MNG3701
ASSIGNMENT 2 MEMO 2025
DUE DATE: 19 SEPT 2025
,MNG3701 ASSIGNMENT 2 2025
DUE: 18 SEPTEMBER 2025
Questions
Use the RBV model to analyse the internal environment of Clicks Group Limited.
In your analysis do the following: Explain by means of examples the resource
position of Clicks Group Limited.
The Resource-Based View (RBV) is a strategic tool used to assess an organisation's
internal environment by examining its resources and capabilities to determine strengths
and weaknesses. This helps organisations like Clicks Group Limited identify areas of
competitive advantage.
Using the RBV model, the internal environment of Clicks Group can be analysed
as follows:
Organisations gain sustainable competitive advantage when they effectively marshal and
leverage their internal resources and capabilities (Barney, 1991). The Resource-Based
2
, View (RBV) offers a framework for analysing an organisation’s internal environment
identifying which resources are strengths (and potential sources of advantage) versus
weaknesses (and potential risks). And applying the RBV model to Clicks Group Limited,
the analysis draws on the 2023 Integrated Annual Report and prescribed strategic
management literature. It begins by outlining RBV theory and then reviews each major
resource category in turn, using examples from Clicks to illustrate its resource position.
1. The Resource-Based View: Theory and Scope
The RBV posits that firms achieve competitive advantage by possessing resources that
are Valuable, Rare, Inimitable, and Organized (the VRIO framework) (Barney, 1991;
UNISA, 2023, p. 85). Unlike SWOT analysis, which spans both internal and external
factors, RBV focuses exclusively on internal resources and capabilities to determine
where strengths lie and how to exploit them or where weaknesses must be addressed to
avoid strategic vulnerability (UNISA, 2023, pp. 84–86). Resources capable of delivering
sustained advantage include human capital, financial assets, physical infrastructure,
technology, brand equity (intellectual capital), and stakeholder relationships (social
capital), among others.
3
ASSIGNMENT 2 MEMO 2025
DUE DATE: 19 SEPT 2025
,MNG3701 ASSIGNMENT 2 2025
DUE: 18 SEPTEMBER 2025
Questions
Use the RBV model to analyse the internal environment of Clicks Group Limited.
In your analysis do the following: Explain by means of examples the resource
position of Clicks Group Limited.
The Resource-Based View (RBV) is a strategic tool used to assess an organisation's
internal environment by examining its resources and capabilities to determine strengths
and weaknesses. This helps organisations like Clicks Group Limited identify areas of
competitive advantage.
Using the RBV model, the internal environment of Clicks Group can be analysed
as follows:
Organisations gain sustainable competitive advantage when they effectively marshal and
leverage their internal resources and capabilities (Barney, 1991). The Resource-Based
2
, View (RBV) offers a framework for analysing an organisation’s internal environment
identifying which resources are strengths (and potential sources of advantage) versus
weaknesses (and potential risks). And applying the RBV model to Clicks Group Limited,
the analysis draws on the 2023 Integrated Annual Report and prescribed strategic
management literature. It begins by outlining RBV theory and then reviews each major
resource category in turn, using examples from Clicks to illustrate its resource position.
1. The Resource-Based View: Theory and Scope
The RBV posits that firms achieve competitive advantage by possessing resources that
are Valuable, Rare, Inimitable, and Organized (the VRIO framework) (Barney, 1991;
UNISA, 2023, p. 85). Unlike SWOT analysis, which spans both internal and external
factors, RBV focuses exclusively on internal resources and capabilities to determine
where strengths lie and how to exploit them or where weaknesses must be addressed to
avoid strategic vulnerability (UNISA, 2023, pp. 84–86). Resources capable of delivering
sustained advantage include human capital, financial assets, physical infrastructure,
technology, brand equity (intellectual capital), and stakeholder relationships (social
capital), among others.
3
