Competitive advantage product

Competitive advantage = Product excellence x Process excellence... 

Anderson, S.W., Daly, J.D., and Johnson, M.F., 1999, Why Firms Seek ISO 9000 Certification Regulatory Compliance or Competitive Advantage Production and Operations Management 8 (1) 28 3. 

The three main sources of competitive advantage in the manufacture of high value protein products are first to market, high product quaUty, and low cost (3). The first company to market a new protein biopharmaceutical, and the first to gain patent protection, enjoys a substantial advantage. The second company to enter the market may find itself enjoying only one-tenth of the sales. In the absence of patent protection, product differentiation becomes very important. Differentiation reflects a product that is purer, more active, or has a greater lot-to-lot consistency. 

Cullen J. M. 1994 Managing the New Product Introduction Process for Quality, Reliability, Cost and Speed. In Proceedings IMechE International Conference on Design Competitive Advantage - Making the Most of Design, Coventry, 23-24 March, Paper C482. 

Many companies treat environmentai issues as a threat, not an opportunity. A cost to be minimised, not a chance to create competitive advantage. When an externai pressure is appiied, the tendency is to circie the wagons and attempt to fight off the perceived threat. The company becomes stuck in a defensive posture where they cannot consider aiternatives. Smart companies see environmentai issues as an opportunity. If the existing product/solution is under pressure, there is a business opportunity in solving the problem. 

The enhancement of chemical reactivity safety knowledge also provides broader benefits. Improved process knowledge and understanding can produce a competitive advantage—for example, through improved yields, better quality, and increased productivity (CCPS 1989). 

The SWOT and VIRO analyses shown in Tables 12.5-1 12.5-2 were conduct to better understand the strengths and weaknesses of the product and available resources needed for the success of the enterprise. SWOT analysis of competitors was also carried out to identify areas where the product can gain competitive advantage. 

In concepts for new products the performance, product safety, and product economy criteria are equally important. They are taken into account already when the raw material base for a new industrial product development is defined. Here, renewable resources have often been shown to have advantages compared with fossil feedstock. Over the years it has been demonstrated that the use of vegetable fats and oils in oleochemistry allows the development of competitive, powerful products that are both consumer- and environmentally-friendly. Products from recent developments fit with this requirement profile. 

Technology enables competitive advantage in terms of both the quality and speed of the customer experience and management decisionmaking. We want to get customers into and out of the stores faster. We want to move products in and out faster. And we want to get information to managers and executives faster. 

An extensive overview of the incentives and barriers to substitution prepared for the European Union concluded that well-designed regulatory signals are needed because market forces alone often fail to provide a competitive advantage for the safer product. This is a particular problem where the markets are "too far away" from consumer awareness to be influenced by the potential demands of consumers. ... 

Microorganisms are extremely versatile chemists. The wide variety of structures among the relatively few compounds discussed here is testimony to that. There are several theories to explain the evolutionary advantage conferred by the synthesis of secondary metabolites. (It often seems that they serve primarily to enrich pharmaceutical companies.) Until recently, the idea that they conferred a competitive advantage upon the producing organism seemed reasonable, since most of the products that had been detected had antibiotic activity. 

When the attractiveness of new products is evaluated, either for submitting an offer or for inclusion in the R D program, manufacturing costs have to be estimated on the basis of a laboratory synthesis procedure. This is best done by breaking down the process into unit operations, the standard costs of which have been determined previously. Care has to be taken to estimate the time required for each step of a process. Thus a liquid-liquid extraction can take more time than the chemical reaction. The capability of a fine-chemical company to make dependable manufacturing cost forecasts is a distinct competitive advantage. 

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