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Resource-based View
The resource-based view (RBV) is a managerial framework used to determine the strategic resources a firm can exploit to achieve sustainable competitive advantage. Barney's 1991 article "Firm Resources and Sustained Competitive Advantage" is widely cited as a pivotal work in the emergence of the resource-based view. However, some scholars argue that there was evidence for a fragmentary resource-based theory from the 1930s. RBV proposes that firms are heterogeneous because they possess heterogeneous resources, meaning firms can have different strategies because they have different resource mixes. The RBV focuses managerial attention on the firm's internal resources in an effort to identify those assets, capabilities and competencies with the potential to deliver superior competitive advantages. Origins and background During the 1990s, the ''resource-based view'' (also known as the ''resource-advantage theory'') of the firm became the dominant paradigm in strategic planning. RBV can ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Positioning (marketing)
Positioning refers to the place that a brand occupies in the minds of the customers and how it is distinguished from the products of the competitors and different from the concept of brand awareness. In order to position products or brands, companies may emphasize the distinguishing features of their brand (what it is, what it does and how, etc.) or they may try to create a suitable image (inexpensive or premium, utilitarian or luxurious, entry-level or high-end, etc.) through the marketing mix. Once a brand has achieved a strong position, it can become difficult to reposition it. Positioning is one of the most powerful marketing concepts. Originally, positioning focused on the product and with Al Ries and Jack Trout grew to include building a product's reputation and ranking among competitor's products. Schaefer and Kuehlwein extend the concept beyond material and rational aspects to include 'meaning' carried by a brand's mission or myth. Primarily, positioning is about "the plac ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Porter's Five Forces Analysis
Porter's Five Forces Framework is a method of analysing the operating environment of a competition of a business. It draws from industrial organization (IO) economics to derive five forces that determine the competitive intensity and, therefore, the attractiveness (or lack thereof) of an industry in terms of its profitability. An "unattractive" industry is one in which the effect of these five forces reduces overall profitability. The most unattractive industry would be one approaching "pure competition", in which available profits for all firms are driven to normal profit levels. The five-forces perspective is associated with its originator, Michael E. Porter of Harvard University. This framework was first published in ''Harvard Business Review'' in 1979. Porter refers to these forces as the microenvironment, to contrast it with the more general term macroenvironment. They consist of those forces close to a company that affects its ability to serve its customers and make a pr ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Jay Barney
Jay B. Barney (born October 8, 1954) is an American professor in strategic management at the University of Utah, Early life and education Jay Barney was born in Walnut Creek, California on October 8, 1954. He spent his formative years in San Bruno, California and graduated from San Carlos High School in San Carlos, California in 1972. He attended Brigham Young University in Provo, Utah where he majored in sociology. He graduated from BYU, summa cum laude, in December 1974 and began the Doctor of Philosophy program in sociology at Yale University in New Haven, Connecticut in 1976. Career Barney joined the faculty at the Anderson Graduate School of Management at UCLA in 1980. He moved to the Mays Business School at Texas A&M University in 1986, then to the Fisher College of Business at the Ohio State University in 1994, where he held the Chase Chair for Excellence in Corporate Strategy, and then to the Eccles School of Business at the University of Utah in 2012, where he he ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
George S
George may refer to: People * George (given name) * George (surname) * George (singer), American-Canadian singer George Nozuka, known by the mononym George * George Washington, First President of the United States * George W. Bush, 43rd President of the United States * George H. W. Bush, 41st President of the United States * George V, King of Great Britain, Ireland, the British Dominions and Emperor of India from 1910-1936 * George VI, King of Great Britain, Ireland, the British Dominions and Emperor of India from 1936-1952 * Prince George of Wales * George Papagheorghe also known as Jorge / GEØRGE * George, stage name of Giorgio Moroder * George Harrison, an English musician and singer-songwriter Places South Africa * George, Western Cape ** George Airport United States * George, Iowa * George, Missouri * George, Washington * George County, Mississippi * George Air Force Base, a former U.S. Air Force base located in California Characters * George (Peppa Pig), a 2-yea ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Gary Hamel
Gary P. Hamel (born 1954) is an American management consultant. He is a founder of Strategos, an international management consulting firm based in Chicago. Biography Hamel graduated from Andrews University in 1975, and from Ross School of Business at the University of Michigan in 1990. Hamel has worked as a visiting professor of International Business at the University of Michigan and at Harvard Business School; he currently teaches as a visiting Professor of Strategic Management at the London Business School. Work Gary Hamel is the originator (with C.K. Prahalad) of the concept of core competencies. He is also the director of the Woodside Institute, a nonprofit research foundation based in Woodside, California. He was a founder of the consulting firm Strategos, serving as chairman until 2003. The UTEK Corporation acquired Strategos in 2008 in an all-stock transaction as reported by the SEC. In 2012 Strategos became an independent strategy and innovation consultancy on ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Shelby D
Shelby may refer to: Places United States * Shelby, Alabama, a census-designated place and unincorporated community * Shelby, Idaho * Shelby, Indiana, an unincorporated town * Shelby, Iowa, a city * Shelby, Oceana County, Michigan, a village * Shelby, Mississippi, a city * Shelby, Missouri, an unincorporated community * Shelby, Montana, a city * Shelby, Nebraska, a village * Shelby, New York, a town * Shelby, North Carolina, a small city * Shelby, Ohio, a city * Shelby, Texas, an unincorporated town * Shelby, Virginia * Shelby, Wisconsin, a town ** Shelby (community), Wisconsin, an unincorporated community * Camp Shelby, a military post adjacent to Hattiesburg, Mississippi * Fort Shelby (Michigan), a military fort in Detroit, in use from 1779 to 1826 * Fort Shelby (Wisconsin), an American military installation built in 1814 and destroyed by the British in 1815 * Shelby County (other) * Shelby Township (other) Elsewhere * Mount Shelby, a mountain in Ant ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Assets
In financial accounting, an asset is any resource owned or controlled by a business or an economic entity. It is anything (tangible or intangible) that can be used to produce positive economic value. Assets represent value of ownership that can be converted into cash (although cash itself is also considered an asset). The balance sheet of a firm records the monetaryThere are different methods of assessing the monetary value of the assets recorded on the Balance Sheet. In some cases, the ''Historical Cost'' is used; such that the value of the asset when it was bought in the past is used as the monetary value. In other instances, the present fair market value of the asset is used to determine the value shown on the balance sheet. value of the assets owned by that firm. It covers money and other valuables belonging to an individual or to a business. Assets can be grouped into two major classes: tangible assets and intangible assets. Tangible assets contain various subclasses, inc ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Competitive Advantage
In business, a competitive advantage is an attribute that allows an organization to outperform its competitors. A competitive advantage may include access to natural resources, such as high-grade ores or a low-cost power source, highly skilled labor, geographic location, high entry barriers, and access to new technology and to proprietary information. Overview The term ''competitive advantage'' refers to the ability gained through attributes and resources to perform at a higher level than others in the same industry or market (Christensen and Fahey 1984, Kay 1994, Porter 1980 cited by Chacarbaghi and Lynch 1999, p. 45). The study of this advantage has attracted profound research interest due to contemporary issues regarding superior performance levels of firms in today's competitive market. "A firm is said to have a competitive advantage when it is implementing a value creating strategy not simultaneously being implemented by any current or potential player" (Barney 1991 cited ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Tautology (logic)
In mathematical logic, a tautology (from el, ταυτολογία) is a formula or assertion that is true in every possible interpretation. An example is "x=y or x≠y". Similarly, "either the ball is green, or the ball is not green" is always true, regardless of the colour of the ball. The philosopher Ludwig Wittgenstein first applied the term to redundancies of propositional logic in 1921, borrowing from rhetoric, where a tautology is a repetitive statement. In logic, a formula is satisfiable if it is true under at least one interpretation, and thus a tautology is a formula whose negation is unsatisfiable. In other words, it cannot be false. It cannot be untrue. Unsatisfiable statements, both through negation and affirmation, are known formally as contradictions. A formula that is neither a tautology nor a contradiction is said to be logically contingent. Such a formula can be made either true or false based on the values assigned to its propositional variables. The dou ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Porter 5 Forces Analysis
Porter's Five Forces Framework is a method of analysing the operating environment of a competition of a business. It draws from industrial organization (IO) economics to derive five forces that determine the competitive intensity and, therefore, the attractiveness (or lack thereof) of an industry in terms of its profitability. An "unattractive" industry is one in which the effect of these five forces reduces overall profitability. The most unattractive industry would be one approaching "pure competition", in which available profits for all firms are driven to normal profit levels. The five-forces perspective is associated with its originator, Michael E. Porter of Harvard University. This framework was first published in ''Harvard Business Review'' in 1979. Porter refers to these forces as the microenvironment, to contrast it with the more general term macroenvironment. They consist of those forces close to a company that affects its ability to serve its customers and make a ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Core Competency
A core competency is a concept in management theory introduced by C. K. Prahalad and Gary Hamel.Prahalad, C.K. and Hamel, G. (1990)The core competence of the corporation", Harvard Business Review (v. 68, no. 3) pp. 79–91. It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace" and therefore are the foundation of companies' competitiveness. Core competencies fulfill three criteria: # Provides potential access to a wide variety of markets. # Should make a significant contribution to the perceived customer benefits of the end product. # Difficult to imitate by competitors. For example, a company's core competencies may include precision mechanics, fine optics, and micro-electronics. These help it build cameras, but may also be useful in making other products that require these competencies. Background A core competency results from a specific set of skills or production techniques that deliver additional ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Marketing Strategy
Marketing strategy allows organizations to focus limited resources on best opportunities to increase sales and achieve a competitive advantage in the market. Strategic marketing emerged in the 1970s/80s as a distinct field of study, further building on strategic management. Marketing strategy highlights the role of marketing as a link between the organization and its customers, leveraging the combination of resources and capabilities within an organization to achieve a competitive advantage (Cacciolatti & Lee, 2016). Marketing management versus marketing strategy The distinction between "strategic" and "managerial" marketing is used to distinguish "two phases having different goals and based on different conceptual tools. Strategic marketing concerns the choice of policies aiming at improving the competitive position of the firm, taking account of challenges and opportunities proposed by the competitive environment. On the other hand, managerial marketing is focused on the imple ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
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