Competitive Strategy is about applying offensive or alternatively defensive actions to create a advantageous position within marketplace, with a purpose to deal with issues effectively with competitive forces in addition to come up with a much better return on investment.
Competitive Advantage cannot be fully understood by considering an organisation in general.
It comes from the variety of discrete pursuits a business carries out in developing, marketing, delivering, in addition to supporting its product or service.
Each one of these pursuits can potentially make contributions to an organisation’s relative cost position and build a basis for differentiation.
The competitive advantage model of Michael E Porter discovers that competitive strategy is about applying offensive or alternatively defensive actions to create a advantageous position within marketplace, with a purpose to deal with issues effectively with competitive forces in addition to come up with a much better return on investment.
As outlined by Porter, the basis of above-average overall performance within an Industry is considered to be sustainable competitive advantage.
On that point there are Two fundamental approaches of competitive advantage.
The basis of above-average overall performance within an Industry is considered to be sustainable competitive advantage.
- Cost advantage
Both can be a lot more broadly approached or even narrow, which leads to the feasible competitive strategy.
It means an organisation sets out to grow to be the low cost maker in its business sector.
A cost advantage, may originate from different sources such as a low-cost physical distribution system, a very efficient Assembly process, or superior sales force utilization.
It means a business strives to be distinctive in its industry along a number of proportions that are extensively sought after by buyers.
Differentiation can come from diverse factors, including the procurement of high quality raw materials, a responsive order entry system, or a superior product design.
A systematic approach of examining all the activities an organisation carries out and how they interact is essential for analyzing the sources of competitive advantage.
Strategy’s Three Key Challenges ?
Beyond Formulation: Results-oriented Strategy Leadership?
Strategic Planning: Overview, Significance & Outcomes
The Strategic Planning Process: A Fundamental View
Vision, Mission, Value & Objective Statements: What & What Not?
PESTLE Analysis of the Macro-environment: Definition & Purpose
PESTLE Analysis: 6 Core Variables
SWOT Analysis: Definition & Primary Advantages
SWOT Analysis Framework: Internal & External Scan
A Model of Competitive Advantage
Five Forces Model: Summary, Significance & Framework
Using The Five Forces Model In Industry Analysis
Generic Strategies: Concept, Framework, Performance & Risk
The Value Chain: Features, Phases, Merits & Limitations
Value Chain Analysis: Primary & Support Activities
The “Product/Market Matrix”: 4 Unique Growth Strategies