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Journal of Marketing Vol. 57, No. 4 (Oct., 1993) , pp. 83-99 (17 pages) Published By: Sage Publications, Inc. https://doi.org/10.2307/1252221 https://www.jstor.org/stable/1252221 Read and download Log in through your school or library Read Online (Free) relies on page scans, which are not currently available to screen readers. To access this article, please contact JSTOR User Support. We'll provide a PDF copy for your screen reader.With a personal account, you can read up to 100 articles each month for free. Already have an account? Log in Monthly Plan
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Abstract The purpose of competitive strategy is to achieve a sustainable competitive advantage (SCA) and thereby enhance a business's performance. The authors focus on the distinctive organizational skills and resources underlying SCA in service industries and the moderating effects of the characteristics of services, service industries, and firms within an industry on the skills and resources underlying a business's competitive positional advantages. The proposed conceptual model of SCA in service industries and propositions builds on relevant literature in the fields of marketing, strategic management, and industrial organization economics. Journal Information The Journal of Marketing (JM) develops and disseminates knowledge about real-world marketing questions relevant to scholars, educators, managers, consumers, policy makers and other societal stakeholders. It is the premier outlet for substantive research in marketing. Since its founding in 1936, JM has played a significant role in shaping the content and boundaries of the marketing discipline? Publisher Information Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com Rights & Usage This item is part of a JSTOR Collection. journal article Blind Spots in Competitive AnalysisThe Academy of Management Executive (1993-2005) Vol. 7, No. 2 (May, 1993) , pp. 7-28 (22 pages) Published By: Academy of Management https://www.jstor.org/stable/4165119
Read and download Log in through your school or library Read Online (Free) relies on page scans, which are not currently available to screen readers. To access this article, please contact JSTOR User Support. We'll provide a PDF copy for your screen reader.With a personal account, you can read up to 100 articles each month for free. Get StartedAlready have an account? Log in Monthly Plan
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Abstract Competitive analysis is the cornerstone of effective strategy formulation and implementation. This analysis helps executives understand and predict strategic moves by competitors. It also allows executives to develop, select, and test appropriate strategies. However, competitive analysis is complicated and time-consuming, and it requires significant organizational resources, creativity, imagination, and insight. This complexity often breeds flawed analysis. Undetected, such analysis leads to ineffective, if not disastrous, strategies. This article highlights six potential blind spots or flaws in competitive analysis and offers guidelines for executives to safeguard against them. Journal Information Effective with the February, 2006 issue the Academy of Management Executive has changed its name to the Academy of Management Perspectives. The overall goal of the Academy of Management journals is to serve the interests of the Academy's members, and the specific goal of the new Academy of Management Perspectives (AMP) is to publish accessible articles about important issues concerning management and business. AMP articles are aimed at the non-specialist academic reader, and should also be useful for teaching. Serving both these goals more effectively requires a change in strategy and direction for the journal. Going forward, Perspectives will concentrate on two types of articles aimed at this thought leader audience. The first are accessible surveys and reviews of contemporary knowledge about management and business issues. The goal would be to make information about empirical research in management accessible to the non-expert, including students, and the focus of the reviews would have to be on the phenomena of business and management, not the development of the academic literature. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item
is part of a JSTOR Collection. What are the 6 factors of competitive advantage?The six factors of competitive advantage are: Price, location, quality, selection, speed,turnaround and service.
What analytic tools are helpful in evaluating the competitiveness of a company's costs and customer value proposition?What analytic tools are helpful in evaluating the competitiveness of a company's costs and customer value proposition? the company's cost structure. its customer value proposition. its business model.
What are the major sources of competitive advantages of an organization that can be effectively developed to support a cost leadership strategy for competing in the market?Sources of Competitive Advantage. Product Attribute Differentiation. One way to gain an advantage over competitors is by differentiating your product from theirs. ... . Customers' Willingness to Pay. ... . Price Discrimination. ... . Bundled Pricing. ... . Human Capital.. What does Michael Porter say about competitive advantage?According to Michael Porter, the author of “Competitive Advantage,” “Competitive advantage grows fundamentally out of value a firm is able to create for its buyers that exceeds the firm's cost of creating it.”
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Changes in what factors contribute to the erosion of a companys competitive advantage over time?
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