordinate to others

Building Core-competency: Task

Level 3 : Having competency level 2 and capable to perform PR’s jobs

- Good PR techniques- Capable to transfer PR knowledge to others - Having PR job system- Seeing the whole picture of PR system and using it for planning- Learning new things

Level 4 : Having competency level 3 and using new PR knowledge for working

Capable to analyze PR directionCapable to plan and manage PR job systematically Capable to solve problems Learning and searching new things all the timeCapable to monitor, inspect and evaluate PR’s works

Level 5 : Having competency level 4 and capable to determine the PR direction

Capable to determine the directionHaving a vision Capable to conduct and consult to others Becoming brand ambassador Having trust, faith and good image from othersPR focused and oriented

Level 0 : No show the competence precisely

Level 1 : Knowing and understanding PR jobs•Having knowledge about PR•Having knowledge about PR process•Having a good attitude •Knowing basic information of the firm•Capable to communicate to others

Level 2 : Having competency level 1 and capable to perform PR’s jobs

Gathering and managing data Making variety of mediumsKnowing PR’s channelsCapable to communicate and coordinate to others

Level 3 : Having competency level 2 and capable to perform PR’s jobs

•Good PR techniques•Capable to transfer PR knowledge to others•Having PR job system•Seeing the whole picture of PR system and using it for planning•Learning new things

Level 4 : Having competency level 3 and using new PR knowledge for working

Capable to analyze PR directionCapable to plan and manage PR job systematically Capable to solve problems Learning and searching new things all the timeCapable to monitor, inspect and evaluate PR’s works

Level 5 : Having competency level 4 and capable to determine the PR direction

Capable to determine the directionHaving a vision Capable to conduct and consult to others Becoming brand ambassador Having trust, faith and good image from othersPR focused and oriented

Building Core-competency: Task

Building Core-competency: Administrative

Definition: Capability to manage, solve problems, apply thoughts and ideas for working systematically and effectively. Using new management modelBehavior

Knowing and understanding about task from basic level to advance level Capable of prioritize jobsCapable to transfer task procedures to othersCapable to develop personnel Capable to create strategic managements Level 0 : No show of the

competence precisely Level 1 : Knowing and understanding about task from basic level

Having knowledge about job process and systemKnowing policy Having knowledge background to the job

Level 2 : Having competency level 1 and capable to prioritize jobs

Knowing and understanding the important of each jobCapable to differentiate and prioritize jobs Conduct others about jobs prioritizing

ตัย: การสร�างความสามารถหล�กในการบร'หารจ�ด้การ (ตั"อ)

Level 3 : Having competency level 2 and capable to coach others

Capable to explain work procedures Capable to create working shot cuts Capable to solve problems

Level 4 : Having competency level 3 and capable to develop workforces and to solve problem effectively

- Capable to analyze and plan the work systematically

- - Capable to encourage workforces to accept firm’s policy and deliver

- to others to follow

- - Capable to explain pros, cons and impacts form the jobs

- Capable to differentiate and prioritize work’ problems

Level 5 : Having competency level 4 and capable to create management strategy

Capable to determine the direction of work efficiency development: from policy to practice Apply policy and encourage workforces

Level 0 : No show the competence precisely

Level 1 : Knowing and understanding PR jobs- Having knowledge about job process and system- Knowing policy - Having knowledge background to the job

Level 2 : Having competency level 1 and capable to perform PR’s jobs

- Knowing and understanding the important of each job- Capable to differentiate and prioritize jobs - Conduct others about jobs prioritizing

Level 3 : Having competency level 2 and capable to perform PR’s jobs

- Capable to explain work procedures - Capable to create working shot cuts - Capable to solve problems

Level 4 : Having competency level 3 and using new PR knowledge for working

- Capable to analyze and plan the work systematically - Capable to encourage workforces to accept firm’s policy and deliver to others to follow - Capable to explain pros, cons and impacts form the jobs - Capable to differentiate and prioritize work’ problems

Level 5 : Having competency level 4 and capable to determine the PR direction

- Capable to determine the direction of work efficiency development: from policy to practice - Apply policy and encourage workforces

Building Core-competency: Administrative

Core-Competency ?

Companies use Core Competencies to:

• Design competitive positions and strategies that capitalize on corporate strengths

• Unify the company across business units and functional units, and improve the transfer of knowledge and skills among them

• Help employees understand management's priorities• Integrate the use of technology in carrying out business processes• Decide where to allocate resources• Make outsourcing, divestment and partnering decisions• Widen the domain in which the company innovates, and spawn new

products and services• Invent new markets and quickly enter emerging markets• Enhance image and build customer loyalty

Performance and Opportunity Gap

• Value creation is about managing – Performance, – Quality, – Cost, – Productivity – Developing resources

To create new business and markets.

Core-Competency strategy

• Inside-out strategy process• CC starts the strategy process by thinking about

the strength of the Org.– Resources are the factors of production

• Resources

= Tangible & Intangible

= Human & Physical

Core-Competency strategy