Let me end with some lessons from this module. A capability analysis helps us identify a firm's value creating activities. In this way, it's very much like the strengths and weaknesses part of a swot analysis. Once again swot, strengths, weaknesses, opportunities, threats. Capabilities arise through the interaction of people, processes, and systems, and is imperative on us to identify those people, processes, and systems that generate the capabilities of the organization. Now, for these capabilities to provide a sustainable competitive advantage, they must be both well aligned internally and externally that they create value for the various stakeholders of the organization. Furthermore, they need to be durable, they can persist over time, and they have to be hard to imitate. This gets back again to our fundamental principle business strategy, that if others can do it, is very hard to create value at the end of the day. Last but not least, these superior capabilities can either be acquired or built, but to do so you require either superior know-why or know-how or perhaps luck, but again that's less interesting to us.