Abstract This paper attempts to show that research and development (R&D) is an important factor of competitiveadvantage as long as it involves the creation of marketable innovations. It points out that R&D is a rather complex procedure and it is important how R&D expenditure is managed. It also analyzes the contribution of innovation systems on leading economies, namely Japan and the USA.
Outline
Introduction
R&D and CompetitiveAdvantage R&D and Economic Growth
R&D and National Innovation Systems
R&D, A Complex Process
Characteristics of National Innovation Systems
Japanese and American National Systems of Innovation
Private Sector
Public Sector
Conclusion
Reference List
From the Paper "A century ago, technological change has been the result of random innovations made by individual and independent inventors only. However, in today's world, characterized by ever increasing global competition, companies as well as governments put their emphasis on organized innovation in their strive for accelerating the process of obtaining technological advance. Organized innovation refers to innovations as the outcome of systematic investments in research and development (R&D) in order to achieve competitive advantage."
Abstract This paper is a concise critical evaluation of the extent of sustained competitiveadvantage a firm can attain with the astute use of internal resources. The paper presents the thesis statement of the paper to outline the argument of the paper, followed by a literature review. The review of literature outlines the significance of the topic, the various internal resources available to tourism/hospitality organizations, and the efficient employment of these resources towards the goal of competitiveadvantage in light of management theories. An analysis by the author follows the literature review to critically analyze the extent of competitiveadvantage from an astute use of internal resources.
From the Paper "The tourism and hospitality industries are operating in a global environment. The extent of globalization introduces the organization working in the industry to compete beyond borders, besides the competition faced from within the local market. Therefore organizations need to be highly competitive to get hold of a greater share of consumers in the global markets. However, tourism and hospitality industries are sensitive to global fluctuations in demand and conditions (such as travel safety and seasonal shifts). Keeping this under consideration, organizations need to strengthen the use of their internal resources to solidify their operations in the fierce competition. This generates the need for organization to realize the importance of efficiently utilizing their internal resources towards organizational objectives."
Abstract It is often asked whether or not diversity is a competitiveadvantage for an organization. This paper argues that competitiveadvantage is indeed an advantage for any organization insofar as it allows a corporation to tap into new markets, into new sources of human capital, and permits the operation - from top to bottom - to become receptive to new ideas and to new modes of thinking. To support this argument, the paper looks not only at the arguments in favor of a diverse workplace, but also considers some examples of organizations which have used diversity as an effective business tool.
Abstract This paper is a concise critical evaluation of the extent to which a firm can attain a sustained competitiveadvantage with the astute use of internal resources. The paper contains a thesis statement and a literature review. The literature review outlines the significance of the topic, the various internal resources available to tourism / hospitality organizations, and the efficient employment of these resources. The review is followed by the author's analysis of the relationship between competitiveadvantage and astute use of internal resources.
From the Paper "Broadly categorizing these resources leaves us with two variations: external and internal resources. Whereas tourism and hospitability-related organizations are heavily dependant upon shifts and adaptations in external factors and resources, the internal resources are what ultimately determine the competitive advantage of these organizations. The organizations must manage their internal resources most efficiently in order to meet the challenges posed by the external operating conditions of these industries. Therefore it can be suggested that the astute use of internal resources are what gives a firm sustained competitive advantage."
Tags: tourists, travel, adventure, global, environment, information, technology, management, theory
Abstract The paper discusses how a company such as Dell computers can achieve and defend its competitiveadvantage through appropriate business strategy. The paper evaluates the success of Dell, Inc. and examines its cash flow, as well as its high performance computers at reasonable prices.
From the Paper "Dell Inc. was a struggling PC maker. Like other computer manufacturers ten years ago, Dell ordered its components in advance and carried a large amount of component or raw material inventory. Consequently, if its sales forecasts were wrong, then Dell could experience significant write-downs based on lower cost market (LCM) price adjustments. Dell decided on a new business strategy that it hoped would allow the company to develop, achieve and maintain a competitive advantage.
Tags: Achieve/Defend CompetitiveAdvantage, business strategy, Dell, computer, PC, direct sales, supply chain management, a decade of success, sustaintable competitiveadvantage
Abstract This paper focuses on environmental scanning, a process involving gathering, analyzing and dispensing information for the purpose of formulating strategic moves that will give a company a competitiveadvantage. The paper provides details on research from an environmental scan conducted for ManTech International that includes the remote, industry and operating environment. The paper also identifies changes that are expected to affect ManTech International. The author suggests how ManTech can benefit from the environmental scan by using the external and internal sources of information received from the environmental analysis to identify challenges and opportunities.
Outline:
Remote, Industry and Operating Environment
SWOT Analysis
Strategic Long Term Objectives
Conclusion
From the Paper "Formulating strategic long term objectives can be achieved through profitability, productivity, Competitive Positioning, Employee Development, Employee Relations, Technological Leadership and Public Responsibility. One of ManTech's long-term objective will involve dominating the defense contractor industry. This strategy falls under the competitive positioning strategy. Currently Lockheed Martin, our competitor holds the dominating status. The status is obtained through greatest revenue. Employee development is the second long-term objective for ManTech. Developing employees through education and training not only provide the employees with chance for higher pay and job security, but it also provides ManTech with greater productivity levels and a decrease in employee turnover."
Tags: case study, strategic planning, environmental scan
Abstract This paper discusses the strategies that Mattel is using to gain a competitiveadvantage for their line of Barbie dolls over other company's similar products such as the Bratz dolls. The paper analyzes Mattels' decision to eliminate the Ken doll in order to put a new face on Barbie, the existing rivalry between competitors in the same market, and the threat of new competitors entering the market. The paper also looks at the bargaining power of both suppliers and buyers and concludes that only if Mattel can convince young girls that Barbie is special and remains interesting and relevant to girl's lives today can Barbie survive into the 21st century.
Outline:
Intensity of Rivalry Among Existing Competitors
Threat of Entry by New Competitors
Pressure from Substitute Products
Bargaining Power of Suppliers
Bargaining Power of Buyers
From the Paper "According to Mattel's Feb 12, 2004 press release "The Break-Up of the Millennium for the 'Doll' of a Couple," after more than 43 years together, Barbie and Ken, have decided to spend some "quality" time apart. Despite the fact that anecdotal evidence suggests that Ken is a less than desirable addition to the Barbie family, often scratched off Christmas lists to make room for the purchase of additional dream house furniture and shunned by girls who would rather 'be' Barbie during playtime, the press release presents the alliance between the doll couple as a legendary romance. However, it also admits that Barbie has not always been faithful, and while Ken has been Barbie's sweetheart and supporter, "Barbie has befriended some of the world's most famous celebrities, from popular boy bands to super secret agent spies," and now she looks forward to life as a independent young woman. Barbie is now evolving into a "Cali Girl," a more carefree girl and returning to her Malibu roots."
Abstract This paper discusses the work of Michael Porter and looks at his books, "Competitive Strategy" and "CompetitiveAdvantage" in which he identifies two basic types of competitiveadvantage a firm can possess. The author discusses how many strategies there are and whether firms who follow only one strategy are 'stuck in the middle'.
Outline:
Introduction
Cost Leadership
Porter's Typology
Differentiation
Focus
Focus as a Separate Strategy
Cost focus
Differentiation Focus
'Stuck in the Middle'
Conclusion
From the Paper "In his books, Competitive Strategy (1980) and Competitive Advantage (1985) Michael Porter has identified two basic types of competitive advantage a firm can possess; low cost or differentiation. Moreover, he has formulated three generic competitive strategies aimed at achieving competitive advantage; namely, cost leadership, differentiation and focus strategies. Porter (1980) has also described a low profitability strategy which he called 'Stuck in the Middle'. At that time, the notion of generic strategy was very appealing as it seemed to offer the theoretical basis in an area which previously lacked solid theoretical foundations (Murray, 1988).
"In spite of the extensive empirical evidence which support Porter's (1980) typology of generic strategies, there has been much discussion and criticism for its conceptual limitations (Kotha & Vadlamani, 1995). It has been suggested that the focus strategy is just a special case of cost leadership or product differentiation and, therefore, there are only two competitive strategies. In this essay I will discuss how many strategies there are and whether firms who do not follow only one strategy are 'stuck in the middle'. In the following section I will review Porter's (1980) typology of the three generic strategies."
Abstract The paper examines the competitive edge by looking at the issues that face companies in today's business environment. The paper explores several large corporations such as Dell and Walmart and looks at the strategies of successful managers, the concept of outsourcing and the importance of customer satisfaction.
Outline:
Creating Barriers to Gain a Competitive Edge
Outsourcing
Marketing Strategy
Customer Satisfaction is CompetitiveAdvantage Conclusion
From the Paper "The importance of the competitive edge in the world of business today has probably never been more important than it is today. Modern technology has created a playing field that has given rise to competition and opportunities beyond the restrictions of geographic location or an office in a particular city. By the same token, it has created opportunities, and it is the skilled, motivated, and creative leadership of an organization that seizes upon the opportunities to increase their company's profit margin by meeting the competition head on, rather than pulling back in fear of it (Corrigan 2004). K. Corrigan says that a business approaches competition as a "compilation of process," and meets those competitive challenges with five pillars of performance that lead to success: strategic vision; innovation; ideas; performance, and leadership."
Abstract This paper discusses the characteristics of "The New York Post" and "USA Today" and shows how they are two of the America's major newspapers. Both are competing with each other and with other newspapers to increase their circulation and revenue. The paper discusses how in this competition, both have several competitiveadvantages.
From the Paper "One of USA Today's greatest competitive advantages is that the paper has a strong national brand and is favored by many upscale advertisers, such as De Beers and Tiffany (Gannett). As television stations focus on niche markets, advertisers are spending more of their money to reach USA Today's affluent readers. Advertising revenues were up by 17% at USA Today in 1999 (Gannett). With a market share of 12%, USA Today is the largest-selling daily newspaper in the country, enjoying a readership of 2,200,000 (Gannett, Stein). Advertisers like being able to reach so many people. USA Today recently started advertising at the bottom of its front page, attracting a big account from AT&T (Gannett). Today, the newspaper is tops in advertising and audience growth among national newspapers (Gannett)."
Tags: circulation, revenue, press, newspaper, business, marketing, media
Abstract Analysis of the success of AOL. A discussion of how competitiveadvantage in the industry is determined. AOL's delivery of high-speed internet is given as a reason for its success as well as product innovation, technology patents, PC market share, low cost and appeal to both novice and experienced users.
From the Paper "AOL has achieved competitive advantage in several key areas, including quality, innovation and customer responsiveness; in terms of efficiency, AOL has struggled to achieve and maintain a competitive advantage. In 1996, for example, the firm experienced difficulties in retaining its general audience of subscribers because of the threat posed by the burgeoning Internet service provider (ISP) industry. This was due to the emergence of national (or major) players offering services and amenities similar to those of AOL and local and regional services offering limited amenities in the form of e-mail and Internet access. Though often without the "bells and whistles" of AOL and other national providers, local ISPs represented major threats by providing lower-cost access and more timely dial-up (Semilof, 1996). Over time, AOL elected to employ a blitz marketing strategy to enhance customer responsiveness, while also offering a "one-price" monthly access fee (Direct Marketing, 1998). Innovation, in the form of new services and amenities, as well as enhanced access and dial-up speed, have been key elements in the firm's strategy for maximizing competitive advantage for the past three years this also speaks to issues related to efficiency as AOL has worked to respond to customer complaints regarding slow access and online waits. Recently, as Electronic Advertising and Marketplace (1999) reported, AOL has elected to pursue innovation and customer responsiveness by engaging in co-marketing strategies with partners such as eBay, an online auction service; other partnering agreements that have been beneficial to AOL include more than 60 Internet sites including HotBot, InfoSeek, WebTV and Netscape. Finally, innovation is clearly an AOL priority in that the firm is moving to get inside every possible "information appliance," including pocket organizers, Plan computers, the PCS smart phone, TV, and mini-Web terminals via its partnership with Gateway Computer Systems (Yang, 1999). Via innovation, AOL hopes to increase customer responsiveness and realize efficiencies through multiple selling - turning an existing customer base into a more diversified base.
Competitive advantage in the industry is determined via two measures: 1) customer responsiveness, measured in terms of subscribers; and 2) innovation, determined by product and service differentiation and the speed with which innovative technologies and new devices/uses are brought to market. The industry is the center of rivalry between giant Microsoft and its advantage obtained via its Windows monopoly in PC operating systems on the one hand, and AOL on the other. AOL made its $4.7 billion in revenues in 1998 on dial-up Internet access services, advertising sales, and e-commerce; Microsoft, conversely, banked its $19 billion in cash reserves because it created first-to-market software and operating platforms that have become ubiquitous (assuming the shape and influence of a virtual monopoly (Yang, 1999). AOL has elected to focus its efforts to date on the consumer access market, leaving the field open to Microsoft and others in the business applications sector (News Bytes News Network, 2000). This suggests that for AOL, competitive advantage is very much linked to such variables or building blocks as customer responsiveness and innovation; AOL accounts for 40 percent of consumer access subscribers. Overall, each of the building blocks of competitive advantage have played and are expected to continue playing roles of some significance in shaping the industry as a whole. Innovation will most probably drive competition in the future (Vickers, 2000); information appliances will be initially a niche market, and as costs for products come down, a more expansive market segment."
Abstract This paper will look into some of the practices that are followed by small business establishments to stay afloat and profitable in this highly-competitive marketplace. The findings will be based on research conducted on various small entrepreneurial firms, and the practical implications for small-scale entrepreneurs will be discussed in general.
Abstract The paper relates that in 1990, Michael E. Porter introduced his treatise on global economic inter-connectivity in "The CompetitiveAdvantage of Nations." Porter's work focuses not merely on the laws of supply and demand, as has traditionally been the core premise of most economic theories, but instead attributes economic successes and failures to strategic positioning. This paper critiques Porter's theories.
From the Paper "Countries and organizations that take advantage of opportunities and maintain their core strengths tend to succeed, while countries and organizations that succumb to threats and their internal weaknesses tend to fail. This theory of strategies positioning was developed by Porter after quantitative and qualitative analysis in which he assessed the outcomes of decisions made by four industries and ten countries."
Abstract This paper discusses how organizational leadership in the western tradition can be significantly different than in Eastern cultures, such as China. It particularly focuses on Guanxi and discusses whether it can be a source of sustained competitiveadvantage for doing business in China. The paper presents a research proposal that details differences in the application of the Guanxi organizational model across the three different organizations.
Table of Contents:
Statement of Problem/Proposal Introduction
Review of Literature
Research Question
Setting
Methodology
Expected Results
From the Paper "Each setting will receive one hundred quantitative questionnaires that contain questions regarding the utilization of Guanxi in the business in which they work. The questionnaires will be distributed across the hierarchy of the system and will include questions regarding the perceived value of Guanxi as well as the perceived drawbacks, i.e. with regard to doing business for or with a foreign owned business all the questions in these sections will be ratings based on a scale from 1-10. The questionnaire will also ask yes or no questions with regard to the perceived ethics of several Guanxi based scenarios, without using the terminology, to compare the results of the three locations with regard to the perception of solutions gleaned from this method of organization. The anonymity of answers will be stressed in a disclaimer outlining the purpose and reasons for the study and how it will be utilized. The questionnaires will be distributed using email. All organization participants will be informed of the timing of emailed questionnaires so they will be made aware that their employees may need 15 minutes to an hour to fill out answers. The organization can use its own discretion as to whether it will compensate employees for this time or if they will be asked to fill out the questionnaire on their own time."
A review of business strategy and strategic rationale for competitiveadvantage, as discussed in "Strategy as Action: Competitive Dynamics and CompetitiveAdvantage," by C. Grimm, K. Smith and H. Lee.
Abstract This paper discusses the book entitled "Strategy as Action: Competitive Dynamics and CompetitiveAdvantage," written by C. Grimm, K. Smith and H. Lee. The paper first discusses the book in relation to general managerial economics as applied for competitiveadvantage. The paper then discusses the relationship between establishing a sound economic justification for business strategy and strategic rationale. It also provides various examples from the literature used to support these observations.
Table of Contents:
Abstract
Overview
Major Themes
Economic Integration
Conclusion
From the Paper "Such a mentality at the managerial and executive level within a given organization allows the company, no matter how large or hierarchical in nature, to respond more quickly and more effectively to both threats and opportunities in the marketplace. In such an environment, while there still exists many real and unforeseeable market threats, the market itself is reduced as close to the concept of perfect competition as it likely can be (Besanko, Dranove, Shanley & Schaefer, 2006, p.208). In this ideal type of market companies compete in a relatively level playing field of opportunity where there are sufficient consumers, a market price completely arrived at by market forces, and a market not controlled by any single competitor or supplier. By framing the global market in such a context, the authors of Strategy as Action: Competitive Dynamics and Competitive Advantage becomes a field manual for contemporary organizations in the global economy."
