Information Strategy as Enabler of Competitive Advantage

Author(s):  
Neeta Baporikar

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.

Economics ◽  
2015 ◽  
pp. 599-610 ◽  
Author(s):  
Neeta Baporikar

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.


Author(s):  
Bikem Türkeli ◽  
Alp Ariburnu ◽  
Özalp Vayvay

In a time of rapid revolutionary change, today organizations must innovate in ways that allow them to take advantage of change. Competitive business environments force companies to respond to all changes in the market. This response to that change brings innovation in processes. As a basis of all competitive advantages, innovation should be continuous and the only way to maintain this is having the right innovation strategy. In this study innovative strategies for logistics processes, which can be used practically in business environments, are mentioned. For each innovative strategy title tools that can be used to innovate operations are presented. By innovating logistics processes logistics providers can fulfill customer needs rapidly and increase their profit because of having a competitive advantage.


2020 ◽  
pp. 16-19
Author(s):  
Oleksandra ROZHENKO

The article deepens the theoretical and methodological foundations of strategic management of determining and achieving competitive advantages of the enterprise. To objectify the evaluation parameters of competitive advantages, a technique of competitive advantage analysis is proposed, which includes the following sequence of stages: determination of the basic strategy of enterprise development by the Thompson-Strickland model, determination of the competitive strategy of enterprise development by the Porter model, analysis of the competitive forces of the enterprise by the Porter model, systematization of components strategic potential of the enterprise according to the Borden-McCarry model; and determination of sustainable competitive advantage of the enterprise. According to the proposed method of analysis of competitive advantages of the enterprise, the following components of strategic potential are attributed to the directions of its strategic focus: product, price, promotion, place, people, process, physical environment. Most focus is on sustainable competitive advantage. According to the results of strategic analysis of a subsidiary's enterprise, its stable competitive advantage is formed. The method of analysis of competitive advantages of the enterprise is described. The essence of forming a focus strategy as a way of achieving competitive advantages of the enterprise is revealed. The disclosure of formation of competitive advantages of the investigated enterprise is improved. The technique of the analysis of competitive advantages of the enterprise through the mechanism of focusing on them is offered. The strategy of focusing the enterprise as a way to achieve its competitive advantages has been formed. The strategy of focusing of the conditional enterprise as a way of achieving its competitive advantages is formed. It is determined that the conditional enterprise has a strong competitive position and slow market growth. A competitive product focus strategy means leading the niche in the services provided, focusing all of the conditional enterprise's efforts on the quality of the services provided.


2015 ◽  
Vol 11 (3/4) ◽  
pp. 216-235 ◽  
Author(s):  
Peter J. Williamson

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.


Author(s):  
Göran Roos

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.


2021 ◽  
Vol 23 (2(79)) ◽  
pp. 63-75
Author(s):  
М.А. DEMIANCHUK ◽  
V.M. KOLOSOK ◽  
Yu.D. KOSTIUK

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.


2020 ◽  
Vol 6 (1) ◽  
pp. 64
Author(s):  
Ismail Arifin ◽  
Bambang Soedijono ◽  
Asro Nasiri

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


2018 ◽  
Author(s):  
Rorim Panday

Innovation not only in terms of how to produce, but it covers varieties of things to make changes and differences of goods and services, those can be ideas, processes, managements, outputs, outcomes, rules, etc. So, the resulting goods and services are in the different looks and can be improve and increase the competitiveness as well as the competitive advantage. The universities in Indonesia which willing to the higher recognition shall do continuous innovation, by conducting all 11 standard of educations such as: the content of education, teaching learning process, assessment, management, faculty and staff, facilities and infrastructure, competency of graduates, financing, research, service to the community and partnership. Internal Quality Evaluation (EMI) is one of the innovation instruments for quality measurement and also as a quality assurance tools. By using EMI, university can identify the competitiveness and competitive advantages in achieving continuous improvement gradually through process of implementation the innovative strategy. The case studies of XYZ university, using the Focus Group discussion (FGD), resulting the quality of university, then it can be made the innovation strategy to strengthen the competitiveness and competitive advantage. The findings of this study indicate the implementation EMI of university found there are some shortcomings: process standard, facilities and infrastructure standard, assessment standard, research standard, community service standard and partnership standard. Results of EMI found 11 innovation strategies to recommend to the university in the coming year in order to strengthen competitiveness to the higher accreditation level and the competitive advantages in facing the globalization.


2016 ◽  
Vol 7 (1) ◽  
pp. 22
Author(s):  
Novi Nugrahani

<p><strong>Abstract</strong></p><p>The company's success relies on competitive advantages, namely submit products at low cost or provide unique benefits to the buyer are worth the premium price. One of the tools to support the achievement of competitive advantage that is of value chain. Value chain will separate the activities of the company’s value, then analysis on the income statement so that the share of costs incurred in each of the activities and be further improvements or control on the activity. This research was conducted at the company S and indicate where the main activity consists of marketing activities, planning, implementation and service. While support activities consist of purchasing activity and infrastructure. Activities that have a major influence is the implementation activities, because the company is engaged in the construction project.</p><p><strong>Abstrak</strong></p><p>Kesuksesan perusahaan bergantung pada keunggulan kompetitif, yaitu mengirim produk biaya rendah atau memberikan manfaat unik kepada pembeli dengan harga layak yang premium. Salah satu alat untuk mendukung pencapaian keuntungan kompetitif yaitu rantai nilai. Rantai nilai akan memisahkan kegiatan nilai perusahaan, maka analisis pada laporan pendapatan berbagi biaya dalam setiap kegiatan dan perbaikan lebih lanjut atau kontrol pada aktivitas. Penelitian ini dilakukan di perusahaan S dan menunjukkan kegiatan utama terdiri dari aktifitas, perencanaan, pelaksanaan dan layanan pemasaran. Sementara kegiatan dukungan terdiri dari pembelian aktivitas dan infrastruktur. Kegiatan yang memiliki pengaruh besar adalah implementasi kegiatan, karena perusahaan terlibat dalam proyek konstruksi.</p>


2019 ◽  
Vol 118 (2) ◽  
pp. 94-97
Author(s):  
Mohammad Mabrur Taufik ◽  
DewiPuspaningtyas Faeni

Small and Medium Enterprises and Indonesian Cooperatives (SMESCO) are strategies in promoting and introducing Indonesia's superior products to the international community. Through SMESCO, SME owners can work together on standardization of SME products, SME quality standardization and at the same time a forum for fostering SMEs to market their products, through human resource development programs including seminars, training, workshops and product introduction through online shops and mentoring programs. The research aims to prove and analyse the influence of: innovation strategies on the performance of SMEs in SMESCO Indonesia directly or through competitive advantage; innovation strategy towards competitive advantage; competitive advantage towards the performance of SMEs at SMESCO Indonesia. The research population is all SME companies that partner with SMESCO Indonesia. Sampling is done by probability sampling with a simple random sampling method. Data analysis using Structural Equation Modelling-Partial Least Squares, a sample of 147 small and medium business owners at SMESCO Indonesia. The results of the study prove: (1) The innovation strategy does not directly have a significant effect on the increasing performance of SME companies in SMESCO Indonesia but has a significant effect through competitive advantage; (2) Competitive advantage has a significanteffect on the increasing performance of SMEs in Indonesia.


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