Competitive edge: A strategic management model |
| |
| Affiliation: | 1. Ph.D. candidate in the College of Business at Florida State University, USA;2. Professor of Management, Florida State University, USA;3. Mellon Foundation Professor of Business Administration in the Smeal College of Business at Pennsylvania State University, USA;1. Laboratório MídiaCom, Instituto de Computação Universidade Federal Fluminense, Niterói, Brazil;2. Laboratório MídiaCom, Escola de Engenharia Universidade Federal Fluminense, Niterói, Brazil;3. Departamento de Ciência da Computação Universidade Federal de Juiz de Fora, Juiz de Fora, Brazil;1. Daniels College of Business, University of Denver, 2044 E Evans Avenue Suite 331, Denver, CO 80208, USA;2. The Collins College of Hospitality Management, Cal Poly Pomona, 3801 West Temple Avenue, Pomona, CA 91768, USA;1. School of Economics and Management, Tongji University, Shanghai, China;2. Division of Production Economics, Department of Management and Engineering, SE58183, Linköping, Linköping University, Sweden;3. Business School, University of Shanghai for Science and Technology, Shanghai, China;1. Electronics and Computer Science, University of Southampton, Southampton SO17 1BJ, United Kingdom;2. Department of Computer Engineering, Faculty of Engineering at Kamphaengsaen, Kasetsart University, Nakhon Pathom 73140, Thailand |
| |
| Abstract: | To assess a firm's strategic position, its managers must collect and interpret data regarding the firm itself, its competitors, its stakeholders, and the industry. Having implement a strategy based on that information, the managers further must measure that strategy's effect. The “competitive-edge model” presented in this article provides a series of questions to guide the strategic decision-making and data-collection process so that managers gain an explicit picture of what is happening with their firm, their competitors, and the industry. Equipped with the requisite information, managers can develop marker and non-marker strategies by matching internal resources with external opportunities. Market-based strategies seek to provide an advantage for the firm over its competitors by appealing to specific customer attributes. Non-market strategies take into account aspects of the environment not directly related to customers, including the actions of government, shareholders, and special interest groups. |
| |
| Keywords: | |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
