• Competitive Advantage
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Competitive advantage - Further reading
Competitive Advantage: Creating and
Sustaining Superior Performance by Michael E.
Porter
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Competitive advantage - Further reading
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Creating Competitive Advantage: Give
Customers a Reason to Choose You
Over Your Competitors by Jaynie L.
Smith
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Strategic management - Competitive advantage
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It shows how a firm can use these forces to obtain a
sustainable competitive advantage
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Strategic management - Competitive advantage
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Borrowing from Hamel and Porter,
Kay claimed that the role of strategic
management is to identify core
competencies, and then assemble
assets that will increase value added
and provide a competitive advantage
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Strategic management - Competitive advantage
In 1992 Jay Barney saw strategy as
assembling the optimum mix of resources,
including human, technology and
suppliers, and then configuring them in
unique and sustainable ways.Barney, J.
(1991) “Firm Resources and Sustainable
Competitive Advantage”, Journal of
Management, vol 17, no 1, 1991.
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Strategic management - Competitive advantage
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Their underlying assumption was that
there is no better source of competitive
advantage than a continuous stream of
delighted customers.
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Strategic management - Competitive advantage
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Because of the broad applicability of
process management techniques, they
can be used as a basis for competitive
advantage.
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Strategic management - Competitive advantage
They showed how a competitive
advantage could be found in ensuring that
customers returned again and again
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Strategic management - Competitive advantage
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James Gilmore and Joseph Pine found competitive
advantage in mass customization.Pine, J
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Strategic management - Competitive advantage
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*Will the proposed competitive advantage create
Perceived Differential Value?
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Demand chain management - Competitive advantages
To create sustainable competitive
advantages with DDSN, companies
have to do deal with three conditions:
Alignment (create shared incentives),
Agility (respond quickly to short-term
change) and Adaptability (adjust
design of the supply chain).Lee, H,
2004. The Triple –A Supply Chain.
Harvard Business Review 82; 10 102112
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Strategic information system - Gaining competitive advantage
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Some of the more common ways of thinking about
gaining competitive advantage are:
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Strategic information system - Gaining competitive advantage
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It helps to talk about the possibilities of
great breakthroughs, if it is always kept in
mind that there are many strategic
systems developed and installed that are
successful enough to be highly praised
within the organization and offer a
competitive advantage, but will not be
written up in the Harvard Business
Review.
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Strategic information system - Porter’s competitive advantage
Porter’s theories on competitive
advantage are not tied to information
systems, but are used by others to
involve information services
technologies._In his book, Dr
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Strategic information system - Porter’s competitive advantage
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The basic notion is that to understand
competitive advantage in any firm, one
cannot look at the firm as a whole
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Strategic information system - Porter’s competitive advantage
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Cost leadership is one of
Porter’s two types of
competitive advantage
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Resource-based view - What constitutes competitive advantage?
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A competing firm can enter the market with
a resource that has the ability to invalidate
the prior firm's competitive advantage,
which results in reduced (read: normal)
Economic rent|rents (Barney, 1986b,
p658).
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Resource-based view - What constitutes competitive advantage?
Sustainability in the context of a
sustainable competitive advantage is
independent with regard to the time
frame. Rather, a competitive advantage
is sustainable when the efforts by
competitors to render the competitive
advantage redundant have ceased (:
p102; Rumelt, 1984, p562). When the
imitative actions have come to an end
without disrupting the firm’s
competitive advantage, the firm’s
strategy can be called sustainable.
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Resource-based view - What constitutes competitive advantage?
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This is in contrast to views of others (e.g.,
Porter) that a competitive advantage is
sustained when it provides above-average
returns in the long run. (1985).
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Resource-based view - What constitutes competitive advantage?
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'Why is competitive survival more important than
striving for competitive advantage?'
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Resource-based view - What constitutes competitive advantage?
The main difference between the
resource-based view of the firm and
dynamic capabilities view is the fact
that the latter focuses more on the
issue of competitive survival rather
than achievement of sustainable
competitive advantage
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Servicizing - Strategic competitive advantage
In a climate of increasing global
competition, reduced power of
industrialised countries, concerns over
resilience of local economies and
society in general, instability of
financial markets, increasing depletion
of resources, shifting environmental
burdens among countries, inequality in
access to resources and growing
environmental impacts, servicizing
solutions hold promise to create
'Competitive advantage|strategic
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Competitive advantage
New technologies such as robotics
and information technology can
provide competitive advantage,
whether as a part of the product itself,
as an advantage to the making of the
product, or as a competitive aid in the
business process (for example, better
identification and understanding of
customers).
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Competitive advantage
Competitive advantage attempts to
correct for this issue by stressing
maximizing scale economies in goods
and services that garner premium
prices (Stutz and Warf 2009).
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Competitive advantage
Superior performance outcomes and
superiority in production resources reflects
competitive advantage (Day and Wesley
1988 cited by Lau 2002, p.125).
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Competitive advantage
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Superior performance being the ultimate
desired goal of a firm, competitive
advantage becomes the foundation
highlighting the significant importance to
develop same.'
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Corporate strategy - Competitive advantage
In 1980, Porter defined the two types of
competitive advantage an organization can
achieve relative to its rivals: lower cost or
Product differentiation|differentiation. This
advantage derives from attribute(s) that allow
an organization to outperform its competition,
such as superior market position, skills, or
resources. In Porter's view, strategic
management should be concerned with
building and sustaining competitive
advantage.
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Sustainable competitive advantage
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New technologies such as robotics and
information technology can provide
competitive advantage, whether as a part
of the product itself, as an advantage to
the making of the product, or as a
competitive aid in the business process
(for example, better identification and
understanding of customers).
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Sustainable competitive advantage - Overview
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Michael Porter defined the two types of
competitive advantage an organization
can achieve relative to its rivals: lower
cost or Product
differentiation|differentiation. This
advantage derives from attribute(s) that
allow an organization to outperform its
competition, such as superior market
position, skills, or resources. In Porter's
view, strategic management should be
concerned with building and sustaining
competitive advantage.
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Sustainable competitive advantage - Overview
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Competitive advantage attempts to correct
for this issue by stressing maximizing
scale economies in goods and services
that garner premium prices (Stutz and
Warf 2009).
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