Competitive advantage a framework
•
2 likes•1,425 views
The VRIO framework is used to assess competitive advantage. It evaluates if a resource is valuable, rare, difficult to imitate, and exploited by the organization. Resources that are valuable, rare, difficult to imitate and exploited result in competitive advantage, while those that lack these characteristics result in competitive disadvantage. The garment export industry is characterized by perfect competition with many firms, low entry/exit barriers, homogeneous products, and perfect information flow. Key success factors include cost efficiency, product differentiation, reputation, quality, and being responsive to changing fashion trends. Profitability is determined by customer value, competition intensity, and bargaining power within the value chain.
Report
Share
Report
Share
Recommended
Ppt competitive advantage
Hyundai is launching the new Genesis model to target the premium car market and move away from its past strategy of focusing on low cost. To gain a competitive advantage, firms can pursue either a low cost strategy, differentiation strategy, or focused strategy. Michael Porter's model outlines how firms can analyze their value chain activities to lower relative costs or create unique differentiation to deliver extra value for customers.
Barney smca4 05
This document discusses product differentiation as a business-level strategy. It defines product differentiation as creating perceived value and customer preference for a firm's products over competitors. Firms can differentiate based on product attributes, relationships with customers, or relationships within the firm. To achieve competitive advantage, a differentiation strategy must be valuable, rare, difficult to imitate, and the firm must be organized to exploit it.
International Competitive Advantage
Competitive advantage is defined as the strategic advantage one business entity has over its rival entities within its competitive industry.
Strategies for competitive advantage
The document discusses strategies for achieving competitive advantage. It introduces Porter's value chain model which views a firm as a collection of primary and support activities that add value. The value chain can be used to identify processes that add or reduce value for customers. Developing strategies may involve planning better ways to meet customer demands, identifying value-adding processes, and looking beyond the firm's boundaries to its supply chain. Maintaining a competitive advantage requires being efficient, aware of competition, innovating technology, and recognizing that advantages are temporary.
Competetive advantage
This document discusses competitive strategy and competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are lower costs, differentiation, focus. Michael Porter identified three generic strategies: cost leadership, differentiation, and focus. Firms can pursue integrated or hybrid strategies. Sustainable competitive advantage is durable, valuable, rare, difficult to imitate. The strategies for market leaders are defensive strategies like position defense. Challengers pursue attack strategies like frontal attack. Followers imitate and adapt. Nichers target small, overlooked market segments.
Stragegy
Internal analysis examines a firm's strengths and weaknesses compared to competitors. It helps determine if a firm's resources provide competitive advantages and allows strategies to exploit any advantages. The resource-based view, value chain analysis, VRIO framework, and SWOT analysis are tools for internal analysis. They assess if a firm's heterogeneous bundle of valuable, rare, costly-to-imitate resources that are supported by its organization can lead to sustained competitive advantages.
Sustainable Competetive Strategy
strategies for sustaining competitive strategies, and how suzlon applied to sustain its competitive advantage
Sustainability of Competitive advantage
This document discusses sustainability of competitive advantage. It defines sustainable competitive advantage as a unique position that allows a firm to consistently outperform competitors by possessing valuable processes and positions that cannot be easily duplicated. Sustainable advantages are built over time based on unique competencies like knowledge, innovation, and information. Examples of sustainable advantages include low costs, strong brands, barriers to entry, product differentiation, and outstanding management. Threats include imitation by competitors and dissipation of advantages over time due to changes in a company or customer demands.
Recommended
Ppt competitive advantage
Hyundai is launching the new Genesis model to target the premium car market and move away from its past strategy of focusing on low cost. To gain a competitive advantage, firms can pursue either a low cost strategy, differentiation strategy, or focused strategy. Michael Porter's model outlines how firms can analyze their value chain activities to lower relative costs or create unique differentiation to deliver extra value for customers.
Barney smca4 05
This document discusses product differentiation as a business-level strategy. It defines product differentiation as creating perceived value and customer preference for a firm's products over competitors. Firms can differentiate based on product attributes, relationships with customers, or relationships within the firm. To achieve competitive advantage, a differentiation strategy must be valuable, rare, difficult to imitate, and the firm must be organized to exploit it.
International Competitive Advantage
Competitive advantage is defined as the strategic advantage one business entity has over its rival entities within its competitive industry.
Strategies for competitive advantage
The document discusses strategies for achieving competitive advantage. It introduces Porter's value chain model which views a firm as a collection of primary and support activities that add value. The value chain can be used to identify processes that add or reduce value for customers. Developing strategies may involve planning better ways to meet customer demands, identifying value-adding processes, and looking beyond the firm's boundaries to its supply chain. Maintaining a competitive advantage requires being efficient, aware of competition, innovating technology, and recognizing that advantages are temporary.
Competetive advantage
This document discusses competitive strategy and competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are lower costs, differentiation, focus. Michael Porter identified three generic strategies: cost leadership, differentiation, and focus. Firms can pursue integrated or hybrid strategies. Sustainable competitive advantage is durable, valuable, rare, difficult to imitate. The strategies for market leaders are defensive strategies like position defense. Challengers pursue attack strategies like frontal attack. Followers imitate and adapt. Nichers target small, overlooked market segments.
Stragegy
Internal analysis examines a firm's strengths and weaknesses compared to competitors. It helps determine if a firm's resources provide competitive advantages and allows strategies to exploit any advantages. The resource-based view, value chain analysis, VRIO framework, and SWOT analysis are tools for internal analysis. They assess if a firm's heterogeneous bundle of valuable, rare, costly-to-imitate resources that are supported by its organization can lead to sustained competitive advantages.
Sustainable Competetive Strategy
strategies for sustaining competitive strategies, and how suzlon applied to sustain its competitive advantage
Sustainability of Competitive advantage
This document discusses sustainability of competitive advantage. It defines sustainable competitive advantage as a unique position that allows a firm to consistently outperform competitors by possessing valuable processes and positions that cannot be easily duplicated. Sustainable advantages are built over time based on unique competencies like knowledge, innovation, and information. Examples of sustainable advantages include low costs, strong brands, barriers to entry, product differentiation, and outstanding management. Threats include imitation by competitors and dissipation of advantages over time due to changes in a company or customer demands.
Competitive advantage
The document summarizes Hyundai Motor Company's launch of its new Genesis model in 2007 to target the high-end car market. It discusses how Hyundai shifted from a strategy of cost leadership to one of differentiation. The company introduced the Genesis to move beyond being seen only as a provider of cheap, decent quality cars in the US market. The Genesis allowed Hyundai to compete in the premium car segment and diversify its strategy for global competitiveness.
Porter's Five Forces Model - Analysing Competiton
Porter's Five Forces model is a popular analytical framework for assessing the nature of competition in a market. This presentation provides an overview of the model.
Competitive Strategy
The document summarizes Michael Porter's framework for competitive strategy. It outlines the five competitive forces that determine the intensity of industry competition: threat of new entry, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. It then discusses how firms can gain a competitive advantage by positioning themselves in the industry where these forces are weakest or by influencing the competitive balance through strategic changes. The document also covers Porter's generic strategies of cost leadership, differentiation, and focus.
Strategic Characterisation Matrix - How to apply Porter’s Five Forces thinkin...
Strategic Characterisation Matrix - How to apply Porter’s Five Forces thinkin...Lawrence (Laurie) Phillips
How to apply Porter’s Five Forces thinking to determine which of the Five Strategic Objectives (Divest, Harvest, Maintain, Grow, Enter) should be implemented by a business.
Strategy in strategic hrm part 1
The document provides an overview of Part 1 of a session on strategy in strategic human resource management. Part 1 aims to provide an understanding of organizational strategy, including the role of strategy, different types of strategy, value propositions, and organizational lifecycles. It discusses key strategy concepts and tools such as Porter's five forces analysis and the generic business strategies of cost leadership, differentiation, and focus. Examples are provided of companies like Walmart, Krispy Kreme, and Kodak to illustrate different strategic approaches. The document emphasizes aligning HR practices with business strategy to achieve organizational goals.
Cost leadership strategy
Cost Leadership / Low-cost Business Strategy:
A cost leadership strategy is an integrated set of actions designed to produce or deliver goods or services at the lowest cost, relative to that of competitors, with features that are acceptable to customers.
Porter genericstrategies
Porter's generic strategies include cost leadership, differentiation, and focus. Cost leadership involves having very low production costs to offer lower prices. Differentiation involves unique product attributes that are valued by customers. Focus involves targeting a narrow market segment and achieving either cost advantages or differentiation within that segment. While these strategies provide advantages against competitive forces, attempting multiple strategies risks being "stuck in the middle" without a clear advantage. Later critics argued generic strategies lack flexibility and specificity, and that there are viable strategies between the extremes.
Porter’s generic competitive strategies
This document summarizes Porter's generic competitive strategies framework, which identifies three strategies for achieving competitive advantage: cost leadership, differentiation, and focus (specialization). Cost leadership involves having the lowest costs, differentiation involves being unique in the industry, and focus involves targeting a narrow market segment. Examples of companies using each strategy are provided, along with criticisms of Porter's framework noting that companies can use hybrid strategies. The document concludes by introducing the blue ocean strategy as an alternative to Porter's framework.
Competitive advantage and competency
this presentation deals about how a competitive advantage can be achieved by an organization and importance of competency.
Five generic competitive strategies
The document outlines 5 generic competitive strategies: 1) low-cost provider, 2) broad differentiation, 3) market focused cost, 4) market focused niche, and 5) best cost provider. It describes the target markets and strategic inputs for each. While the differences between the strategies may seem subtle, they are significant for strategic planning as they relate to gaining a competitive advantage through unique product positioning based on price, value, quality and performance. The competitive strategy likely sets the organizational mission and vision, as the entire organization must work together to deliver the level of quality and performance consistent with the business strategy.
Cost Leadership and Economic Uncertainty
The document discusses cost leadership as a business strategy and provides examples of how companies have successfully implemented it. Cost leadership involves being the lowest cost producer in an industry while maintaining a certain quality level. Examples are given of companies in various industries that have lowered costs through initiatives like improving process efficiencies, gaining access to lower cost materials, outsourcing functions, and eliminating unnecessary costs. Specific cost saving measures undertaken by companies like Whitbread, CRH, and Ryanair are outlined. The document stresses understanding a company's strategy and comparing its costs to competitors in order to develop and implement effective cost leadership strategies.
Lesson 22: Porter's Five Forces Theory
Watch this with a 10-15 minute audiotrack at http://vimeo.com/novusprogram/lesson22
This lesson will discuss Michael Porter's economic theory about various forces that can affect the success of a business and the decisions that need to be made before starting a business. It will apply each particular force to small businesses to illustrate the core concepts and how small businesses can be impacted by industry competition.
The Novus project is a combination of video tutorials designed to be used in conjunction with a free business simulation software program. The Novus Business and IT Program contains 36 business and IT training videos, covering basic finance, accounting, marketing, economics, business strategy, Word, Excel, and PowerPoint. Users will have an opportunity to apply the lessons in the Novus Business Simulator. Over six rounds, the user or teams will have to make decisions on capital purchases, financing, production, financing, and human resources for a microbrewery. This channel has arranged the 36 video lessons into the order in which they are meant to be used with the simulator. To watch this slideshow as a video, please go to our Vimeo page at: https://vimeo.com/novusprogram. To download our free business simulation software, please go to our SourceForge page at: http://sourceforge.net/projects/novus/.
Developing Sustainable Competitive Advantages for Colleges and Universities
Developed by Dr. Robert A. Sevier, senior vice president, strategy, with Stamats, this presentation will help college and university professionals understanding how competitive advantages in higher education really work, and how to develop sustainable sources of competitive advantage.
Strategic management unit-II
This document summarizes Porter's generic competitive strategies of cost leadership, differentiation, and focus. It explains that competitive advantage comes from low cost or differentiation. Cost leadership aims for overall low cost and broad market scope, while differentiation offers unique products/services. Focus strategy pursues either approach but targets a narrow customer segment or market niche. The document also discusses barriers to imitation that allow sustained competitive advantage and reasons why companies fail, such as inertia and prior strategic commitments limiting flexibility.
ACHIEVING AND SUSTAINING COMPETITIVE ADVANTAGE FOR THE COLLEGE
ACHIEVING AND SUSTAINING COMPETITIVE ADVANTAGE FOR THE COLLEGEAyodele Samuel Olatiregun ACA ACCA ACS DipIFR
1) The document discusses achieving and sustaining competitive advantage for a college by fostering creativity, innovation, branding, and marketing capabilities among stakeholders.
2) It emphasizes the importance of continuous improvement, collective vision, transparency, and cross-cultural communication in innovation.
3) Developing a strong brand proposition that resonates with customers and is echoed consistently internally is key to successful brand positioning.
4) Fostering market knowledge, penetration, development and share are important marketing capabilities for stakeholders.Rbv
The document summarizes key differences between the Industrial Organization (IO) view and Resource-Based View (RBV) of firms. The IO view focuses on external industry conditions and assumes firms have identical resources, while the RBV focuses on internal characteristics and assumes resources are heterogeneous.
Generic stratgies
This document provides an overview of business-level strategy. It defines business-level strategy as an integrated set of commitments and actions a firm uses to gain a competitive advantage in specific product markets. The chapter discusses the relationship between customers and business-level strategies in terms of who the firm serves, what needs it satisfies, and how it satisfies those needs. It explains the differences between cost leadership, differentiation, and focused cost leadership/differentiation strategies. The risks and benefits of each strategy are also described.
Porter Competitive Advantage Strategy
Competitive advantage comes from low costs or differentiation. Companies pursue cost leadership, differentiation, or focus strategies depending on their scope and basis of advantage. Cost leadership aims to have the lowest costs industry-wide while differentiation makes products unique. Focus involves serving a niche market better than competitors through low costs or differentiation. Sustaining advantage requires continuous improvement, learning, and overcoming inertia to adapt strategies.
Capabilities, Innovation, Customer Value and Competitive Advantage
The document discusses capabilities, innovation, customer value, and competitive advantage. It provides definitions of these concepts from literature and discusses the relationships between them. Capabilities refer to a firm's ability to deploy resources to achieve goals. Innovation is the introduction of new ideas or methods. Customer value involves benefits received versus sacrifices made. Competitive advantage is when a firm can offer more value than competitors. The concepts influence each other in a cycle - capabilities and innovation create customer value, which leads to competitive advantage, then internal/external changes trigger new innovation.
Competitive strategies
The document discusses five generic competitive strategies: low-cost provider, differentiation, best-cost provider, focus/niche, and their key characteristics. It provides an overview of each strategy, including their objectives, keys to success, benefits, pitfalls, and when each strategy works best. Choosing the right competitive strategy depends on a firm's resources and positioning in its market to outcompete rivals.
Comm483 taco bell silver anvil case updated
The Taco Bell Foundation for Teens' Graduate to Go campaign aimed to increase awareness of the high school dropout crisis and engage franchise support. Key strategies included creating an integrated employee engagement platform, fundraising through franchises and restaurants, and partnering with organizations like Boys & Girls Club of America. Tactics involved challenges with celebrity partners, local grants, and a media campaign. Evaluation found greatly increased awareness, franchise participation, and financial growth for the Foundation, demonstrating the importance of internal engagement.
Taco Bell by Ahsan Rajpoot
1) The document discusses the re-engineering process at Taco Bell in the 1980s to address declining performance. It aimed to refocus on customers by simplifying processes, reducing costs and layers of management, and empowering employees.
2) Key changes included limiting kitchen space to 30% of the restaurant, automating operations with new IT systems, introducing centralized off-site food preparation to reduce costs, and reorganizing roles and responsibilities across the company.
3) These process changes and new approaches like K-Minus and TACO automation helped turn Taco Bell's performance around, demonstrating how thorough re-engineering can successfully transform a struggling business.
More Related Content
What's hot
Competitive advantage
The document summarizes Hyundai Motor Company's launch of its new Genesis model in 2007 to target the high-end car market. It discusses how Hyundai shifted from a strategy of cost leadership to one of differentiation. The company introduced the Genesis to move beyond being seen only as a provider of cheap, decent quality cars in the US market. The Genesis allowed Hyundai to compete in the premium car segment and diversify its strategy for global competitiveness.
Porter's Five Forces Model - Analysing Competiton
Porter's Five Forces model is a popular analytical framework for assessing the nature of competition in a market. This presentation provides an overview of the model.
Competitive Strategy
The document summarizes Michael Porter's framework for competitive strategy. It outlines the five competitive forces that determine the intensity of industry competition: threat of new entry, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. It then discusses how firms can gain a competitive advantage by positioning themselves in the industry where these forces are weakest or by influencing the competitive balance through strategic changes. The document also covers Porter's generic strategies of cost leadership, differentiation, and focus.
Strategic Characterisation Matrix - How to apply Porter’s Five Forces thinkin...
Strategic Characterisation Matrix - How to apply Porter’s Five Forces thinkin...Lawrence (Laurie) Phillips
How to apply Porter’s Five Forces thinking to determine which of the Five Strategic Objectives (Divest, Harvest, Maintain, Grow, Enter) should be implemented by a business.
Strategy in strategic hrm part 1
The document provides an overview of Part 1 of a session on strategy in strategic human resource management. Part 1 aims to provide an understanding of organizational strategy, including the role of strategy, different types of strategy, value propositions, and organizational lifecycles. It discusses key strategy concepts and tools such as Porter's five forces analysis and the generic business strategies of cost leadership, differentiation, and focus. Examples are provided of companies like Walmart, Krispy Kreme, and Kodak to illustrate different strategic approaches. The document emphasizes aligning HR practices with business strategy to achieve organizational goals.
Cost leadership strategy
Cost Leadership / Low-cost Business Strategy:
A cost leadership strategy is an integrated set of actions designed to produce or deliver goods or services at the lowest cost, relative to that of competitors, with features that are acceptable to customers.
Porter genericstrategies
Porter's generic strategies include cost leadership, differentiation, and focus. Cost leadership involves having very low production costs to offer lower prices. Differentiation involves unique product attributes that are valued by customers. Focus involves targeting a narrow market segment and achieving either cost advantages or differentiation within that segment. While these strategies provide advantages against competitive forces, attempting multiple strategies risks being "stuck in the middle" without a clear advantage. Later critics argued generic strategies lack flexibility and specificity, and that there are viable strategies between the extremes.
Porter’s generic competitive strategies
This document summarizes Porter's generic competitive strategies framework, which identifies three strategies for achieving competitive advantage: cost leadership, differentiation, and focus (specialization). Cost leadership involves having the lowest costs, differentiation involves being unique in the industry, and focus involves targeting a narrow market segment. Examples of companies using each strategy are provided, along with criticisms of Porter's framework noting that companies can use hybrid strategies. The document concludes by introducing the blue ocean strategy as an alternative to Porter's framework.
Competitive advantage and competency
this presentation deals about how a competitive advantage can be achieved by an organization and importance of competency.
Five generic competitive strategies
The document outlines 5 generic competitive strategies: 1) low-cost provider, 2) broad differentiation, 3) market focused cost, 4) market focused niche, and 5) best cost provider. It describes the target markets and strategic inputs for each. While the differences between the strategies may seem subtle, they are significant for strategic planning as they relate to gaining a competitive advantage through unique product positioning based on price, value, quality and performance. The competitive strategy likely sets the organizational mission and vision, as the entire organization must work together to deliver the level of quality and performance consistent with the business strategy.
Cost Leadership and Economic Uncertainty
The document discusses cost leadership as a business strategy and provides examples of how companies have successfully implemented it. Cost leadership involves being the lowest cost producer in an industry while maintaining a certain quality level. Examples are given of companies in various industries that have lowered costs through initiatives like improving process efficiencies, gaining access to lower cost materials, outsourcing functions, and eliminating unnecessary costs. Specific cost saving measures undertaken by companies like Whitbread, CRH, and Ryanair are outlined. The document stresses understanding a company's strategy and comparing its costs to competitors in order to develop and implement effective cost leadership strategies.
Lesson 22: Porter's Five Forces Theory
Watch this with a 10-15 minute audiotrack at http://vimeo.com/novusprogram/lesson22
This lesson will discuss Michael Porter's economic theory about various forces that can affect the success of a business and the decisions that need to be made before starting a business. It will apply each particular force to small businesses to illustrate the core concepts and how small businesses can be impacted by industry competition.
The Novus project is a combination of video tutorials designed to be used in conjunction with a free business simulation software program. The Novus Business and IT Program contains 36 business and IT training videos, covering basic finance, accounting, marketing, economics, business strategy, Word, Excel, and PowerPoint. Users will have an opportunity to apply the lessons in the Novus Business Simulator. Over six rounds, the user or teams will have to make decisions on capital purchases, financing, production, financing, and human resources for a microbrewery. This channel has arranged the 36 video lessons into the order in which they are meant to be used with the simulator. To watch this slideshow as a video, please go to our Vimeo page at: https://vimeo.com/novusprogram. To download our free business simulation software, please go to our SourceForge page at: http://sourceforge.net/projects/novus/.
Developing Sustainable Competitive Advantages for Colleges and Universities
Developed by Dr. Robert A. Sevier, senior vice president, strategy, with Stamats, this presentation will help college and university professionals understanding how competitive advantages in higher education really work, and how to develop sustainable sources of competitive advantage.
Strategic management unit-II
This document summarizes Porter's generic competitive strategies of cost leadership, differentiation, and focus. It explains that competitive advantage comes from low cost or differentiation. Cost leadership aims for overall low cost and broad market scope, while differentiation offers unique products/services. Focus strategy pursues either approach but targets a narrow customer segment or market niche. The document also discusses barriers to imitation that allow sustained competitive advantage and reasons why companies fail, such as inertia and prior strategic commitments limiting flexibility.
ACHIEVING AND SUSTAINING COMPETITIVE ADVANTAGE FOR THE COLLEGE
ACHIEVING AND SUSTAINING COMPETITIVE ADVANTAGE FOR THE COLLEGEAyodele Samuel Olatiregun ACA ACCA ACS DipIFR
1) The document discusses achieving and sustaining competitive advantage for a college by fostering creativity, innovation, branding, and marketing capabilities among stakeholders.
2) It emphasizes the importance of continuous improvement, collective vision, transparency, and cross-cultural communication in innovation.
3) Developing a strong brand proposition that resonates with customers and is echoed consistently internally is key to successful brand positioning.
4) Fostering market knowledge, penetration, development and share are important marketing capabilities for stakeholders.Rbv
The document summarizes key differences between the Industrial Organization (IO) view and Resource-Based View (RBV) of firms. The IO view focuses on external industry conditions and assumes firms have identical resources, while the RBV focuses on internal characteristics and assumes resources are heterogeneous.
Generic stratgies
This document provides an overview of business-level strategy. It defines business-level strategy as an integrated set of commitments and actions a firm uses to gain a competitive advantage in specific product markets. The chapter discusses the relationship between customers and business-level strategies in terms of who the firm serves, what needs it satisfies, and how it satisfies those needs. It explains the differences between cost leadership, differentiation, and focused cost leadership/differentiation strategies. The risks and benefits of each strategy are also described.
Porter Competitive Advantage Strategy
Competitive advantage comes from low costs or differentiation. Companies pursue cost leadership, differentiation, or focus strategies depending on their scope and basis of advantage. Cost leadership aims to have the lowest costs industry-wide while differentiation makes products unique. Focus involves serving a niche market better than competitors through low costs or differentiation. Sustaining advantage requires continuous improvement, learning, and overcoming inertia to adapt strategies.
Capabilities, Innovation, Customer Value and Competitive Advantage
The document discusses capabilities, innovation, customer value, and competitive advantage. It provides definitions of these concepts from literature and discusses the relationships between them. Capabilities refer to a firm's ability to deploy resources to achieve goals. Innovation is the introduction of new ideas or methods. Customer value involves benefits received versus sacrifices made. Competitive advantage is when a firm can offer more value than competitors. The concepts influence each other in a cycle - capabilities and innovation create customer value, which leads to competitive advantage, then internal/external changes trigger new innovation.
Competitive strategies
The document discusses five generic competitive strategies: low-cost provider, differentiation, best-cost provider, focus/niche, and their key characteristics. It provides an overview of each strategy, including their objectives, keys to success, benefits, pitfalls, and when each strategy works best. Choosing the right competitive strategy depends on a firm's resources and positioning in its market to outcompete rivals.
What's hot (20)
Strategic Characterisation Matrix - How to apply Porter’s Five Forces thinkin...
Strategic Characterisation Matrix - How to apply Porter’s Five Forces thinkin...
Developing Sustainable Competitive Advantages for Colleges and Universities
Developing Sustainable Competitive Advantages for Colleges and Universities
ACHIEVING AND SUSTAINING COMPETITIVE ADVANTAGE FOR THE COLLEGE
ACHIEVING AND SUSTAINING COMPETITIVE ADVANTAGE FOR THE COLLEGE
Capabilities, Innovation, Customer Value and Competitive Advantage
Capabilities, Innovation, Customer Value and Competitive Advantage
Viewers also liked
Comm483 taco bell silver anvil case updated
The Taco Bell Foundation for Teens' Graduate to Go campaign aimed to increase awareness of the high school dropout crisis and engage franchise support. Key strategies included creating an integrated employee engagement platform, fundraising through franchises and restaurants, and partnering with organizations like Boys & Girls Club of America. Tactics involved challenges with celebrity partners, local grants, and a media campaign. Evaluation found greatly increased awareness, franchise participation, and financial growth for the Foundation, demonstrating the importance of internal engagement.
Taco Bell by Ahsan Rajpoot
1) The document discusses the re-engineering process at Taco Bell in the 1980s to address declining performance. It aimed to refocus on customers by simplifying processes, reducing costs and layers of management, and empowering employees.
2) Key changes included limiting kitchen space to 30% of the restaurant, automating operations with new IT systems, introducing centralized off-site food preparation to reduce costs, and reorganizing roles and responsibilities across the company.
3) These process changes and new approaches like K-Minus and TACO automation helped turn Taco Bell's performance around, demonstrating how thorough re-engineering can successfully transform a struggling business.
Taco Bell Social Media Strategy
Project for Social Media Management Class at the University of Florida. This presentation outlines a proposed social media strategy for Taco Bell.
Project 1:Taco Bell Social Media Strategy
The document provides a social media strategy for Taco Bell. It includes an audit of Taco Bell's current social media presence, objectives to increase engagement and transparency, and strategies like paid ads, contests, and behind-the-scenes videos. It also outlines roles, policies, and a plan to measure growth in followers, engagement, and website traffic and conversions across platforms like Twitter, Facebook, and Instagram.
Taco bell Social Media Strategy
Taco Bell has seen success in increasing engagement on social media, particularly Snapchat. Snapchat saw the largest growth in followers out of Taco Bell's platforms and had over 344 million average engagements per month. Millennials are Taco Bell's primary target market and increased Snapchat use has helped reach this demographic. Overall, more frequent posting across social media helped boost customer awareness of the brand.
Taco bell
Taco Bell's social media priorities for 2017 are to engage followers and build community through relevant visual content. The primary focus will be curating engaging content and building deeper customer relationships, targeting ages 18-34. Objectives include increasing visual content and followers on Facebook and Instagram by 25% and 15,000 respectively. Strategies include paid boosting of organic posts, monitoring keywords on Twitter, and using the #TacoTruth hashtag. Roles, policies, and response plans are outlined for various scenarios. Progress will be measured through quantitative metrics and sentiment analysis reported every six months.
Taco bell
Taco Bell's social media strategy for 2017 focuses on increasing website traffic, growing their social media following, and boosting engagement. Their primary social networks are Twitter, Instagram, and Snapchat. The objectives are to increase brand identity, posts, and followers by 5% in two months. Strategies include paid, owned, and earned posts using hashtags, contests, and filters. Key dates are holidays and Taco Tuesdays. Roles include the CEO, social media manager, and social & digital experience manager. Metrics include follower counts, weekly activity, and engagement rates.
McK_SIBC Taco Bell Final
This document discusses a potential strategy for Taco Bell's expansion into the fast casual dining market. It provides an overview of the fast food and fast casual industries, noting stagnating growth in fast food but rapid expansion of fast casual concepts. The recommendation is for Taco Bell to enter fast casual through acquiring an existing brand in order to mitigate risks to its image and execution challenges. Breakfast is also identified as a promising near-term growth opportunity within its current business.
Using social media to amplify the voice of the customer at taco bell
Taco Bell uses social media to gather customer input faster and cheaper than traditional market research methods. They can get hundreds of responses within hours to questions posted on Facebook, compared to ethnographic panels that previously cost thousands and took months. For a case study, Taco Bell recruited participants on Facebook for a longitudinal ethnography on eating habits, and brought some into their test kitchen to provide direct input into product development. They have found social media is a cheaper, faster way to get on their customers' "playground" and better understand changing trends and competitor threats in a competitive fast food market.
Taco bell Social Media Strategy
Social Media strategy for those looking to increase Taco Bell customer engagement. Template based off of Hootsuite Platform.
VRIO analysis of lupin
Lupin conducted a VRIO analysis to evaluate its resources and capabilities. Most factors like manufacturing units, human resources, products, and brand awareness were found to be neither rare nor difficult to imitate in the pharmaceutical industry. However, research and development, brand equity, and social equity were considered rare but imitable. While Lupin's organization supports its goals, its temporary competitive advantage in tuberculosis drugs suggests it focus more on specialty drugs and new markets to achieve sustained advantage.
Taco bell
This document provides a social media strategy for Taco Bell. It includes an executive summary, social media audit of current platforms and competitors, objectives to increase followers and brand reputation, guidelines for brand voice and persona, and strategies using paid, owned and earned media. It also outlines roles and responsibilities, a social media policy, and critical response plans for potential issues. The overall goal is to expand Taco Bell's social media presence and boost their brand reputation through engaging new content.
Vrio analysis on ready to eat packaged food
The packaged food industry in India accounts for 32% of the total food market and is one of the largest industries. Packaging of ready-to-eat foods helps protect the food from contamination and provides convenience and product information. Tinplate packaging specifically adds value for foods like edible oils as it is safe, hygienic, tamper-proof, and easy to transport. However, ready-to-eat packaged foods can be high in salt, trans-fat, and colors, which are unhealthy and can cause blood pressure, heart, and kidney problems if consumed frequently.
Case study - Strategy Review at Chipotle
Chipotle Mexican Grill is a fast casual restaurant chain pursuing a differentiation strategy through high quality, organic ingredients, classic cooking methods, and friendly service. It has over 1500 locations across North America and Europe, with $3.21 billion in revenues in 2013. Chipotle aims to change perceptions of fast food through its "Food with Integrity" philosophy. Strengths include its brand image and sustainable food sourcing, while weaknesses include high food costs and limited menus. Opportunities for growth include international expansion and a growing market for fast casual dining. Threats include intense competition and increasing costs. Chipotle achieves competitive advantage through its valuable supply chain and operations focused on premium ingredients. Effective leadership from founders Steve Ells and Montgomery
Taco bell Social Media Strategy
Taco Bell has grown their social media presence significantly over the past 4 years. Their social media presence is focused on being humorous and innovative while engaging all age demographics. Key strategies include keeping up with trends, creating contests to engage followers, and scheduling posts to key dates. Goals are to increase awareness of their foundation and attract new customers through relatable, funny content. Metrics show growth across all platforms with high engagement and positive sentiment from followers.
Chipotle mexican grill
This document provides an overview of a Mexican grill restaurant company. It discusses the company's background and mission to change perceptions of fast food. Financial performance from 2007-2011 is summarized, showing steady revenue and net income growth. Challenges facing the industry are described, including competition and supply chain risks. A competitor analysis compares the Mexican grill chain to similar companies. The document performs internal and external analyses to identify the company's strengths and weaknesses and opportunities and threats in the macro environment. Multi-year strategic objectives and a differentiation-focused business strategy are proposed to continue the company's growth.
Cindy Moore Case Analysis For Chipotle
This document summarizes an analysis of Chipotle Mexican Grill. It includes appendices on the company's executive summary, dominant economic characteristics, PESTEL analysis, five forces analysis, driving forces, key success factors, financial analysis, resources and capabilities, weighted competitive strength analysis, strategic group map, current strategy, and SWOT analysis. The document examines Chipotle's growth strategy, competitive advantages of fresh, customizable food, and challenges such as high competition in the fast food industry. It recommends strategies like adding new menu items and improving technology to help Chipotle continue its expansion.
Taco Bell Social Media Strategy
This document outlines Taco Bell's social media strategy. The objectives are to increase engagement and followers across platforms like Instagram and Twitter by 300,000 in 6 months. The strategy involves paid advertising, owned content like contests and videos, and earned media through monitoring hashtags. Key dates are Taco Tuesdays and Cinco de Mayo. Roles include a director, manager, and coordinator. The critical response plan addresses issues like health violations or offensive employee posts.
Strategic Planning, Implementation, Monitoring and Evaluation (SPIME) for Edu...
The function of Implementation, Monitoring, and Evaluation (IME) in the Strategic Planning is a pivotal management and leadership component paving towards organizational success. The SPIME complements and completes the SWOT, environmental scanning, action plan to come out with an ideal but workable road map, blue print, milestone, in the attainment of organizational goals, values, and objectives.
On this oral and written reports, it is apparent that the SPIME is intertwined as a practical approach towards exploring the entire gamut of a CorPlan that are within the frame work of the organizational vision, mission, goals, objectives and values—in this case of an educational institution.
Chipotle - Marketing Strategy
This document outlines a marketing plan for Chipotle to expand in France. The objectives are to reach young consumers and enter new cities. Currently, Chipotle only has 4 locations in Paris. The plan proposes using food trucks to introduce the brand and menu in new cities. Marketing tactics include maintaining social media strategy, value-based pricing, and hybrid marketing channels. Implementation would involve food truck tasting events over 3 months to generate interest, followed by opening stores in 2 years in the most successful locations based on feedback. Evaluation metrics are sales, customers reached, feedback, and meeting strategic goals.
Viewers also liked (20)
Using social media to amplify the voice of the customer at taco bell
Using social media to amplify the voice of the customer at taco bell
Strategic Planning, Implementation, Monitoring and Evaluation (SPIME) for Edu...
Strategic Planning, Implementation, Monitoring and Evaluation (SPIME) for Edu...
Similar to Competitive advantage a framework
Man org session 1_intro_28th june 2012
1) The document discusses how organizations exist to leverage collective resources to achieve specific objectives like maximizing profits or social impact.
2) Organizations must compete for resources and create sustainable competitive advantages to survive and grow. They do this through developing strong market positions and core competencies.
3) An organization's structure, processes, and culture need to be designed to facilitate achieving its strategic objectives and building capabilities within the constraints of the external environment.
Strategy Presentation on Amazon
Designed presentation for group project in for GWU Strategy Formulation and Implementation course to analyze an Amazon business case.
SWOT Analysis
SWOT analysis is a tool used to evaluate the strengths, weaknesses, opportunities, and threats involved in a project or business venture. It involves identifying internal strengths and weaknesses of the organization and external opportunities and threats in the environment. The analysis is typically displayed as a matrix and is used to develop a strategy by matching internal strengths with external opportunities and converting internal weaknesses into strengths by addressing threats in the environment. Regularly updating the SWOT analysis helps organizations effectively plan how to respond to changes.
Lect 3 internal-analysis
By studying both the external and internal environments, firms can identify opportunities and threats as well as their own unique resources, capabilities, and core competencies. Internal analysis focuses on determining a firm's competitive advantages through examining its competencies, capabilities, and resources. Competencies include core, distinctive, strategic, and threshold competencies. Capabilities emerge from resources and allow firms to deploy resources to achieve goals. Core competencies are sources of competitive advantage and distinguish a firm. Building sustainable competitive advantages requires capabilities that are valuable, rare, costly to imitate, and nonsubstitutable. Firms can also analyze their value chain to understand how to create value and identify competitive advantages.
International Marketing Lecture 1
This document provides information on an international marketing course, including the instructor's contact details and office hours, an overview of topics to be covered such as global marketing concepts and identifying international market opportunities, and details on assignments such as presentations, research papers, and case studies that will involve applying international marketing tools and strategies to enter new markets.
Ammg Update 2010
Brief update of partner firms for Associated Manufacturing - a metalworking collaborative partnership - full industrial services
Utsav Mahendra : Generation and screening of project ideas
The document discusses various factors to consider when generating and screening project ideas, including monitoring the business environment, assessing a company's strengths and weaknesses, and evaluating an industry's profit potential using Porter's Five Forces model. Specifically, it outlines steps for stimulating new ideas, monitoring key sectors like the economy, technology and competition, conducting a corporate appraisal, and analyzing threats from new entrants, supplier and buyer power, and substitute products that influence an industry's profitability.
Porter 5 Forces
The document discusses Porter's five forces model for analyzing the competitiveness and attractiveness of industries. It explains the five competitive forces as the threat of new entrants, the threat of substitutes, buyer power, supplier power, and rivalry among existing competitors. It provides examples of factors that determine the degree of competition within each force. The five forces framework allows analysis of an industry's structure to determine its overall attractiveness and the sources of competitive pressure.
Strategy 2025
Strategy 2025 outlines a new vision for the Australian wine sector to address challenges like industry consolidation, climate change, and changing consumer expectations through 2025 by enhancing the reputation of Australian wine, establishing leadership in branded market segments, and improving profitability through initiatives like expanding the Wine Australia Academy's education platform and ambassador programs.
B U S I N E S S S T R A T E G Y C O N T E X T F O R O P E R A T I O N S ...
The document discusses various concepts related to operations strategy and competitive advantage. It defines operations strategy as an elaborate plan of action that positions a firm within its industry based on its capabilities. It also discusses Porter's five forces framework and lists various factors that influence competitive advantage, such as economies of scale, product differentiation, and cost advantages. Finally, it outlines different types of operations capabilities and decisions related to operations strategy.
Strategic sourcing for optimal gscm
This document discusses strategic sourcing and developing a globally integrated supply chain. It begins by outlining the benefits of strategic sourcing, such as rising profitability and competitive advantage. It then defines strategic and tactical, and discusses how sourcing is typically done incorrectly. The rest of the document provides information on developing a strategic global sourcing process, including spend analysis, goals alignment, and developing relationships with global suppliers. It emphasizes quality, product development, and project management in global sourcing.
Marketing de productos e innovaciones de alta tecnología
This document discusses barriers and challenges to successful marketing in technology businesses. It notes that many technology companies believe their products are so innovative that marketing is not needed or that customers do not understand the technology. However, the document argues that both great technology and great marketing are needed for success. It outlines that marketing involves strategic planning, understanding customer needs, and tactical activities. While standard marketing tools can be difficult to apply to technology businesses, the document provides recommendations for successful approaches including developing marketing competencies, understanding customer industries, and targeting early adopter customer segments.
Experience curve, core competence, SCA and
This document discusses key strategic management concepts including the experience curve, core competencies, sustainable competitive advantage, and corporate strategy. It provides details on:
- The experience curve which shows that unit costs decrease with cumulative production volume.
- Core competencies which are skills that provide competitive advantage and allow companies to develop new products.
- Sustainable competitive advantages like low costs, strong brands, and barriers to entry that provide long-term benefits over competitors.
- Corporate strategy which determines what businesses a company will be in and how resources are allocated among them.
Marketing Planning
The document discusses strategic marketing decisions and outlines the evolution of marketing from Marketing 1.0 to Marketing 3.0. It then covers key aspects of strategic marketing like analyzing markets and competitors, formulating strategies and programs, and implementing marketing activities both covertly through research and analyses and overtly through the marketing mix. Market-driven strategies are also discussed which begin with understanding customer needs and forming a distinctive value proposition.
Case Interviews, Killer Frameworks - Nevin Kamath and Ivy Exec
The document provides an overview of case interview frameworks that can be used to solve business problems and crack case interviews. It introduces the Business Situations framework (3 C's and a P), Strategic Pricing framework, and Ansoff Matrix (Growth 2x2). Examples are given to illustrate how each framework can be applied. The presenter's background in consulting and case interview training is also summarized.
Standardisation versus adaptation
The document discusses several topics related to marketing including product quality, market share, product line breadth, vertical integration, expenditures, marketing communication elements, new products, research and development expenditures, standardization vs adaptation, the 4Ps of marketing, and people, process and physical aspects. It provides information on how these topics relate to profitability and competitive advantage.
Strategic mangement
The document provides an overview of SWOT analysis, including its history and development at Stanford Research Institute from 1960-1970. It describes the key components of a SWOT analysis - strengths, weaknesses, opportunities, and threats - and how they relate to an organization's internal and external environment. Examples are given of strengths, weaknesses, opportunities, and threats for companies like McDonald's and Nokia to illustrate how a SWOT analysis can be conducted.
Lesson2
This document discusses quality management and competitive advantage at three levels: organizational, process, and individual performer. It defines competitive advantage as a favorable business position and describes two views - resource-based and positional. Competitive advantage requires valuable, rare, imperfectly imitable resources. Factors that drive competitive advantage include innovation, capabilities, strategic focus, demand conditions, and related/supporting industries. Competitive advantage leads to increased profitability and lower cost of capital.
Strategic intent
The document discusses strategic intent and strategic thinking. It addresses key questions around strategy including direction, markets, advantages, and resources. It outlines different strategic models that are driven by either strategic fit or strategic intent. Characteristics of strategic intent include having an ambitious dream, intellectual energy, and commitment to making new industry rules. The document also discusses approaches to competitive innovation such as building advantages, searching for loose breaks, changing terms of engagement, and competing through collaboration. Common issues discussed include a lack of urgency, conservative goals, and not venturing into new territories.
Chapter 1
This document discusses strategic marketing and becoming a market-driven organization. It emphasizes understanding customers, competitors, and markets to develop a strategy. A strategy is defined as objectives, resource deployment, and interactions with the environment. It discusses becoming customer-focused, acquiring market information, and delivering superior customer value through capabilities like new product development. The goal is to continuously create value that meets customer needs better than competitors.
Similar to Competitive advantage a framework (20)
Utsav Mahendra : Generation and screening of project ideas
Utsav Mahendra : Generation and screening of project ideas
B U S I N E S S S T R A T E G Y C O N T E X T F O R O P E R A T I O N S ...
B U S I N E S S S T R A T E G Y C O N T E X T F O R O P E R A T I O N S ...
Marketing de productos e innovaciones de alta tecnología
Marketing de productos e innovaciones de alta tecnología
Case Interviews, Killer Frameworks - Nevin Kamath and Ivy Exec
Case Interviews, Killer Frameworks - Nevin Kamath and Ivy Exec
More from Anil Kumar
Luxury today executive summary
This report examines changing perceptions of luxury and how luxury apparel brands are adapting. It finds that while quality and brand perception still influence value, loyalty alone is no longer enough - consumers now want brands that offer deeper luxury through environmental and social responsibility. Data analysis shows environmental focus strongly impacts perceived value. As needs evolve beyond materialism, consumers seek self-actualization through brands that improve society and the planet. Luxury apparel brands must recognize this shift and integrate sustainability into their products and services to remain relevant and drive future growth.
Look good feel good
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Design process improvement
The document outlines the proposed improvements to the design process at a company. It discusses updating the design department structure, implementing a new design process flow and monitoring system, and utilizing information technology. Key areas of focus include strengthening feedback between marketing and design, defining KPIs for the design department, improving the design library, and ensuring a robust design process.
Value perception luxury apparel brands
This document discusses value perception of luxury apparel brands in Singapore. It finds that consumers' perception of value is shifting, with environmental focus and need for "deeper luxury" through self-actualization becoming more important. Though quality and brand perception still positively impact value, brand loyalty can hinder adding value. The definition and perception of luxury is changing, with consumers now wanting brands that represent concerns for an improved planet beyond lavishness or status displays. A new type of luxury consumer demands brands that are both luxurious and sustainable to justify their expenditures.
Market intelligence ver1.0
Tesco has reassessed the value and product range of its apparel, cutting prices on basics and expanding its lowest-price brand F&F Basics. It aims to appeal to more customers by improving quality while protecting margins. Six global retailers including Tommy Hilfiger and Brooks Brothers have proposed setting up operations in India through joint ventures. Tommy Hilfiger plans to add 500 stores in India over five years. US retailers are fighting back against fast fashion chains like Zara and H&M by speeding up their design to retail times. Lands' End, owned by Sears, may be put up for sale for around $2 billion.
Business development strategy
The document discusses strategies to retain existing customers and attract new ones for a business. It identifies key factors for success as combining effective differentiation with cost efficiency. Maintaining on-time delivery, quality, adherence to timelines, growth in turnover, and positive customer feedback are identified as important metrics.
More from Anil Kumar (6)
Recently uploaded
Digital Marketing with a Focus on Sustainability
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdf
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
TIMES BPO: Business Plan For Startup Industry
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
DearbornMusic-KatherineJasperFullSailUni
My powerpoint presentation for my Music Retail and Distribution class at Full Sail University
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & InnovationOperational Excellence Consulting
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentationsDpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
Sattamatka.satta.matka.satta matka.kalyan weekly chart.kalyan chart.kalyan jodi chart.kalyan penal chart.kalyan today.kalyan open.fix satta.fix fix fix Satta matka nambarInnovative Uses of Revit in Urban Planning and Design
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
Income Tax exemption for Start up : Section 80 IAC
A presentation on the concept of Exemption of Profits of Start ups from Income Tax
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Best practices for project execution and delivery
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
2022 Vintage Roman Numerals Men Rings
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...❼❷⓿❺❻❷❽❷❼❽ Dpboss Kalyan Satta Matka Guessing Matka Result Main Bazar chart
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Transport Solution
The latest Heat Pump Manual from Newentide
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Profiles of Iconic Fashion Personalities.pdf
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Recently uploaded (20)
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdf
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdf
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Innovative Uses of Revit in Urban Planning and Design
Innovative Uses of Revit in Urban Planning and Design
Income Tax exemption for Start up : Section 80 IAC
Income Tax exemption for Start up : Section 80 IAC
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Competitive advantage a framework
- 2. VRIO Framework: Competitive advantage GEX PRODUCT / DESIGN COSTLY TO EXPLOITED BY VALUABLE RARE COMPETITIVE IMPLICATIONS ECONOMIC IMPLICATIONS IMITATE ORGANIZATION Yes No No Yes Competitive disadvantage Below Normal
- 3. The Links between Resources, Capabilities and Competitive Advantage INDUSTRY KEY COMPETITIVE STRATEGY SUCCESS FACTORS ADVANTAGE ORGANIZATIONAL CAPABILITIES RESOURCES TANGIBLE INTANGIBLE HUMAN •Technology •Skills/know-how •Financial •Capacity for •Reputation •Physical communication & •Culture •Know how collaboration •Motivation
- 4. Garment export Industry Structure Perfect Competition Concentration Many firms Entry and Exit Low Barriers Product Homogeneous Differentiation Product Information Perfect Information flow
- 5. Identifying Key Success Factors Pre-requisites for success Key Success Factors What do customers How does the firm want? survive competition Analysis of demand Analysis of competition • Fragmented demand • Perfect competition in • (segmented by garment differentiation with cost Combine effective market place efficiency type, style, quality, colou • Differentiation can yield • r Key differentiation variables are speed premium but rapid etc) • Customers willing to pay price of response imitation possible pricechanging fashion, style, reputation and quality to premium for • Backward integration • exclusivity and highlyvalue chain Cost efficient • Value segment quality for cost efficiency price sensitive
- 6. The Determinants of Profitability Key influences 1. The value of the product to customers 2. The intensity of competition 3. Relative bargaining power at different levels within the value chain.
- 7. THANK YOU !