1. Firm sources
1.1. Strenght that firms can us to conceive of and implement their strategies
1.1.1. Situaciones en que nuevos bienes, servicios, materiales o métodos pueden ser vendidos a más de su costo de producción
1.2. Value Creating
1.2.1. Physical capital resources
1.2.1.1. Plant and equipment, geographic location, access to raw materials
1.2.2. Human capital resources
1.2.2.1. Training, experience, judgment, intelligence, relationship, insight from workers and managers
1.2.3. Organizational capital resources
1.2.3.1. Reporting structure, formal and informal, planning and controlling and cordinating systems
1.3. Not all aspects are relevant resources
1.3.1. Clarify which light up the effectiviness and efficiency
2. Formal an informal planning
2.1. Formal strategic planning
2.1.1. Recognize and exploit resources and some will be part of a SCA
2.1.2. How dow a firm do whatever implies and engaging in the learning how model
2.2. Informal strategic planning
2.2.1. Emergent or autonmus proccess
2.2.2. It has rareness and imitability parts
2.2.3. It works when the informal strategy makes an unfolding potencial value proccess
2.3. Information proccess system
2.3.1. It's not about machines or computers, just the relationships to find useful the information
2.3.2. How does computers and managers are linked
2.4. Positive reputation
2.4.1. The effect of relationships an the particular formal or informal communication
3. Not all the firms have the potencial for a SCA
3.1. Must be rare among a firm's current or potencial competition
3.1.1. Resource base model creates a new pespective about enviromental advantage
3.2. Must be valuable
3.2.1. Mix of firm resources and different to create value in the managerial talent
3.2.2. find a bundle of valuable is more important that the number of firms to generate perfect competition
3.3. Must be imperfectly imitable
3.3.1. Valuable and rare organizational resources are fantastics when firms cannot obtain them
3.3.1.1. the ability of a firm to obtain resources
3.3.1.1.1. It's about economical performance and historical circumstances
3.3.1.2. causally ambiguos is the daily life-time
3.3.1.2.1. Longrun information
3.3.1.2.2. Learn the link to acquire necesary resources and implement them
3.3.1.3. Social complex phenomena
3.3.1.3.1. Organizational sources have attributes or quality relations among managers and workers
3.3.1.3.2. Capabilities, psychological aspects and leadership models
3.4. No strategically equivalent subtitutes
3.4.1. a firm can have similar issues
3.4.1.1. It's not only duplicate, create new efficient scenarios
3.4.2. a firm can have different issues
3.4.2.1. Different vission and reflect complex
3.4.3. There's a degree on how to conceive new valuable sustitute resources
4. Competition with homogeneous and perfectly mobile resources
4.1. There's no homogeneity and mobility
4.2. Conceptions and implementations of strategy employs various firm resources
4.3. If every firm has the same resources, there will be no difference at all. We can't see a SCA
4.3.1. First mover advantages: first moving firms may obtain SCA
4.3.2. Barriers to entry or mobility barriers