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competitive advantage
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More than 10.000 documents for competitive advantage
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Innovation strategy helps a company in three ways: exciting its customers, outperforming competitors, and building a new product portfolio. The literature describes many frameworks for innovation strategy but offers little detail about how to implement them. This paper identifies 12 ways of visualizing innovation strategies: platform offering, co-creation, cycle time reduction, brand value enhancement, technology leveraging, future-proofing, lean development, partnering, innovation mutation, creative destruction, market segmentation, and acquisition. These strategies allow 100 leading global companies to dominate their markets and outperform the competition through innovation.
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Corporate culture and reputation are intangible assets firms use to create a competitive strategic advantage to differentiate themselves from other firms to enhance firm performance. Numerous articles cite how corporate culture may be an important intangible predictor of reputation, but only a few researchers have empirically tested the relationship between culture and reputation. Using a sample of 104 firms, we find that culture not only enhances financial performance (as indicated by other research), but also is positively related to reputation. Furthermore, our findings suggest that reputation acts as a mediator between culture and financial performance.
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Today the need for leaders -- able, inspired and capable ones -- is greater than ever. Leaders must not only have the capacity to lead complex organizations with global scope and scale, they must demonstrate visionary thinking, and an ability to execute, uphold the highest ethical standards, and develop others at all levels. They also must understand the business as a whole and build influential relationships with customers and stakeholders. Finding, developing and accelerating such capability is not so easy. In Hewitt's 2007 Top Companies for Leaders study -- which identifies companies who attract, develop, and retain leaders best -- 30% of companies reported concerns with losing developed talent to competitors and 61% reported an insufficient leader pipeline. One vital way these compa...
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This paper reviews a sample of the literature relevant to knowledge workers and their role in the U.S. economy. The first section covers the meaning and components of knowledge. The second section identifies issues related to successfully retaining knowledge workers. To stay competitive, companies must identify and reward their human capital. Businesses that fail to recognize them could see that talent go elsewhere for a higher pay and better work environment.
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Where sustainability is concerned, environmental, social and governance or ESG strategies are, in fact, financial decisions. Businesses today are recognizing the impact that the environment and the community have on businesses. These risks have proven to be costly to businesses. BP has already paid out STG4.5 billion in claims to third parties who have suffered losses, and has an outstanding provision of US$ 8.2 billion for further claims and litigation from the Deepwater Horizon oil spill disaster which happened in 2010 (BBC, 2012).
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Contribution margin is being increasingly used by financial institutions as a means of not only measuring profitability performance, but also as a tool to assist in making daily pricing decisions. When used as a measurement of profitability reporting, contribution margin more clearly shows how cost behavior impacts profitability. Since many of the functions an operational manager performs depends on a firm understanding of costs, taking a contribution margin approach when reporting profitability focuses the user directly on fixed and variable cost behavior. When utilizing contribution margin to facilitate pricing decisions, a user can pinpoint the exact price point that must be achieved to cover variable costs, and then contribute toward covering fixed costs and ultimately creating prof...
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The aim of this study is to measure the sustainability of Malaysian private colleges/institutions' competitive advantage by adopting the concept of capabilities differentials. Extensive literature review has been made to discuss the concept of capabilities differentials as firm's intangible resources and strategic asset. The four dimensions capabilities differentials: functional, positional, cultural and regulatory capabilities differentials are used as tool in the study. Discussion on issues and challenges of Malaysian private colleges/institutions are included in the paper. The paper also discusses the key contributions of the study and the implication for future research on intangible resources and capabilities differentials. The results of the study reveal that, Malaysian private co...
