Basis for Competitive Advantage in the Different Application Domains

2018 ◽  
pp. 110-145
Author(s):  
Göran Roos
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Marine Macroalgae ◽  
Competitive Advantages ◽  
Operating Environment ◽  
A Company

A competitive advantage can be defined as a condition or circumstance that puts a company in a favorable or superior business position as compared to its competitors. Competitive advantages can be treated within the firm or grounded in an advantage existing in the firm's operating environment. In looking at South Australia's competitive advantage as it relates to the macroalgae value chain, we can see that it has a reputation of unpolluted costal land and waters that is ideal for the cultivation of marine macroalgae. This chapter explores that competitive advantage.

An Analysis of Knowledge Space Concept and Recursive Approach for Servitizing in Manufacturing Industries

2014 ◽  
pp. 273-291
Author(s):  
H. M. Belal ◽  
Kunio Shirahada ◽  
Michitaka Kosaka
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Manufacturing Industry ◽  
Manufacturing Companies ◽  
Knowledge Space ◽  
Creation Process ◽  
A Value ◽  
A Company ◽  
Analysis Of Knowledge ◽  
Space Concept

This chapter proposes a knowledge space concept and a recursive approach to servitizing in the manufacturing industry. Manufacturing companies need to move up the value chain and compete on the basis of value delivered rather than on the basis of typical products. Therefore, more corporations are adding value to their core corporate offerings through services, which is called servitization, and the strength of service activities within the manufacturing industry (servitization) has become the main source of competitive advantage. This chapter identifies two exclusive approaches to adapting servitization in the manufacturing industry called the knowledge space concept and recursive approach, which also explains the value co-creation process with customers through integrating “B-to-B to C,” which produces a company that is a value provider.

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.

Information Strategy as Enabler of Competitive Advantage

2014 ◽  
Vol 5 (1) ◽  
pp. 30-41 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Contextual Analysis ◽  
Innovation Strategy ◽  
Competitive Advantages ◽  
Information Strategies ◽  
Business Ecosystems ◽  
Comprehensive Manner ◽  
Quality And Reliability ◽  
Competitive Forces

Technology has been continuously improving, causing high business pressures that affect organizations' current and future competitiveness. Gaining competitive advantage is critical for organizations. Among the various resources which organizations deploy to succeed, information is identified as a crucial resource. The success of organizations depends on the decisions made and the excellence of decisions depends upon the quality and reliability of information. If this be so, then information strategies need to be designed and implemented in a comprehensive manner so that the organizations derive competitive advantage. Based on an in-depth literature review and contextual analysis, this paper will review competitive forces and competitive information systems strategies for gaining competitive advantages, explain concepts of value chain, business ecosystems and discuss innovation strategy.

Markets and the creation of competitive advantages in companies according to an internal marketing orientation

2021 ◽  
Vol 8 (10) ◽  
pp. 93-107
Author(s):  
Fouzi Tahar Abderzag ◽  
Keyword(s):  
Financial Performance ◽  
Competitive Advantage ◽  
Current Literature ◽  
Internal Marketing ◽  
Competitive Advantages ◽  
Continuous Growth ◽  
Marketing Orientation ◽  
The Creation ◽  
The Relationship ◽  
A Company

The objective of this study was is to examine the relationship between internal marketing orientation and the creation of competitive advantages and determine whether this is useful in light of the continuous growth in competition. For modern companies, competitive advantage has become a necessary and inevitable prerequisite for their continued survival in the market. Internal marketing policies, which are an element of modern marketing, have, therefore, become a pillar for building and sustaining competitive advantages. However, there is insufficient focus on strategic internal marketing and its impact on a firm’s competitiveness. Indeed, nuanced insights suggest that the competitive advantage of a company can actively increase its financial performance by maintaining and increasing its market share and distinguishing it from its competitors, which is especially useful during highly competitive periods. Finally, this research uses an updated approach to build on the current literature and provide managers with insights into the drivers and outcomes of strategic internal marketing. These insights about internal-marketing-driven competitive advantages suggest that internal marketing can help companies achieve diversification and stability.

scholarly journals Openness to co-creation as a method of reducing the complexity of the environment and dynamizing companies’ competitive advantages

2018 ◽  
Vol 13 (2) ◽  
pp. 880-896 ◽  
Author(s):  
Anna Adamik ◽  
Michał Nowicki ◽  
Katarzyna Szymańska
Keyword(s):  
Competitive Advantage ◽  
Survey Research ◽  
Business Processes ◽  
Customer Relationships ◽  
Competitive Advantages ◽  
Review Of Literature ◽  
Different Types ◽  
Key Factor ◽  
The Creation ◽  
A Company

Abstract Openness is an expression of an enterprise’s ability to adapt to changing environment conditions and its ability to cooperate with different types of partners. A given company’s openness shows its readiness for the creation of dynamics of many business processes, including the creation of its competitive advantage. Due to the nature of today’s enterprises’ environment, mainly its “high velocity” & “complexity” attributes, openness of companies has to be multifaceted. Organization-customer relationships, called co-creation, are one of such facets. The capacity for effective co-creation gives a company the ability to gain a competitive advantage along with the chance for its permanent dynamization and sustainability. The main purpose of the paper is to present the framework and algorithm of co-creation as a method of reducing the complexity of the environment and dynamizing companies’ competitive advantages. A review of literature in the areas of open organization, open culture, partnership, co-creation, and competitive advantage provides a basis for understanding the process of co-creation. Collected data show that the activity of enterprises in this process is a key factor in the reduction of complexity of a company’s environment and an important stimulator of the dynamization of a company’s competitive advantage. The authors’ own CATI questionnaire survey research conducted in Poland showed the level of preparation Polish SMEs have to co-create.

The competitive advantages of emerging market multinationals: a re-assessment

2015 ◽  
Vol 11 (3/4) ◽  
pp. 216-235 ◽  
Author(s):  
Peter J. Williamson
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Emerging Market ◽  
Chain Structure ◽  
Global Market ◽  
Global Value Chain ◽  
Competitive Advantages ◽  
Content Type ◽  
Emerging Market Multinationals ◽  
Bric Countries

Purpose – The purpose of this paper is to re-assess both the nature and sources of the competitive advantages which multinationals expanding from home bases in emerging economies (EMNEs) may enjoy in the global market. Design/methodology/approach – The paper analyses the results of 12 concurrent studies undertaken by a group of experts who were asked to examine how strategies for innovation, international value chain configuration and foreign mergers and acquisitions contributed to the competitive advantages of multinationals emerging from Brazil, Russia, India and China (the BRICs), respectively. Findings – EMNEs do have competitive advantages that can underpin their expansion abroad, but these are mainly “non-traditional” advantages that have been built by finding innovative ways to leverage advantages of their home countries. EMNE’s internationalisation is as much about accessing new resources and knowledge to enable them to extend their competitive advantage, as it is a route to exploiting existing advantages over a larger set of markets. As a result, the global value chain structure of EMNEs tends to be fundamentally different from that chosen by incumbent multinationals. Research limitations/implications – The study is limited to EMNEs from the BRIC countries, but implications for EMNEs emerging from other countries are discussed. Originality/value – We bring to bear extensive data and a systematic approach to understanding the new breed of multinationals emerging from the BRIC countries; their sources of competitive advantage; and how they are using innovation, foreign investment and overseas acquisitions to transform global competition.

Competitive Advantage

2013 ◽  
pp. 24-45 ◽  
Keyword(s):  
Competitive Advantage ◽  
Success Factors ◽  
Business Strategies ◽  
Competitive Advantages ◽  
Critical Success ◽  
Trade Offs ◽  
Main Factors ◽  
The Cost ◽  
A Company

This chapter defines what competitive advantage means to a company and describes the traditional types of competitive advantage that a company may possess. For cost advantage, the major drivers of cost are explained to provide an understanding of how they, either individually or in combination, cause the cost of a company’s activity. Similarly, for differentiation, the principal drivers of uniqueness are explained, including how they interact to create sustainability of differentiation. The chapter also looks at how advances in Information Technology (IT) affect competition and discusses the sources of competitive advantage. In addition, it covers the strategies that a company needs to pursue to exploit the technology so as to gain an advantage and protect it from rivals. In particular, the attention is shifted to neo-classic competitive advantages, which are generated from business strategies that avoid the classic trade-offs between mass production and invention models, where IT plays a key role by allowing a company to implement improvements more quickly. On the need to sustain a competitive advantage, the chapter reviews Porter’s concept of sustainability and explains the main factors involved. In a construction context, the nature of competition is described. The key sources of competitive advantage for international contractors are reviewed with respect to their distinct abilities to operate in the global markets. It is followed by illustrating how the sources can potentially be converted into critical success factors for the companies using the five cases presented in chapter 1. The chapter concludes with a summary of the main points covered on competitive advantage.

scholarly journals Information Strategy as Enabler of Competitive Advantage

Economics ◽  
2015 ◽  
pp. 599-610 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Literature Review ◽  
Competitive Advantage ◽  
Value Chain ◽  
Innovation Strategy ◽  
Competitive Advantages ◽  
Information Strategies ◽  
Business Ecosystems ◽  
Comprehensive Manner ◽  
Quality And Reliability ◽  
Competitive Forces

Technology has been continuously improving, causing high business pressures that affect organizations' current and future competitiveness. Gaining competitive advantage is critical for organizations. Among the various resources which organizations deploy to succeed, information is identified as a crucial resource. The success of organizations depends on the decisions made and the excellence of decisions depends upon the quality and reliability of information. If this be so, then information strategies need to be designed and implemented in a comprehensive manner so that the organizations derive competitive advantage. Based on an in-depth literature review and contextual analysis, this paper will review competitive forces and competitive information systems strategies for gaining competitive advantages, explain concepts of value chain, business ecosystems and discuss innovation strategy.

scholarly journals SCIENTIFIC APPROACH TO ACHIEVING COMPETITIVE ADVANTAGES IN THE SPHERE OF WATER TRANSPORT OF UKRAINE

2021 ◽  
Vol 23 (2(79)) ◽  
pp. 63-75
Author(s):  
М.А. DEMIANCHUK ◽  
V.M. KOLOSOK ◽  
Yu.D. KOSTIUK
Keyword(s):  
Competitive Advantage ◽  
Water Transport ◽  
Value Chain ◽  
National Development ◽  
Transport Sector ◽  
Competitive Advantages ◽  
The European Union ◽  
Domestic Water ◽  
The World ◽  
Scientific Approach

Topicality. Ukraine is a maritime power and has an advantageous geographical position due to its location at the intersection of international transport routes. Water transport is one of the spheres of economic activity that can ensure an increase in the level of competitiveness of Ukraine at the international level, especially in the context of the strengthening of integration processes in the world and European economic systems. However, little attention is paid to the argumentation at the subregional level of the unique competitive advantages of water transport and effective relationships between all stakeholders in this area. The analysis of the literature indicates a sufficient theoretical substantiation of various issues of providing water transport in Ukraine, but they need to be clarified taking into account the peculiarities of the present.Aim and tasks. The purpose of the article is to substantiate the scientific approach to achieving competitive advantages in the field of water transport by determining the empirical and theoretical foundations and competitive advantages of water transport in Ukraine in modern conditions of development.Research results. It has been established that various scientists distinguish three main approaches to understanding the concept of “competitive advantage”: comparative, resource and value-competence. However, taking into account the peculiarities of the activity and development of water transport, in order to study its competitive advantages, the author proposes to consider its competitive advantages from the standpoint of the created value, in particular: as a unique or prevailing property (excellent qualities or special properties that are of increased value for the consumer), as the success of administration (cost reduction for organizational and managerial success), as competence (collective knowledge for a unique implementation), as a value chain (created benefits of a diverse nature). Therefore, the competitive advantage of water transport should be understood as the exclusive value that the sphere possesses and which gives it advantages over competitive countries at the subregional level. Taking into account the scale and hierarchy of the origin of the competitive advantages of the studied area, it was determined that they are influenced by a number of factors, the main of which are the national development strategies of Ukraine, the level of competitiveness of water transport enterprises and the degree of integration of domestic water transport into the world space. On the basis of studies of the volumes of formation of the surplus value of the structural indicators of the GDP of the countries of the European Union, the need to increase the competitive advantages of the water transport of Ukraine, which should be significant, visible, stable, unique and profitable, is economically substantiated. By the nature of the factor of influence, the authors singled out the geographical, political, economic, organizational and managerial, material and technical, innovation and information, marketing, social, infrastructural competitive advantages of the water transport of Ukraine and indicated the indicators on which they exert the greatest influence.Conclusion. A scientific approach to achieving competitive advantages in the field of water transport in Ukraine has been substantiated, the main goal of which is to ensure a balanced attraction and use of water transport resources, taking into account national characteristics and the influence of the external environment. The groups of factors and competitive advantages of the water transport of Ukraine have been determined, the achievement of which depends on the possibility and ability of their management, the significance for the water transport sector and the country as a whole, the priority of the implementation of strategic and operational tasks. However, achieving them and keeping them at a high level will make it possible to withstand external factors.

scholarly journals Rencana Strategis Sistem Informasi Untuk Meningkatkan Keunggulan Dengan Ward And Peppard

2020 ◽  
Vol 6 (1) ◽  
pp. 64
Author(s):  
Ismail Arifin ◽  
Bambang Soedijono ◽  
Asro Nasiri
Keyword(s):  
Information System ◽  
Information Systems ◽  
Strategic Planning ◽  
Health Service ◽  
Human Resources ◽  
Competitive Advantage ◽  
Value Chain ◽  
Strategic Plan ◽  
Competitive Advantages ◽  
Grid Analysis

Sebagai salah satu klinik penyedia layanan kesehatan, klinik Cahaya kesehatan yang berada di jalan tanggamus, Pinang Raya, Bengkulu Utara melayani rawat inap, berobat jalan, kondisi darurat, apotek serta laboratorium. Dalam hal ini tentunya ada klinik lain yang merupakan pesaing, diantaranya klinik Kencana dan klinik Citra Medika. Untuk bersaing dengan klinik tersebut, klinik Cahaya Kencana terus berusaha meningkatkan keunggulannya agar bisa unggul dari klinik pesaing. Keunggulan kompetitif tidak hanya ada di sektor sumber daya manusia, namun juga dari segi pemanfaatan TI/SI. Agar mendapat keunggulan kompetitif maka klinik Cahaya Kesehatan membutuhkan perencanaan strategis Sistem Informasi yang selaras dengan visi dan misi klinik. Upaya yang dilakukan untuk mencapai keunggulan kompetitif yaitu menggunakan metode Ward and Peppard dan analisis yang digunakan diantaranya analisis SWOT, PEST, Value Chain serta Mcfarlan Strategic Grid. Adapun hasil yang akan diperoleh dari penelitian ini yaitu rekomendasi rencana strategis Sistem Informasi pada klinik Cahaya Kesehatan yang sesuai dengan visi misi dan tujuan klinik. Kata Kunci — Rencana Strategis, Ward and Peppard, Klinik As one of the health service clinics, the Health Light Clinic located on Tanggamus Street, Pinang Raya, North Bengkulu serves inpatient, outpatient, emergency conditions, pharmacies and laboratories. At this clinic, there is another designated clinic, which can be seen at the clinic is the Kencana and Citra Medika clinics. To compete with these clinics, the Cahaya Kencana clinic continues to improve its excellence in order to excel from competitive clinics. Competitive advantages not only in the human resources sector, but also in terms of IT / SI utilization. In order to gain a competitive advantage, the Light Clinic requires an Information System strategic planning that is in line with the clinic's vision and mission. Efforts are made to achieve competitive advantage by using the Ward and Peppard methods to provide analysis that is used by SWOT, PEST, Value Chain and Mcfarlan Strategic Grid analysis. The results to be obtained from this study are the results of the strategic plan of the Information Systems at the Cahaya Kesehatan clinic in accordance with the vision and mission of the clinic. Keywords — Strategic Plan, Ward and Peppard, Clinic

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