Competitive Advantage - Revision history

User at 10:57, 1 July 2023

2023-07-01T10:57:56Z

User at 21:07, 14 December 2022

2022-12-14T21:07:24Z

User at 20:58, 14 December 2022

2022-12-14T20:58:40Z

Show changes

User at 22:36, 29 November 2022

2022-11-29T22:36:35Z

User: The LinkTitles extension automatically added links to existing pages (https://github.com/bovender/LinkTitles).

2021-02-06T14:41:51Z

The LinkTitles extension automatically added links to existing pages (https://github.com/bovender/LinkTitles).

Show changes

User at 22:38, 12 February 2019

2019-02-12T22:38:11Z

User: /* Competitive Advantage Strategy */

2019-02-12T22:37:35Z

Competitive Advantage Strategy

User at 18:42, 12 February 2019

2019-02-12T18:42:06Z

User: /* See Also */

2019-02-12T18:41:14Z

User at 18:19, 12 February 2019

2019-02-12T18:19:33Z

@@ Line 76: / Line 76: @@
 *[[Strategic Planning]]
 *[[IT Optimization]]
-*[[IT Strategy (Information Technology Strategy)]]
+*[[IT Strategy (Information Technology Strategy)|IT Strategy]]
 *[[Competing Values Framework]]
 *[[Competitive Analysis]]

@@ Line 62: / Line 62: @@
 Therefore, both corporate identity and core competencies are underlying internal factors of competitive advantage.
-*Corporate Identity: The [[Operating Model|operational model]] for [[Brand Management|managing corporate reputation and image]] of Gray and Balmer (1998) proposes that corporate identity, communication, image, and reputation the fundamental components of the process of creating competitive advantage. Corporate identity through corporate communication creates corporate image and reputation, with an end result of competitive advantage. Corporate identity is the reality of an organization. It refers to the distinct characteristics or core competencies of the organization. It is the mental picture of the company held by its audiences. Corporate communication refers to all the official and informal communication sources, through a variety of media, by which the company [[Outsourcing|outsources]] its identity to its audiences or stakeholders. Corporate communication is the bridge between corporate identity and corporate image or reputation.
+*Corporate Identity: The [[Operating Model|operational model]] for [[Brand Management|managing corporate reputation and image]] of Gray and Balmer (1998) proposes that corporate identity, communication, image, and reputation the fundamental components of the process of creating competitive advantage. Corporate identity through corporate communication creates corporate image and reputation, with an end result of competitive advantage. Corporate identity is the reality of an organization. It refers to the distinct characteristics or core competencies of the organization. It is the mental picture of the company held by its audiences. Corporate communication refers to all the official and informal communication sources, through a variety of media, by which the company outsources its identity to its audiences or stakeholders. Corporate communication is the bridge between corporate identity and corporate image or reputation.
-The above-stated process has two main objectives, namely to [[Brand Recognition|create the intended image in the minds of the company’s principal constituents]] and managing the process to create a favourable reputation in the minds of the important stakeholders. Gray and Balmer (1998) say that a strong image can be built through a coordinated [[Brand Strategy|image-building campaign]] and reputation, on the other hand, requires a praiseworthy identity that can only be shaped through consistent performance.
+The above-stated process has two main objectives, namely to [[Brand Recognition|create the intended image in the minds of the company’s principal constituents]] and managing the process to create a favorable reputation in the minds of the important stakeholders. Gray and Balmer (1998) say that a strong image can be built through a coordinated [[Brand Strategy|image-building campaign]] and reputation, on the other hand, requires a praiseworthy identity that can only be shaped through consistent performance.
 *[[Core Competencies]]: A core competency is a concept introduced by Prahalad and Hamel (1990). Core competencies are part of the corporate identity; they form the foundation of corporate competitiveness. The competitiveness of a company is based on the ability to develop core competencies. A core competency is, for example, a specialised knowledge, technique, or skill. Yang (2015) concluded, with the examination of a long-term development model, that developing core competencies and effectively implementing core capabilities are important strategic actions for any enterprise in order to pursue high long-term profits. In the end, real advantage can be created by the management’s ability to unify corporate-wide technologies and production skills into competencies that capacitate individual businesses to adapt quickly to changing opportunities.

@@ Line 83: / Line 83: @@
 [[Competitive Position]]<br />
 [[Competitive Environment]]<br />
 [[Competitive Advantage of Nations]]<br />
 [[Competitive Advantage Framework]]<br />

@@ Line 26: / Line 26: @@
 **Cost-focus: Lowest-cost producer in a narrow market segment
 **Differentiation-focus: Differentiated products/services in a narrow market segment
 == Types of Competitive Advantage ==

@@ Line 13: / Line 13: @@
 == Competitive Advantage Strategy ==
-'''Strategies for Competitive Advantage'''<ref>What are the Strategies for for Gaining Competitive Advantage? [https://corporatefinanceinstitute.com/resources/knowledge/strategy/competitive-advantage/ CFI]</ref>
+'''Strategies for Competitive Advantage'''<ref>What are the Strategies for for Gaining Competitive Advantage? [https://corporatefinanceinstitute.com/resources/knowledge/strategy/competitive-advantage/ CFI]</ref><br />
 There are three strategies for establishing a competitive advantage: Cost Leadership, Differentiation, and Focus (Cost-focus and Differentiation-focus).
@@ Line 26: / Line 26: @@
 **Cost-focus: Lowest-cost producer in a narrow market segment
 **Differentiation-focus: Differentiated products/services in a narrow market segment
 == Types of Competitive Advantage ==

@@ Line 87: / Line 87: @@
 [[Competitive Advantage Framework]]<br />
 [[Competitive Pricing]]
 == References ==

← Older revision		Revision as of 18:41, 12 February 2019
Line 73:		Line 73:
	== See Also ==		== See Also ==

		+	[[Business Strategy]]<br />
		+	[[Five Forces Model]]<br />
		+	[[Strategic Planning]]<br />
		+	[[IT Optimization]]<br />
		+	[[IT Strategy (Information Technology Strategy)]]<br />
		+	[[Competing Values Framework]]<br />
		+	[[Competitive Analysis]]<br />
		+	[[Competitive Intelligence (CI)]]<br />
		+	[[Competitive Position]]<br />
		+	[[Competitive Environment]]<br />
		+	[[Competitive Forces]]<br />
		+	[[Competitive Advantage of Nations]]<br />
		+	[[Competitive Advantage Framework]]<br />
		+	[[Competitive Pricing]]

	== References ==		== References ==

← Older revision		Revision as of 18:19, 12 February 2019
Line 1:		Line 1:
−	Business Dictionary defines '''Competitive Advantage'''as a "superiority gained by an [[Organization\|organization]] when it can provide the same value as its competitors but at a lower price, or can charge higher prices by providing greater value through[[Differentiation Strategy\| differentiation]]." Competitive advantage results from matching core competencies to the opportunities.<ref>Definition: What is Competitive Advantage? [http://www.businessdictionary.com/definition/competitive-advantage.html Business Dictionary]</ref>	+	Business Dictionary defines '''Competitive Advantage''' as a "superiority gained by an [[Organization\|organization]] when it can provide the same value as its competitors but at a lower price, or can charge higher prices by providing greater value through[[Differentiation Strategy\| differentiation]]." Competitive advantage results from matching core competencies to the opportunities.<ref>Definition: What is Competitive Advantage? [http://www.businessdictionary.com/definition/competitive-advantage.html Business Dictionary]</ref>