The paper explores the usefulness of analysing firins froin the resource side rather than from the product side. In analogy to entry barriers and growth-share lnatrices, the concepts of resource position barrier and resource-product lnatrices are suggested. These tools are then used to highlight the new strategic options which naturallyemergefroin theresource perspective. Read more on ⊕
The resource-based view (RBV) as a basis for the competitive advantage of a firm lies primarily in the application of a bundle of valuable tangible or intangible resources at the firm’s disposal (Wernerfelt, 1984, p172; Rumelt, 1984, p557-558; Penrose, 1959). To transform a short-run competitive advantage into a sustained competitive advantage requires that these resources are heterogeneous in nature and not perfectly mobile:105–106 (Peteraf, 1993, p180). Effectively, this translates into valuable resources that are neither perfectly imitable nor substitutable without great effort (Barney, 1991:117).
In addition, through a consistent and sophisticated bundling of activities, their mutual reinforcement can help to further differentiate individual capabilities. Read more on ⊕
A sustainable competitive advantage occurs when an organization acquires or develops an attribute or combination of attributes that allows it to outperform its competitors. These attributes can include access to natural resources or access to highly trained and skilled personnel human resources. It is an advantage (over the competition), and must have some life; the competition must not be able to do it right away, or it is not sustainable. It is an advantage that is not easily copied and, thus, can be maintained over a long period of time. Competitive advantage is a key determinant of superior performance, and ensures survival and prominent placing in the market. Superior performance is the ultimate, desired goal of a firm; competitive advantage becomes the foundation. It gives firms the ability to stay ahead of present or potential competition and ensure market leadership. Read more on ⊕
Source: Boundless. “Sustainable Competitive Advantage.” Boundless Marketing. Boundless, 20 Sep. 2016. Retrieved 26 Nov. 2016 from https://www.boundless.com/marketing/textbooks/boundless-marketing-textbook/marketing-strategies-and-planning-2/the-strategic-planning-process-24/sustainable-competitive-advantage-136-4087/
This paper is a case study that investigates the activities of the Nigerian Tourism Development Corporation (NTDC) in relation to the environmental marketing strategies of hotels in the Nigerian hospitality industry. Specifically, it studies the relationship between resources and capabilities as drivers of the environmental marketing strategy of hotels. Building on the resources-base view, this study explains the drivers and outcomes of environmentally friendly marketing strategies in the Nigeria hotel services. It is a survey research design in which data that were collected from 152 hotels personnel reveals that possessing sufficient physical and financial resources is an instrument towards achieving effective green marketing strategies. Furthermore, the study confirms that there is a significant effect of environmental marketing strategy on the competitive advantage level in the hospitality industry. Read more on ⊕
A blog that lists some examples of intangible capability can be seen on ⊕
This page curates resources around SEMCO, a Brazilian company that has a radical organisational structure. Founded by Richardo Semler⊕, the company is now known as SEMCO partners⊕.
Ricardo Semler (born 1959 in São Paulo) is the CEO and majority owner of Semco Partners, a Brazilian company best known for its radical form of industrial democracy and corporate re-engineering.
Strategic planning by Jane Clarke⊕
The Standard International Trade Classification which is a statistical classification of the commodities entering external trade. The current international standard is the SITC, Revision 3.⊕