In this competitive economy, firms nowadays are concern with ways to achieve not just competitive advantage, but sustainable competitive advantage. Firms use some version of strategy and approach in achieving the desired competitive advantage. This strategy inevitably requires incorporating ‘innovation’ into their strategies as well as into their business models, and nonetheless, into the corporation itself.
Firms face difficulties in sustaining competitive advantage due to the rapid globalisation and commercialisation in goods and services. Therefore, firms see the need to innovate constantly, which in the process uses innovation to justify their strategies as innovation provides the primary means of differentiating a product from its competitors.
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Traditionally, price differentiates all products in the market. If the firm is unable to use price as the differentiator for its product, then the firm has to find other means of differentiation. Intense competition has left firms with no other alternatives, but to innovate, in order to stay in business and obtaining competitive advantage. (Westland, 2008)
Freeman and Soete (1997) suggest that firms can turn to alternative options or strategies, which help firms to innovate and survive with the changing world science and technology. These strategies involve a variety of different combinations of using resources, scientific and technical skills; forming alliances; licensing innovations; attempts technology and market forecasting; and attempts to develop a variety of new products and processes on their own. (Freeman & Soete, 1997)
This article focuses on some of the theoretical approaches that suggest resources and capabilities as their sources of competitive advantage and that firms will develop its resources or capabilities to achieve competitive advantage. This article also looks into two practical examples of companies from different sectors, providing some evidence of the application of theoretical concepts with development of resources or capabilities, and eventually achieving competitive
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Core Competences View (CCV)
CCV draws upon RBV’s idea of firm’s resources as the main sources of competitive advantage, and that core competence (CC) does not diminish with use. Unlike physical assets, which deteriorate over time, competencies are enhanced as they are applied and shared, which indirectly increase competitive advantage (Prahalad & Halem, 1990).
Prahalad and Halem (1990) highlighted that the firm’s management’s ability to consolidate corporate-wide technologies and production skills, into competencies that helps businesses to adapt quickly to changing opportunities. The ability to use these competences to produce unanticipated products, are the real sources of advantage in long run. (Prahalad & Halem, 1990)
CC are the accumulation of learning to coordinate various production skills and integrate multiple streams of technologies. It is about harmonising technology, organisation of work and delivering of value (Prahalad & Halem, 1990). These CC can be a technological expertise or an organisational capacity to deploy. Thus, making them firm specific and non-transferrable (Coombs,
Core Competencies Core competencies are capabilities possessed by an organization that “when applied to create products and services, make a critical contribution to corporate competitiveness” (Edgar & Lockwood, 2011). Lockheed Martin is a global security and aerospace company. The corporation’s core competencies are the research, design, development, manufacture, integration, and sustainment of advanced technology systems. By leveraging those competencies, Lockheed Martin delivers a broad portfolio of products and services—including high-performance combat aircraft, laser weapons systems, and unmanned combat vehicles. Business Objectives
But product differentiation requires a lot more efforts in research and development as
Apply the concept of VRIN to analyse its value-creating ability. All resources that an organization has may not have strategic relevance. Only certain resources are capable of being an input to a value creating strategy which put the organization in a position of competitive advantage. Great brand identity gives Disney's parks an edge over its competitors. Applying the concept of VRIN (valuable, rare, inimitable, non-substitutable) on Disneyland theme parks- • Valuable-
4. Analysis of strategic capacities of Nikon Corporation This section analyzes the strategic capability Nikon. It starts with a value chain analysis, followed by a VRIN evaluation to determine whether there is any capacity can be sustained competitive advantage. 4.1 Value chain analysis Porter developed the value chain to help determine the internal activities for a competitive advantage, and which are not.
How Sustainable is Apple’s Competitive position Introduction Apple started out simply as a computer company producing Macintosh computers and software, but has since evolved over the years to manufacture other products. It introduced iPods in 2001 for music players, in 2007, it started producing iPhones. Its products are consumer oriented and this has contributed to the success of the company. Apple also views innovation as basis of survival and business development (Yoffie, 2012).
Besides that, product differentiation is one of the threats of new entrants. Starting a new business we need to use a lot of money for advertising to attract customer, but we have to create our new things that cannot found in others competitors. For non-traditional barriers to entry, we have unique business model. We created a business with a unique design and establish a network of relationships that makes the business model work so that no people can easily to copy our
Based on four attributes, first one is Factor endowments that focus on basic factors natural resources, climate, location, demographics second one is advanced factors such as communication infrastructure, sophisticated and skilled labour, research facilities, and technological know-how. Third one will be advanced factors are a product of investment by individuals, companies, and governments. Porter argues that advanced factors are the most significant for competitive advantage. Lastly demand conditions that look at customer need or the demand on which is being produced, companies will have to produce innovative, high quality products early, which lead to competitive advantage. Relating and supporting industries, if suppliers or related industries exist in the home countries that are themselves internationally competitive, this can result in competitive advantage in the new industry, firm strategy, structure, and rivalry.
What are the two types of core competencies that drive a firm’s competitive advantage? Which firms demonstrate a clear competitive advantage because of (a) major value-creating skills/core capabilities and/or (b) superior assets or resources? Which firms have demonstrated sustainable sources of competitive advantage? The two core competencies that drive a firm’s competitive advantage are cost leadership and differentiation.
To remain profitable and provide value, Dyson should align its pricing objectives and initial pricing strategy with the firm’s mission and target consumers. Innovation—one of the firm’s core values—is costly. In addition, consumers often believe
The model of the Five Competitive Forces, developed by Michael E. Porter, is based on corporate strategy, industry structure and the way they change. Porter has identified five competitive forces that shape every industry and every market and they determine the intensity of competition and hence the profitability and attractiveness of an industry. We further look into how the strategy and industry structure is placed in the field of healthcare and hospitals and analyze the attractiveness of the overall industry. 2.2 Rivalry among competitors Industry Rivalry is one of the 5 forces used to determine the intensity of competition in the industry. Competition in health care is the potential to provide with a mechanism to reduce cost and hence accessible
To do this it needs to have a competitive advantage over its its rivals. A competitive advantage is something a company does better than its rivals that gives it an advantage over its rival. Porter (1988) states that a firm performs many activities that can contribute to a firms relative cost position and create a basis for differentiation which can create a cost advantage that gives a firm a competitive advantage over its competitors. A company’s competitive advantage and competitive strategy are both interrelated. Competitive strategy is defined by Porter (1980) as a broad formula for how a business is going to compete, what its goals should be, and what policies will be needed to carry out those goals.
Apple Inc. embraces diversification strategy as a means of promoting its viability in the market. Largely, the creation of the three products lines compounds the sources of the company’s income. In fact, the company does not rely on a single source of income because the product design belongs to different categories. This strategy cushions the business from suffering risks of associated with depending on a single business. According Hitt, Ireland, and Hoskisson (2014, p.135), the benefit of handling many products is that when one product fail or does poorly in the market, the business is would shift its attention of the best performing products.
The four building blocks of competitive advantage can be used to help a company become more profitable and stay ahead of their competition. The four factors are superior efficiency, quality, innovation, customer responsiveness. All four building blocks are important to any company. However, I believe that customer responsiveness is the most important because having loyal and happy customers can make or break any company. The four building blocks can help companies grow and become the leader in their industry over their rivals.
Sustainable development is a model that aims to link the idea of what is to be sustained, with what is to be developed, and focuses on three pillars, economics, social and environmental (Kates, Parris, and Leiserowitz, 2005; pp. 3). As a holistic approach it seeks to develop the three pillars, on a local, regional and global level. This paper will analyse the concept of sustainable development and the strengths and weaknesses of this approach will be discussed. Firstly, a background of this model will be presented, which will explore the three pillars. Secondly, the strengths and weaknesses will be evaluated, and lastly, a brief contrast will be provided of the opinions of sustainable development between the Global North and Global South.
Still finding new opportunities for improvement and creation of value is a must nowadays. The companies should understand how emerging technologies can affect their competitive advantage and strategy, how they can help them retain their customers and bring new ones and thus implement changes that will help them to play competitive. Successful innovation means that companies should match the market trends and customer expectations with internal processes and invest into