Distinctive Competencies In Samsung Electronics
DIVERSIFIED entities often distribute their assets into distinct ventures, also called strategic business units (S.B.U.s). SBUs aim to gain advantage by creating distinctive competencies (Hofer and Schendel, 1978). The technique of using distinctive competencies to achieve a competitive advantage is associated with the successful implementation of a business unit 's strategy (Miles and Snow, 1978; Snow and Hrebiniak, 1980). Distinctive competence is the ability of an entity to complete an action by employing a technique superior to that of its competitors or to use a skill that competitors do not possess (Higgins, 1983). Earlier studies by Selznick (1949, 1952, 1957) and Andrews (1971) found that distinctive competencies are developed within …show more content…
With annual revenues of $60 billion, recent profits of $10 billion, a market value of over $100 billion, and world leadership in key technologies. To help identify the core opportunities to out-compete its peers, in the late 1990s, Samsung opened a dedicated Value Innovation Program Center. This is an integrated facility where value innovation is taught as a process and applied across many product …show more content…
By employing business process re-engineering with value innovation, the hospital reduced its time of door to discharge/admission and (51 minutes) and waiting time (6 minutes). The facility also improved the efficiency of its operations. The hospital also enhanced the value offered to its patients and staff. By completing its computerization efforts and adjusting its process and layout, the hospital can deliver an accessible and high-quality healthcare service. As hospitals develop, prices of healthcare information technologies can potentially decrease because there will be greater opportunity for their use in the facility when legal and security issues are resolved. Whether other difficulties will be encountered depends on the hospital staff and officers. After the project, the hospital director and emergency services staff were driven to pursue greater excellence in value delivery. The result of this undertaking is exhibited by the emergency services head who actively looked for alternative methods of data entry, such as the application of speech recognition
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