Case Study: Catatech
1. Does Catatech currently have a sustainable competitive advantage? Why/why not?
According to Faulkenberry, sustainable competitive advantage are the unique assets, attributes and abilities a company has that make it stand up and differentiate in a competing world (2018). Currently, Catatech is lacking of sustainable competitive advantage since its competitors are evolving and changing as technology is and the Catatech board refuses to approach new technology. Competitors are developing online sites where customers can access to purchase and review products as well as get them in a convenient short time. Instead, Catatech has its own expert sales representatives that locally sell the products since they have struggled to introduce themselves in the international market.
2. What
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How can the resource-based view of competitive advantage be applied to Catatech Clearly identify their resources and how they are current applied.
According to Jurevicius, a resource-based view is a management strategy used to identify resources of the company and apply them effectively and efficiently in order to support a competitive advantage (2013). Some of the Catatech’ intangible resources are their expertise in the fields of of electricity since sales representatives used to be electricians. They have also been in the industry for more than three generations so that makes them familiar to the public as a result, their reputation precedes them. Since they have sales representatives that sell their products they have direct relationships with customers.
Some of the tangible resources Catatech has an stable infrastructure with IT organizations located in three different locations Madrid, Singapore and Rockford, Illinois. They also have a large selection of products in their inventory. Their revenue and cost reduction performance has been outstanding over the last few years since they have qualified employees like Marisa Rivera who has played an important role in the
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