Details: There are 11 readings of 8 modules provided below please Analyses frameworks / theories /and summarise the readings Module 1 THE NATURE AND SOURCE OF SUSTAINABLE COMPETITIVE ADVANTAGE (SCA)...

ANALYSIS OF THE THEORIES AND READINGS
Table of Contents
Module 1    3
Module 2    3
a)    3
b)    4
Module 3    5
a)    5
b)    5
Module 4    6
a)    6
b)    7
Module 5    7
Module 6    8
Module 7    9
Module 8    9
References    11
Module 1
Michael Porter defined the two ways, in which any organisation can achieve their success or competitive advantage and they are cost advantage and differentiation advantage. Cost advantage arrives at the points where any business farm provides the same product, the same service at a very low cost than other market who are in the area of competition. On the other hand, differentiation in advantage occurs, when any business farm provides better products as well as the service within the market area than the competitor and hence creates a differentiation perspective.
Competitive strategy is defined as the long-term process for any specific organisation in order to get a hold on the market, position and achieve competitive success in the competitive industry. Choosing a better or rather unique place however, is not sufficient to suit a sustainable advantage. Achieving sustainable competitive advantage produces any business organisation towards success. With the help of this competitive advantage, a business can have a greater focus on the on the profit margins, identify more sales, gain higher consumers, and staff retention than other competitors (Porter, 1996).
Porter’s marketing strategy always based on the understanding of this competition. Developing a strategy in a newly emerging industry is not that an easy job. In those cases, managers sometimes might face a high level of uncertainty about the needs of customers, their product as well as services that would best suit the desirable needs of the customers and the best configuration of activities and technologies to deliver them. As a result, in such cases, company might have to undergo certain changes of its strategies if there are some major structural changes in its organisation.
Module 2
a)
Business strategy simulations are the kind of simulation that are used for different business trainings, business education or even for the purposes of analyses. It can be scenario based or even can be numeric based. It is primarily a tool, which pushes any organisation to think critically and initiate strategic decision. Even if any employee within an organisation were not acquainted with how to plan strategies or take strategic decision, this strategic simulation procedure would guide them to learn so and apply them in their real life (Johnson, Christensen & Kagermann, 2008).
All strategy simulation is built around selected strategy tools, connecting the boards, and the tools and the software into one effective experience. Through this business strategy simulation, any organisation can strategically think, take strategic decision, can undergo with the problem-solving methodologies, financial analysis, market analysis, operations, teamwork as well as present improved leadership (Smith, Smith & Bliss, 2020).
In order to reinvent business models, certain game changing elements should be invented. Firstly, creating a customer’s value position and in this regard, the organisation should first know how to nail the job perfectly. Towards producing a precise customer value proposition means to understand the basic barriers and keeping people from getting particular jobs done: insufficient wealth, access, skill, or time. Second is designing a profit formula in order to understand the revenue stream, the cost structure, supporting margins and the transaction velocity. The third one is identifying key resources and the way to process them naturally for the people or customers.
b)
Alex Osterwalder’s Business Model Canvas, focuses on the strategic management templates, which help the businesses to describe, design and analyse their business models (Osterwalder & Euchner, 2019). The major purpose to create this form of template is to describe, visualise, access, and change the business model. It describes the rational of how any organisation, creates as well as deliver their values, how they capture their own values, maintain the relationship with the customers, and finally generates the revenue of all incur costs.
Alex Osterwalder is a Swiss business theorist who brought and developed this form of business model and is mainly termed as building blocks of any business organisation (Hamwi, Lizarralde & Legardeur, 2021). These building blocks define the most crucial costs collected while operating under a particular business model. There are almost nine building blocks and they are: firstly, customer’s segment, which explains about different group of people in an organisation that aims to reach to the customers and serve them the purpose, secondly, value preposition, which defines the quality of the product as well as the service, which produce a value for specific customer segments.
Third are the channels, through which customers’ values can be understood; and the medium, which facilitates communication in order to deliver value preposition. Fourth is customers’ relationship, which should be strengthened. Fifthly, revenue streams, which represent the cash a company generates. Sixthly, key resources, which describes the important assets any organisation, need to create business model. Seventh are the key activities, which underline the major tasks that a company must perform to create business model. Eighth is key partnership, which includes the network of suppliers and partners. Last is the cost structure, which describes the cost incurred.
Module 3
a)
Dynamic capability is a theory related to the competitive advantage, which is rapidly changing. It is closely related with previous mentioned theory that is the sustainable competitive advantage theory. On the other hand, organisational ability is the immutable qualities, the flexibility, often imply whenever a firm need to be in a constant state of transformation (Teece, Peteraf & Leih, 2016).
Several uncertainties sometimes arrive within any business firms, which are though not good for any business organisation but are better than any kind of risk and later can be managed by the organisation. Dynamic capabilities just state the changes any competitive market undergoes with the ongoing phase of time and trend and these capabilities are necessary to foster the organisational agility, which are essential to address the deep uncertainties, which are usually generated by the innovation and are associated with the dynamic competition (Teece, Peteraf & Leih, 2016).
According to Teece, Peteraf and Leih (2016), firms can be leveraged with dynamic capabilities in order to become agile more effectively. They defined the agility as a firm capacity that...