3. CCoommppeettiittiivvee AAddvvaannttaaggee
Organization acquires or develops an
attribute or combination of attributes
that allows it to outperform its
competitors.
•Natural resources, such as high grade
ores or inexpensive power
•Highly trained and skilled personnel
human resources.
•New technologies such as robotics and
information technology
4.
5. CCoommppeettiittiivvee AAddvvaannttaaggee
a firm sustains profits that exceed the average
for its industry, the firm is said to possess a
competitive advantage over its rivals. The goal of
much of business strategy is to achieve a sustainable
competitive advantage.
6. CCoommppeettiittiivvee AAddvvaannttaaggee
Competitive advantage is defined as the
strategic advantage one business entity has over its
rival entities within its competitive industry.
Achieving competitive advantage strengthens
and positions a business better within the business
environment.
19. Team’s members
1.Kanruethai Boonyarit ID 5610224008
2.Chutikan Chaiyachart ID 5610224022
3.Julalak Jirasakpisarn ID 5610224024
4.Yodthorn Ratana anan ID 5610224033
5.Warunya Wongdanee ID 5610224039
6.Sowwaluk sangeamjit ID 5610224047
7.Wilailak Sangarreekul ID 5610224049
8.Thanakit Jarasboonpaisan ID 5610224077
9.Jakkraphon Siriphatthanakul ID 5610224081
10.Nuengruthai suksodkiew ID 5610224087
Notas del editor
When a firm sustains profits that exceed the average for its industry, the firm is said to possess a competitive advantage over its rivals. The goal of much of business strategy is to achieve a sustainable competitive advantage - See more at: http://intellectualphilanthropy.org/blog/competitive-advantage-the-key-to-winning-the-market/#sthash.hs8kIyNm.dpuf
Competitive advantage is created by using resources and capabilities to achieve either a lower cost structure or a differentiated product. A firm positions itself in its industry through its choice of low cost or differentiation. This decision is a central component of the firm’s competitive strategy.
Another important decision is how broad or narrow a market segment to target. Porter formed a matrix using cost advantage, differentiation advantage, and a broad or narrow focus to identify a set of generic strategies that the firm can pursue to create and sustain a competitive advantage. Leinwand and Mainardi believe that fundamental task of capabilities-driven strategy is to integrate their three elements with their subsets to form a coherent matrix.