Professional Development:
Case Study #12: AIDSCAP Nepal
Exhibit 4–6: Strategic Thinking Map of Competitive Advantages Relative to Strengths in General
Is the Value of the Strength High or Low? (High/Low?)
H
H
H
H
H
H
H
H
Is the Strength Rare? (Yes/No)
N
N
N
N
Y
Y
Y
Y
Is the Strength Easy or Difficult to Imitate? (Easy/Difficult)
E
E
D
D
E
E
D
D
Can the Strength Be Sustained? (Yes/No)
Y
N
Y
N
Y
N
Y
N
Implications
No competitive advantage. Most competitors have the strength and those that do not can develop it easily. All can sustain it. Maintenance strategy.
No competitive advantage. All competitors have the strength which is easy to develop. Strength is not sustainable so it represents only a short-term advantage.
No competitive advantage. Many competitors possess the strength but it is difficult to develop, so care should be taken to maintain this strength.
No competitive advantage. Many competitors possess the strength but it is difficult to develop, and those who do possess it will not be able to sustain the strength. Only a short-term advantage.
Not a source of long-term competitive advantage. Because it is valuable and rare, competitors will do what is necessary to develop this easy-to-imitate strength. Short-term advantage. Should not base strategy on this type of strength but should obtain benefits of short-term advantage.
Not a source of competitive advantage. The strength is easy to imitate and cannot be sustained. Short-term advantage. Do not base strategy on this type of strength but obtain benefits of short-term advantage.
Source of long-term competitive advantage. If value is very high, it may be worth “betting the organization” on this strength.
Possible source of short-term competitive advantage but not a strength that can be sustained over the long run.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic Management of Health Care Organizations (7th ed.). San Francisco: Jossey-Bass.
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