Strategic Capability
A company is always in the dire need to outperform itself and its existing competitors to be in forerunner at all times, with the view of prolonged existence in mind (Carlock and Ward, 2001). Hence, how the company designs its strategy would be its deciding factor as to how it would perform in the market. For this, the company would need to have:
• Resources, tangible and non-tangible, that is exploited for its various occupations.
• Competency or the capability to optimally deploy the resources for fruitful returns.
A company’s advantage would always be its unique resources and its core competences. These two areas would help determine how the company can out-perform and how well it can do so. There is actually a directly proportionate relationship between these two aspects, when the two complement each other. This is an invaluable combination and has a lot of implication on the company functioning as it helps the same to use its very core ‘strength’ for attracting consumers ultimately.
Value Chain
Value chain refers to the activities within and around an organisation which helps to produce the product (Chase, 2006). This necessitates the company to review its work culture and either modify or incorporate positive and rewarding practices. It is a diagnosis of the ‘strategic capabilities’ that the company has taken up as its modus operandi.
战略能力
一个公司总是在超越本身和其现有竞争对手的先行者卡洛克和沃德，记（2001）长期存在的观点，在任何时候都迫切需要。因此，公司是如何设计的，它的策略是其决定因素，它将如何在市场上执行。对于这一点，该公司将需要有：
•资源，有形的和无形的，利用它的各种职业。
•能力或能力，以最佳的资源部署了丰硕的回报。
一个公司的优势将始终是其独特的资源优势和核心竞争力。这两个领域将有助于确定该公司如何能出的表现，以及它如何可以这样做。这两方面实际上有一个直接的比例关系，当两者相得益彰。这是一个非常宝贵的组合，有很多对公司运作的暗示，因为它有助于最终吸引消费者使用其核心力量’。
价值链
价值链是指一个组织，这有助于生产出的产品（大通，2006年）内和周围的活动。这就需要公司审查其工作文化，要么修改或纳入积极和有益的做法。这是一个诊断的“战略能力”，该公司已采取了作为其作案手法。
