Selection of Product Line Qualities and Prices to Signal Competitive Advantage

1994 ◽  
Vol 40 (7) ◽  
pp. 824-841 ◽  
Author(s):  
Subramanian Balachander ◽  
Kannan Srinivasan
Keyword(s):  
Competitive Advantage ◽  
Product Line ◽  
Selection Of

Product line selection of fast-moving consumer goods

Omega ◽  
2020 ◽  
pp. 102389
Author(s):  
Xavier Andrade ◽  
Luís Guimarães ◽  
Gonçalo Figueira
Keyword(s):  
Consumer Goods ◽  
Fast Moving ◽  
Product Line ◽  
Fast Moving Consumer Goods ◽  
Line Selection ◽  
Selection Of

scholarly journals Selection of Software Product Line Implementation Components Using Recommender Systems: An Application to Wordpress

IEEE Access ◽  
2019 ◽  
Vol 7 ◽  
pp. 69226-69245 ◽  
Author(s):  
Jorge Rodas-Silva ◽  
Jose A. Galindo ◽  
Jorge Garcia-Gutierrez ◽  
David Benavides
Keyword(s):  
Recommender Systems ◽  
Software Product Line ◽  
Product Line ◽  
Software Product ◽  
Selection Of

Faults Made by Leaders and HR Managers in the Selection of Employees and Opportunities to Prevent Them

2020 ◽  
pp. 1-9
Author(s):  
Martin MOSER
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Demographic Change ◽  
Personnel Selection ◽  
Mental Stress ◽  
Skilled Workers ◽  
Critical Issues ◽  
Hr Managers ◽  
A Company ◽  
Selection Of

Executives and HR managers face many challenges today, such as demographic change, shortage of skilled workers, development of the diversity of the staff, pressure to expect service quality, increase in mental stress, etc. Personnel selection is one of the most critical issues for a company because it is an investment in human capital, which can be a decisive competitive advantage for an organization. For many companies and industries, it is becoming increasingly difficult to find suitable staff, since applicants tend to be interested in large corporations or attractive brands.

Definition and Levels of Strategy

2020 ◽  
pp. 7-10
Author(s):  
Greg Fisher ◽  
John E. Wisneski ◽  
Rene M. Bakker
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Diverse Range ◽  
Sustainable Advantage ◽  
Challenges And Opportunities ◽  
Managerial Level ◽  
Corporate Level ◽  
Selection Of

This chapter defines strategy as a diagnosis that defines or explains a business challenge or opportunity, a decision or set of decisions for dealing with the challenge or opportunity, and a coherent set of actions to deliver on the decisions so as to create sustainable advantage and superior returns over rivals. In this chapter we also distinguish between three key levels of strategy: (1) corporate-level strategy, which is concerned with the selection of business areas in which the company should compete and with the development and coordination of that portfolio of businesses; (2) business-level strategy, which is about developing and sustaining a competitive advantage for a business delivering an identifiable set of products and/or services; (3) managerial-level strategic decision-making, which is concerned with identifying and dealing with a diverse range of immediate strategic challenges and opportunities confronting a business.

The Cluster-Weighted DEMATEL with ANP Method for Supplier Selection in Food Industry

2012 ◽  
Vol 16 (5) ◽  
pp. 567-575 ◽  
Author(s):  
Jung-Lu Shen ◽  
◽  
Yong-Mei Liu ◽  
Yi-Lin Tzeng ◽  
Keyword(s):  
Competitive Advantage ◽  
Performance Improvement ◽  
Supplier Selection ◽  
Food Industry ◽  
Analytic Network Process ◽  
Key Factors ◽  
Material Costs ◽  
Network Process ◽  
Corporate Social ◽  
Selection Of

In terms of keeping material costs low and increasing competitive advantage, supplier selection is one of the most important functions of a business. This paper uses an effective solution based on a combined Analytic Network Process (ANP) and Decision-Making Trial and Evaluation Laboratory (DEMATEL) approach to find the criteria that are key to performance improvement. This paper surveys the multicriteria supplier selection approaches and reveals the most popular criteria and sub-criteria. Based on experts’ suggestions and the most popular criteria, the key factors in the selection of food industry suppliers are identified. Then, the causal relationships and relative importance weights of the criteria in the system are computed using the cluster-weighted DEMATEL with ANP method. This paper compares the results of experts and purchasing managers and discovers a cognitive gap. The managers agree that cost and delivery are very important; they need to keep material costs down and increase the company’s competitive advantage. The experts value customer satisfaction and Corporate Social Responsibility (CSR), so they feel that quality and service are the most important criteria.

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