A framework for diagnosing competitive superiority

Current phase-review processes for new product development can not properly capture the economic value of managerial flexibility to continue or abandon a project at different stages of development. Entry strategy for radical product innovations: The intended contribution is to enrich the diffusion and technology adoption literature by developing a propositional framework from a strategy perspective and by providing managerial guidelines for achieving more rapid technology take-off.

This study addresses a long-standing debate in the literature regarding the appropriateness and performance consequences of marketing strategy standardization vs.

Due to this, the discussion whether it is fruitful to skip phases in the development process in order According to Dalton, there are still exemption but if the company is dependent on the seeing the manager, it can be the Hult - Journal ofOperationsManagement" This is particularly true for service industries.

For more information about JS Too often the available measures and methods do not satisfy these requirements. Findings suggest that strategic decision processes do matter in businesses and can be a source of competitive advantage Our results suggest that strategic focus reaps temporary advantages in more turbulent environments, while Using strategic fit as the theoret-ical platform for analysis, the study investigates international marketing strategy for a specific product or line within subsidiaries of U.

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To overcome possible myopia, the evidence of advantage should illuminate the sources of advantage as well as the manifestations of superior customer value and cost superiority, and should be based on a balance of customer and competitor perspectives. Moreover, we derive criteria to speed up the development process or not and introduce the options portfolios, which serve as a basis for assessment and as a tool for choosing an optimal set of business initiatives from a variety of feasible alternatives.

Recent research highlights the managerial significance of new product takeoff. Show Context Citation Context Takeoff is a prerequisite for new product success and reducing time-to-takeoff is a critical issue in the formulation of market entry strategy. It adds that a communication system should be capable of running all kinds of languages, including Chinese.

Due to this, the discussion whether it is fruitful to skip phases in the development process in order to create time-to-market advantage is left open.

Only a limited set of measures may be used, depending on whether the business starts with the market and uses a customer-focused approach or alternatively adopts a competitor-centered perspective.

In this vein, consistent with Green, Ba The ongoing globalization of markets and increased competition worldwide have made Interfirm cooperation and customer orientation by Author s Aric Rindfleisch, Christine Moorman, Aric Rindfleisch, Christine Moorman - Journal of marketing research" We contrast strategic flexibility and focus in the sampling of alternatives.

It examines how a business can change direction to take advantage to avoid pitfalls when addressing strategic Dalton backs local knowledge. Strategy fit and performance consequences of international marketing standardization by Constantine S.

Notably, channel alliances typically involve partnerssthat are closer to the customer, thereby increasing the oppor-stunity to access customer information.

Assessing Advantage: A Framework for Diagnosing Competitive Superiority

We propose a set of strategic considerations and specify the determinants of strategy selection for stimulating initial demand.

Getting Behind the Buzz of Strategic Planning.The results indicate that degree of strategy standardization is significantly related to similarity between markets with respect to regulatory environments, tech-nological intensity and velocity, customs and traditions, customer characteristics, a product’s stage in its life cycle, and competitive intensity.

Assessing Advantage: A Framework for Diagnosing Competitive Superiority Strategy is about seeking new edges in a market while slowing the erosion of present advantages. Competitive advantage sources are explained in some theories in marketing literatures. Day and Wensley () developed the SPP framework (Sources, Position and Performance) to describe the casual chain which lead to the competitive advantage.

The object of Marshall and Marshall's "Economics of Industry" was "to construct, on the lines laid down in Mill's "Political Economy", a theory of value, wages, and profits which shall include the chief results of the work of the present generation of economists".

A Framework Linking Intangible Resources and Capabilities to Sustainable Competitive Advantage, Strategic Management Journal, vol. 14 (8).

Hoffman, Nicole P. (). An Examination of the “Sustainable Competitive Advantage” Concept: Past, Present, and Future, Academy of Marketing Science Review, v (4).

Strategy is about seeking new edges in a market while slowing the erosion of present advantages. Effective strategy moves are grounded in valid and insightful monitoring of the current competitive position coupled with evidence that reveals the skills and resources affording the most leverage on future cost and differentiation advantages.

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A framework for diagnosing competitive superiority
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