Creating Competitive Advantage P. Ghemawat & J. Rivkin Cont’d. How does a firm identify opportunities to create competitive advantage Dumb (or smart) luck. Strategists Pankaj Ghemawat and Jan Rivkin appear in the HBR February edition. In it, they examine why large differences in economic performance exist, . Creating Competitive Advantage P. Ghemawat J. W. Rivkin December 22nd, Submitted By: Group A5 – Section A Ajay Bansal Alpesh Chaddha Aman.
|Published (Last):||27 October 2005|
|PDF File Size:||15.54 Mb|
|ePub File Size:||18.79 Mb|
|Price:||Free* [*Free Regsitration Required]|
A firm such as Schering-Plough that earns superior, long-run financial returns within its industry is said to enjoy a competitive advantage over its rivals. This note examines the logic of how firms create competitive advantage.
Creating Competitive Advantage P. Ghemawat & J. Rivkin
It emphasizes two themes: First, to create an advantage, a firm must configure itself to do something unique and valuable. The firm must ensure that, were it to disappear, someone in its network of suppliers, customers, and complementors would miss it and no one could replace it perfectly.
The first avvantage uses the concept of “added value” to make this point more precisely.
Second, competitive advantage usually comes from the full range of a firm’s activities–from production to finance, from marketing to logistics–acting in harmony. The essence of creating advantage is finding an integrated set of choices that distinguishes a firm from its rivals.
The second section competitiev how managers can analyze the full range of activities to understand the sources of added value.
Creating Competitive Advantage
Ghemawat, Pankaj, and Jan W. Ramon Casadesus-Masanell and Jan Rivkin. Karen Mills and Jan W. Business and Environment Business History Entrepreneurship.
Finance Globalization Health Care. Finance General Management Marketing.
Technology and Operations Management. About the Author Jan W. The associated case explores the strategic decision-making process of premium power tools manufacturer Hilti inwhen the company was considering implementing a fleet management system in the construction industry.
Creating Competitive Advantage P. Ghemawat & J. Rivkin – ppt download
Fleet management would involve a shift from selling power tools to leasing them as a service. For Hilti, it represented an entirely new business model, which would substantially differentiate the company from its competitors. While fleet management had the potential to significantly improve the customer experience, Hilti was already a successful firm under its extant model and had to decide whether the restructuring of its business model was worth the advanrage. Casadesus-Masanell, Ramon, and Jan Rivkin.
CREATING COMPETITIVE ADVANTAGE (P. Ghemawat, J. Rivkin, HBR, ) « Readings and Learnings
Cite View Details Purchase Related. Mills, Karen, and Jan W. Cite View Details Related.
Cite View Details Purchase.