Competitive advantage price

Establishing alternative plasticisers and material systems on the market is correspondingly difficult. This is especially the case for new substances (hypothesis 2). These competitive advantages (high volumes, low price, extensive examined existing substances) can only be overcome by companies with considerable capital, who manufacture DEHP themselves ( The existing chemicals legislation... 

Competitive advantage Project management Price, quality, DMP... 

However, in order to achieve these objectives a good interpretation of corporate business needs into achievable R D objectives is essential. In some cases a supplier of a raw material, intermediate or component may choose to forward-integrate their business into production of the finished product. In other cases a manufacturer may wish to backwards-integrate into the production of the raw material(s) required for its current product(s). In either case it is obvious that in order to achieve success a company must make products available to its customers with useful functional properties and at a price that allows cost-effective use of that product in the customer s own products. That is, the product must give the customer s products a competitive advantage. 

The conventional proof of efficacy is still the key to product registration and market entry, but in the new, information-intensive environment it brings no competitive advantage. Those responsible for the purchase of pharmaceuticals have begun to demand proof of value, which is to be found in information on the medical and economic outcomes of treatment, and the best means to those ends. Proof of efficacy can usually suffice as proof of value if it applies to the first curative medicine for a hitherto untreatable disease, but hardly so when the choice is among multiple, like-indicated, differently priced agents. 

Consider a publicly traded company with products you are familiar with. In a short essay analyze the ways in which that company s combination of product-place-price-promotion gives it a competitive advantage over its competitors. Of the elements you discuss, identify which factor you believe to be the most important and why. 

The petrochemical complexes in Malaysia are export driven. The competitive advantages lie in low priced gas feedstock and large integrated plants based on naphtha. The resulting complexes are able to deliver chemical intermediates throughout the Far East. 

The graph clearly demonstrates the competitive advantage of operations with ethane tied to a low cost gas price (ethane prices < 4/GJ) compared to those operations with ethane linked to the price of oil. 

The higher values correspond to the situation of high oil price and import parity pricing for propane. The lower end expresses the situation where propane is priced on a cost of recovery basis from large gas plants in the Middle East. These figures clearly indicate the competitive advantage of the latter operations. 

All four theories are plausible, but each has different impHcations for what companies might do to gain competitive advantage in a cycHcal commodity industry. It would therefore clearly be helpful to know which (if any) of these effects has a dominant influence on the volatility of prices and margins. We built a business dynamics model to attempt to find out... 

Unlike consumer goods such as cars and clothes, most commercial chemical products are faceless (e.g., hydrochloric acid, polyethylene), and as a rule the customer is therefore only interested in sales incentives such as price, quality, and availability. All the research activities of an industrial enterprise must therefore ultimately boil down to three basic competitive advantages, namely, being cheaper and/or better and/or faster than the competitor. The AND combination offers the greatest competive advantage and is thus known as the world-champion strategy. Flowever, more often one must settle for the OR combination. The qualitive term cheaper can be quantified by means of a production cost analysis. Initially, it is sufficient to examine the coarse structure of the production costs. Thus, each item in Table 1-2 can be analysed individually and the... 

Order winners—Those competitive characteristics that cause a firm s customers to choose that firm s goods and services over those of its competitors. Order winners can be considered to be competitive advantages for the firm. Order winners usually focus on one (rarely more than two) of the following strategic initiatives price/cost, quality, delivery speed, delivery reliability, product design, flexibility, after-market service, and image. 

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