ABSTRACT
Enterprises that devise a strategy to service a market always have the same external analysis, in principle. This market is the same for everyone. The mobile resources can be sold. The non-mobile but imitable resources cannot be sold. They have no added value however, so no more investment. The non-imitable and non-mobile resources could possibly become a strategic resource in a different market or application. These resources are worse than those of the competition. Enterprises are thus quickly inclined to invest in these resources to make them better. Weak resources are important in the environment in which the enterprise operates but they are less good than those of the competition. Strong resources are those resources that are important in the market and are better than those of the competition. These resources must be cherished, but not always.
