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Managing Capablities

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Managing Capabilities – Toshiba

Introduction The company I have chosen to do this report on is the technology company Toshiba, a world leader in high technology it is a diversified manufacturer and marketer of advanced electronic and electrical products. Toshiba dates back as far as 1875 which was the establishment of Tanaka Engineering Works Japans first manufacturer of telegraphic equipment. In 1890 Hakunetsu-sha & Co. Ltd was established which was Japans first plant for electric incandescent lamps however the company soon evolved into a manufacturer of consumer products and in 1899 changed its name to Tokyo Denki. In 1939 these two companies merged with Toshiba becoming the official name for the company in 1978. As of 2010 Toshiba had 204,000 employees and a total of 473,230 shareholders and the company is valued at $58,615 million (Toshiba.co.jp, 2011).

Aims and Objectives The aim of this report is to explain and assess the importance of capabilities of the high technology company: Toshiba from a resource based view. By identifying and analysing Toshibas (tangible/ intangible) resources and capabilities I will be able to explain how they contribute to Toshibas competitive advantage. This report will use various analytical models to further explain the competitive advantage Toshiba has over its competitors, finally this report will try to explain how the management at Toshiba tries to further develop and manage these capabilities.

Part 1

Resource based View Gerry Johnson believes that a resource based view is the idea that a companys main area of competitive advantage over their competition is through the companys capabilities and resources he then goes on to further explain this idea. He explains that organisations are not all the same and each organisation has different capabilities and that it can be difficult for one

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