In working out your company’s competitive advantage, if any, the following tools are useful.

They are relatively self explanatory but I will add a few comments here & there from time to time.

Capability platform: assessment of sources of competitive advantage:

Capability platform

Capability platform: assessment of sources of competitive advantage:

Capability platform 2 Capability platform 2key

Competitor capability comparison:

Competitor Capability Comparison

I recently came across an article in relation to capability assessment and competitive advantage which I think you will find interesting.

CAPABILITIES, BUSINESS PROCESSES, AND COMPETITIVE ADVANTAGE: CHOOSING THE DEPENDENT VARIABLE IN EMPIRICAL
TESTS OF THE RESOURCE-BASED VIEW
GAUTAM RAY,1 JAY B. BARNEY2* and WALEED A. MUHANNA2
1 Graduate School of Business, University of Texas at Austin, Austin, Texas, U.S.A.
2 Fisher College of Business, The Ohio State University, Columbus, Ohio, U.S.A.

Abstract:

A growing body of empirical literature supports key assertions of the resource-based view. However, most of this work examines the impact of firm-specific resources on the overall performance of a firm. In this paper it is argued that, in some circumstances, adopting the effectiveness of business processes as a dependent variable may be more appropriate than adopting overall firm performance as a dependent variable. This idea is tested by examining the determinants of the effectiveness of the customer service business process in a sample of North American insurance companies. Results are consistent with resource-based expectations, and they show that distinctive advantages observable at the process level are not necessarily reflected in firm level performance. The implications of these findings for research and practice are discussed along with a discussion of the relationship between resources and capabilities, on the one hand, and business processes, activities, and routines, on the other.

You might also want to take a look at this one too?

Information Technology as Competitive Advantage: The Role of Human, Business, and Technology Resources

Thomas C. Powell and Anne Dent-Micallef

Strategic Management Journal, Vol. 18, No. 5 (May, 1997), pp. 375-405
(article consists of 31 pages)

Published by: John Wiley & Sons

Stable URL: http://www.jstor.org/stable/3088167

Abstract

This paper investigates linkages between information technology (IT) and firm performance. Although showing recent signs of advance, the existing IT literature still relies heavily on case studies, anecdotes, and consultants’ frameworks, with little solid empirical work or synthesis of findings. This paper examines the IT literature, develops an integrative, resource-based theoretical framework, and presents results from a new empirical study in the retail industry. The findings show that ITs alone have not produced sustainable performance advantages in the retail industry, but that some firms have gained advantages by using ITs to leverage intangible, complementary human and business resources such as flexible culture, strategic planning-IT integration, and supplier relationships. The results support the resource-based approach, and help to explain why some firms outperform others using the same ITs, and why successful IT users often fail to sustain IT-based competitive advantages.

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