Answer the Discution Quetions about (Wells Fargo Bank)

Please read the article ( use the link attached below or the attached pdf to view it) about Wells Fargo Bank and answer the following questions… Provide short answers to the attached Questions for Assessing Internal Environment for Wells Fargo. (after each question add the source that you got the answer/information from or the website you use to find info from)put in in a form of question and answer.please add appropriate references Thanks


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Assess Internal Firm Environment
“Resources are the productive assets owned by the frm; Capabilities are what the firm can do.
On their own, individual resources do not confer competitive advantage; they must work together
to create organizational capability. Organizational capability, when applied through an
appropriate strategy, provides the foundation for competitive advantage” (Grant, 2016, pg. 118).
An organizational capability is a “firm’s capacity to deploy resources for a desired end result.
There are three main types of resources: tangible, intangible, and human (see Figure 5.4 on page
flC{d,Sd- fi ‘
What are the tangible resources (e.g., financial, physical) for your company?
o FYI. The primary goal of resource analysis is not to value a company’s tangible
resources but to understand their potential for generating profit
Wnut are the intangible resources (e.g., technology, reputation, culture) for your
o FYI. More valuable than tangible resources.
o Tend to be either undervalued or omitted altogether on balance sheet.
What are the human resources (e.g., skillslknow-how, capacity for communication and
collaboration, motivation) for your company?
What is your company’s core competencies (i.e., those capabilities fundamental to a
firm’s strategy and performance that organizational capabilities became a central concept
in strategy analysis)?
How big is the firm in terms of revenue and profit?
How does your company compare financially to its competitors?
o Forward looking performance measures (i.e., market capitalization, enterprise
value,. return to shareholders)
o Backward looking performance (accounting ratio, i.e., operating margin, ROE,
“Strategically important resources and capabilities are those with the potential to generate
substantial streams of profit for the firm that owns them. This depends on three factors: their
potential to establish a competitive advantage,to sustain that competitive advantage, andto
appropriate the returns from the competitive advantage” (Grant, pg.126).
e To establish a competitive advantage, two conditions must@sent i’: ‘
lV t
o Is the resource or capability relevant?
o Is the resource or capability scarce?
o To sustain that competitive advantage, three characteristics of resources and
capabilities determine the sustainability of the competitive advantage
o Is the resource or capability durable?
o Is the resource or capability transferable?
o Is the resource or capability replicable?
o To appropriate the returns from the competitive advantage
o Who gains the returns generated by superior resources and capabilities (i.e.,
employees or the firm/organization) ?
o How strategically important are the different resources and capabilities of the firm?
How strong are the firm’s resources and capabilities relative to those of its
competitors (FYI. You should benchmark and, when possible, get groups of managers
together to identify things that the company has done well in recent years)

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