scholarly journals FORMATION OF LONG-TERM COMPETITIVE ADVANTAGES OF THE ENTERPRISE BASED ON THE CONCEPT OF STRATEGIC COST MANAGEMENT

2016 ◽  
Vol 2016 (5) ◽  
pp. 171-179
Author(s):  
Екатерина Калинина ◽  
Ekaterina Kalinina
Keyword(s):  
Competitive Advantage ◽  
Cost Management ◽  
Industrial Enterprise ◽  
Comparative Characteristic ◽  
Competitive Advantages ◽  
Strategic Positioning ◽  
Strategic Cost Management ◽  
External Sources ◽  
Cost Factors

The problem of formation of long-term competi-tive advantages of an industrial enterprise based on the concepts of strategic cost management is considered. The introduction explains urgency of the problem being investigated for the Russian enterprises. In the first part various interpretations of the con-cepts are specified: competitiveness and competitive advantage depending on an object to which they are applied. Then the comparative characteristic of some for-mation techniques of competitive advantages is carried out and it is defined that strategic cost management has advantages as it is directed to the formation of unique, more effective and long-term competitive advantages, and also uses all existing internal and external sources. Then the successive stages are given and the for-mation algorithm of competitive advantages based on strategic cost management including the search of ad-vantages using the concept of cost factors, their as-sessment and justification using a file of values con-cept, creation of advantages with the use of strategic positioning concept is developed.

scholarly journals ANALYSIS OF THE COMPETITIVE ADVANTAGE SUSTAINABILITY FACTORS BASED ON THE KEY COMPETENCIES OF AN ELECTRICAL ENGINEERING ENTERPRISE

2020 ◽  
pp. 134-141
Author(s):  
S. B. Moiseev
Keyword(s):  
Competitive Advantage ◽  
Organizational Development ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Evolutionary Mechanisms ◽  
Industrial Companies ◽  
Key Competencies ◽  
Methodological Approaches ◽  
Engineering Enterprise

The factors influencing the possibility of the theory of key competencies adaptation within the traditional ideas of the resource approach to ensure the long-term competitiveness of companies have been considered. For this purpose, the review of features of application of key competencies during the formation of strategies of the industrial companies of mature sectors of industries has been carried out, in which thanks to action of evolutionary mechanisms of technological and organizational development there are objective preconditions for creation of steady competitive advantages on their basis. The necessity of development of methodological approaches to the formation of company’s competitive strategy in the sector of electrical production based on the formation of organizational-economic mechanism of adaptation to external influences and internal changes to manage the development of key competencies as factors of sustainable competitive advantage in the future and the formation of long-term effective business development model of the enterprise, has been substantiated.

Proactive Law as Competitive Advantage in Crowdfunding

2020 ◽  
pp. 861-881
Author(s):  
Jack Wroldsen
Keyword(s):  
Corporate Governance ◽  
Intellectual Property ◽  
Competitive Advantage ◽  
Competitive Advantages ◽  
Business Law ◽  
Short Term ◽  
Proactive Approach ◽  
Governance Challenges ◽  
Tax Efficiency

This chapter explains how the paradigm of proactive law as competitive advantage can help entrepreneurs succeed in crowdfunding campaigns. Business law scholars have developed theories of “proactive law” and “law as competitive advantage” to show how law can be transformed from an obstacle into a strategic business advantage. This chapter analyzes the evolving crowdfunding landscape through the lens of proactive law as competitive advantage. The chapter proposes several types of innovative securities designed to create competitive advantages in crowdfunding offerings. For example, one type would give crowdfunding investors long-term equity interests while simultaneously eliminating short-term corporate governance challenges for small crowdfunded companies. Apart from securities, the chapter also describes how a proactive approach to law can enhance crowdfunding campaigns in multiple areas, from intellectual property to tax efficiency. To conclude, the chapter suggests expanding the theory of proactive law as competitive advantage to additional areas of entrepreneurship, beyond crowdfunding.

Proactive Law as Competitive Advantage in Crowdfunding

2020 ◽  
pp. 1107-1127
Author(s):  
Jack Wroldsen
Keyword(s):  
Corporate Governance ◽  
Intellectual Property ◽  
Competitive Advantage ◽  
Competitive Advantages ◽  
Business Law ◽  
Short Term ◽  
Proactive Approach ◽  
Governance Challenges ◽  
Tax Efficiency

This chapter explains how the paradigm of proactive law as competitive advantage can help entrepreneurs succeed in crowdfunding campaigns. Business law scholars have developed theories of “proactive law” and “law as competitive advantage” to show how law can be transformed from an obstacle into a strategic business advantage. This chapter analyzes the evolving crowdfunding landscape through the lens of proactive law as competitive advantage. The chapter proposes several types of innovative securities designed to create competitive advantages in crowdfunding offerings. For example, one type would give crowdfunding investors long-term equity interests while simultaneously eliminating short-term corporate governance challenges for small crowdfunded companies. Apart from securities, the chapter also describes how a proactive approach to law can enhance crowdfunding campaigns in multiple areas, from intellectual property to tax efficiency. To conclude, the chapter suggests expanding the theory of proactive law as competitive advantage to additional areas of entrepreneurship, beyond crowdfunding.

Competitive advantage through innovation: the case of Nespresso

2016 ◽  
Vol 19 (1) ◽  
pp. 133-148 ◽  
Author(s):  
Alexander Brem ◽  
Maximilian Maier ◽  
Christine Wimschneider
Keyword(s):  
Competitive Advantage ◽  
Secondary Data ◽  
Linear Process ◽  
Lessons Learned ◽  
Competitive Advantages ◽  
Content Type ◽  
Market Situation ◽  
Long Time ◽  
A Company

Purpose – The purpose of this paper is to describe how Nespresso achieved competitive advantage through innovation by changing the rules of the game in its industry. Design/methodology/approach – Nespresso was analyzed based on public available secondary data, in combination with related academic concepts on innovation and competitive advantage. Findings – The company succeeded by the thorough application of a strategy that, through perfect alignment, allowed the company to reach a unique market position. However, as described in the case, it took a relatively long time and the company came close to failure several times. Before the current situation of the company, it remains challenging in the future as well. Hence, the Nespresso story provides interesting space for discussion and learning about what innovation is, how innovation emerges, and under which circumstances innovation can serve as a source for competitive advantage. Research limitations/implications – Especially given the current market situation, the case offers different starting points for discussion about innovation and long-term company success. Practical implications – Especially before the current market situation, the case offers different starting points for discussion about innovation and the success of a company on the long term. The case is designed to give practitioners a better understanding on what an innovation as, and how competitive advantages can be linked to innovation. Originality/value – This case of Nespresso is a unique combination of the concepts of innovation and competitive advantage. It serves as an example of an innovation, which was not successful from the scratch, but evolved over time and is still developing. As many innovations went through such a non-linear process, this case offers interesting lessons learned for academics as well as for practitioners.

The Competitive Advantage of Nations 25 years – opening up new perspectives on competitiveness

2015 ◽  
Vol 25 (5) ◽  
pp. 471-481 ◽  
Author(s):  
Örjan Sölvell
Keyword(s):  
Competitive Advantage ◽  
Competitive Advantages ◽  
Content Type ◽  
Long Run ◽  
Diamond Model ◽  
New Perspective ◽  
New Research ◽  
Sustainable Competitive Advantages ◽  
Opening Up

Purpose – The purpose of this study is to analyze how The Competitive Advantage of Nations project led by Professor Michael E. Porter has opened up new perspectives on competitiveness of nations and firms for scholars, practitioners and policymakers. With the publication of The Competitive Advantage of Nations (CAON) book in 1990, Professor Michael E. Porter opened up a whole new perspective on competitiveness and clusters, including both new research avenues and new perspectives for practitioners and politicians. By questioning the traditional, more static and macroeconomic, views on competitiveness, he opened up for a new model of microeconomic drivers of long-run firm competitiveness. The new conceptual model, the Diamond model, pointed to the importance of healthy rivalry and dynamic clusters, in the proximate firm environment, as central to our understanding of how firms build sustainable competitive advantages in global markets. Design/methodology/approach – Literature review and conceptual. Findings – To distinguish between short-term, more static, and long-term, more dynamic competitiveness of firms, and the competitiveness of nations and regions, the paper proposes a conceptualization into three interrelated concepts: competitiveness and innovativeness of firms, and attractiveness of nations and regions. Originality/value – This paper summarizes 40 years of Professor Porter’s seminal research with a focus on the CAON project that began with the 1990 book on The Competitive Advantage of Nations. The paper proposes three interrelated concepts to cover issues of competitiveness: competitiveness (firm’s static advantages), innovativeness (firm’s dynamic advantages) and attractiveness (national/regional advantages).

A Model for Doing Business in Africa

2014 ◽  
pp. 197-253
Keyword(s):  
Competitive Advantage ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Competitive Strategies ◽  
Strategic Positioning ◽  
Market Segments ◽  
Strategic Intent ◽  
Doing Business ◽  
Competitive Model ◽  
Corporate Level

The chapter focuses on developing a business and competitive model to create and successfully manage a business in Africa. This includes strategic positioning of a firm in a market, corporate-level and competitive strategies that firms need to develop in order to successfully create a sustainable competitive advantage in the industries, and market segments they will compete in. Strategy and strategic management are defined and described fully. The perspectives and paradigms of formulation, implementation, and evaluation of a strategic intent are fully explored and covered here including determining the sources of a sustainable competitive advantage for a firm in an industry through the creation of a variety of competitive advantages.

Proactive Law as Competitive Advantage in Crowdfunding

2016 ◽  
pp. 129-149
Author(s):  
Jack Wroldsen
Keyword(s):  
Corporate Governance ◽  
Intellectual Property ◽  
Competitive Advantage ◽  
Competitive Advantages ◽  
Business Law ◽  
Short Term ◽  
Proactive Approach ◽  
Governance Challenges ◽  
Tax Efficiency

This chapter explains how the paradigm of proactive law as competitive advantage can help entrepreneurs succeed in crowdfunding campaigns. Business law scholars have developed theories of “proactive law” and “law as competitive advantage” to show how law can be transformed from an obstacle into a strategic business advantage. This chapter analyzes the evolving crowdfunding landscape through the lens of proactive law as competitive advantage. The chapter proposes several types of innovative securities designed to create competitive advantages in crowdfunding offerings. For example, one type would give crowdfunding investors long-term equity interests while simultaneously eliminating short-term corporate governance challenges for small crowdfunded companies. Apart from securities, the chapter also describes how a proactive approach to law can enhance crowdfunding campaigns in multiple areas, from intellectual property to tax efficiency. To conclude, the chapter suggests expanding the theory of proactive law as competitive advantage to additional areas of entrepreneurship, beyond crowdfunding.

scholarly journals FORMATION OF COMPETITIVE ADVANTAGES OF THE RETAIL ENTERPRISE

2018 ◽  
pp. 75-82
Author(s):  
Maryna Vitaliivna Chorna ◽  
Tamila Borysivna Kushnir ◽  
Anatoly Mykhailovych Volosov
Keyword(s):  
Competitive Advantage ◽  
External Environment ◽  
Retail Sector ◽  
Competitive Advantages ◽  
Target Setting ◽  
Methodological Basis ◽  
Rapid Changes ◽  
External Sources ◽  
Retail Enterprise ◽  
Intensive Growth

Urgency of the research. Rapid changes require retail enterprises to create competitive advantages, strengthen their competitive potential, allowing them to stay on the crest during intensive growth of competition. Target setting. Formation of competitive advantages is one of the most important and complex tasks for each enterprise of domestic retail. Actual scientific researches and issues analysis. The theoretical and methodological basis of scientific research in the area of competitive advantage consists of the works of J. Schumpeter, M. Porter, M. Tracy, F. Viersem, H. Hamel, K. Prahal, P. Drucker, K. Kristensen, A. Matveev, S. Orlova, V.Tsarev, in the retail sector – S. Domínguez, A. Mazaraki, T. Melnyk. Uninvestigated parts of general matters defining. There is a need to deepen and improve the theoretical and methodological foundations of the system of forming competitive advantages of the retail enterprise on the basis of using the internal (existing competitive potential) and external (favorable factors of the external environment) sources. The research objective. The justification of the process of forming the competitive advantages of the retail enterprise, which is represented by a number of successive stages, deserves particular attention. The statement of basic materials. The system of formation of competitive advantages of a retail enterprise on the basis of the use of internal and external sources is considered in this article. The authors present a step-by-step sequence of forming competitive advantages, developed technology for the formation of competitive advantages, a comprehensive multi-criteria system for assessing the internal capabilities (competitive potential) of the retail enterprise. Conclusions. The presented system of formation of competitive advantages on the basis of use of internal and external sources provides practical tools for creating a set of actual competitive advantages of the retail enterprise in order to increase its competitiveness.

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