Competitive advantage-strategic

Cockbum, lain M., Henderson, Rebecca M., and Stern, Scott, Untangling the Origins of Competitive Advantage, Strategic Management Journal, Fall 2000. 

Figure 8.2 Competitive Advantage - Strategic Vulnerability Model Source Lonsdale, C., and Cox, A., Outsourcing. Copyright 1998. Earlsgate Press.

Shrivastava P., 1995, Environmental Technologies and Competitive Advantage , Strategic Management Journal, 16 183-200. 

Petaraf, M. A. 1993. The cornerstones of competitive advantage a resource-based view. Strategic Management Journal, 14 179-191. 

J. A. Trainham, "Modeling A Strategic Tool for Gaining Competitive Advantage", A.spenWorld Conference, Boston, Mass., Nov. 7,1994. 

Beckman SL (1990) Manufacturing flexibility The next source of competitive advantage. In Moody PE (ed) Strategic Manufacturing. Dow-Jones Irwin, Homewood, pp 107-132... 

Successful specialty chemicals companies can still reap rich rewards and create value in the future, by concentrating on two key factors for success they have to develop strategies which allow them to shape leading positions in markets or arenas that fit their competitive advantages, and achieve superior operational performance at the business unit level. In this chapter we map out the key strategic levers that specialty players can pull to achieve this, and assess what is needed to fulfill them. 

What well-structured supply agreements look like, what strategic significance they have, and how ill-structured agreements can wipe out competitive advantages very quickly ... 

Creating truly entrepreneurial procurement with the high aspirations proposed is not for every company. A more traditional procurement optimization effort will still create value, but will not create a competitive advantage. However, companies wishing to turn their procurement function into a new source of strategic freedom, a business idea, and a crystallization point for entrepreneurial fervor will find it well worth embarking on this rewarding journey. 

Traditionally, environmental compliance and social welfare expenditures have been viewed as costs that correlate negatively with returns. However, recent studies suggest that there are several opportunities for competitive advantage and increased profits to be gained by strategic sustainability initiatives (Reinhardt, 1999). 

Portfolio analysis is a strategic planning tool, used to concentrate research investment on products for which market prospects appear favorable and competitive advantages can be exploited [Dichtl 1987]. 

The rapid emergence of strategic collaborations as altematives to the usual go-it-tilone entrepreneurial ventures is evident everywhere, from the growing collaborative efforts of large multinationeils to the continuing use of alliances to help maintain competitive advantage. 

The opportunities to radically change traditional business processes and take advantage of network externalities, multiple strategic and alliance partners, and the richness and reach of information cannot be overstated. Using business process excellence to obtain competitive advantage wUl be more important than ever before. Deconstructing value/supply chains for the purpose of exploiting market... 

PoweU, T. C., Total Quality Management as Competitive Advantage A Review and Empirical Sta yf Strategic Management Journal, Vol. 16, No. 1, 1995, pp. 15-37. 

Territory Planner strategically plans delivery and route sales territories. This analytical tool can streamline a company s operation and suggest routes that are in line with the way a shipper does business. Similar tools save reroute time, reduce transportation costs, and improve customer service. Similarly, Roadnet 5000 routes and schedules dehvery vehicles by considering the parameters of a company s operation. The consolidated routes that are created provide a competitive advantage by improving driver performance and information management. 

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