Firm Resources And Sustained Competitive Advantage

specifically in the segment related to cleaning products, gain competitive advantage. The survey was conducted considering the perceptions of manufacturers and retailers about the physical distribution services. As a theoretical foundation it was used the resource-based view (RBV) including concepts of value, competitive advantage and competitive strategies, as well, the concepts of physical distribution and logistics. The exploratory research type and a descriptive qualitative…

intensamente dos ativos intangíveis tem mostrado a crescente importância desses ativos na manutenção de suas vantagens competitivas e, conseqüentemente, dos seus valores econômicos. Esse ponto de vista é consistente com a Visão Baseada em Recursos (Resource-based view). A influência relativa dos ativos intangíveis sobre o valor das empresas pode variar por diversas razões: em função do setor de atividade, do ciclo de vida do produto e da empresa, da missão das empresas, entre…

HIGHLY COMPETITIVE ENVIRONMENTS: THE MOBILE TELEPHONE SECTOR IN MINAS GERAIS ABSTRACT In competitive environments it is essential that companies continuously innovate resources, capabilities and skills to quickly face demands from external sources. Some authors such as Hitt, Ireland and Hoskinsson, 200 and Hamel e Prahalad, 1995, state that core competencies promote competitive advantages and above average returns that persist until competition imitates or surpasses them. Others,…

7e MICHAEL R. BAYE MICHAEL R. BAYE MANAGERIAL ECONOMICS AND BUSINESS STR ATEGY MICHAEL R. BAYE Managerial Economics and Business Strategy Nash Equilibrium • Predatory Elasticity • Vertical Pricing • Mergers & Acquisitions • Pricing • Demand Marginal Foreclosure • Penetration Cost • Bottlenecks • First-Mover Advantage • Signaling • Learning Curve • Marginal Revenue • Repeated Games • Microsoft • Screening • Network Two-Part Effects • Antitrust •…

efficiencies in a dynamic business environment December 2010 / White Paper by Brandi McManus, Solutions VP, Strategic Communications and Melissa O’Mara, Solutions VP, Green Buildings Solutions Make the most of your energy SM Summary I. Executive Summary ......................................................................................... 3 II. Energy and the Corner Office .......................................................................... 4 The cost of business as…

THE SIX SIGMA WAY This page intentionally left blank. THE SIX SIGMA WAY How GE, Motorola, and Other Top Companies Are Honing Their Performance PETER S. PANDE ROBERT P. NEUMAN ROLAND R. CAVANAGH McGraw-Hill New York San Francisco Washington, D.C. Auckland Bogotá Caracas Lisbon London Madrid Mexico City Milan Montreal New Delhi San Juan Singapore Sydney Tokyo Toronto Copyright © 2000 by The McGraw-Hill Companies, Inc. All rights reserved. Manufactured in the United States…

p. 61) demonstra claramente a sua visão do conceito de estratégia quando afirma que "eficácia operacional não é estratégia". Essa afirmação encontra a oposição de Hayes e Upton (1998), defensores da visão baseada em recursos (do termo em inglês resource-based view - RBV). Para esses autores, quando a eficácia operacional é baseada nas capacitações que estão embutidas nas pessoas e nos processos operacionais de uma empresa, ela não somente sustenta a posição competitiva da organização como também

Competitive advantage, customisation and a new taxonomy for non make-to-stock companies Faculdade de Economia do Porto, Porto, Portugal Department of Management Science, The Management School, Lancaster University, Lancaster, UK Keywords Competitive advantage, Customization, Empirical study, Manufacturing, Production planning Abstract Presents a new taxonomy for the non make-to-stock sector to enable a like-with-like comparison, arguing that existing taxonomies within the literature…

leadership strategy. Over the last decades several approaches for generic strategy formation were proposed, based on companies’ abilities to differentiate their offer based on uniqueness or low price, to lock-out competitors and attract customers and complementors through good and well structured relationships, or even getting so close to the customers that a kind of intimacy could be achieved. Considering that it is not an easy task to speak of archetypes, we tried to show that…

all our energy and Six Sigma science to move the mean [delivery time] to… 12 days. The problem is, as has been said, ‘the mean never happens,’ and the customer is still seeing variances in when the deliveries actually occur—a heroic 4-day delivery time on one order, with an awful 20-day delay on another, and no real consistency… variation is evil.” Welch’s statement was prompted by a growing awareness that time is nearly as important an improvement metric as is quality—and that reducing