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LA GRAMMATICA DI ENGLISH GRATIS IN VERSIONE MOBILE   INFORMATIVA PRIVACY

  NUOVA SEZIONE ELINGUE

 

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                                                                                         ESERCIZI :   Serie 1 - 2 - 3  - 4 - 5  SERVIZI:   Pronunciatore di inglese - Dizionario - Convertitore IPA/UK - IPA/US - Convertitore di valute in lire ed euro                                              

 

 

WIKIBOOKS
DISPONIBILI
?????????

ART
- Great Painters
BUSINESS&LAW
- Accounting
- Fundamentals of Law
- Marketing
- Shorthand
CARS
- Concept Cars
GAMES&SPORT
- Videogames
- The World of Sports

COMPUTER TECHNOLOGY
- Blogs
- Free Software
- Google
- My Computer

- PHP Language and Applications
- Wikipedia
- Windows Vista

EDUCATION
- Education
LITERATURE
- Masterpieces of English Literature
LINGUISTICS
- American English

- English Dictionaries
- The English Language

MEDICINE
- Medical Emergencies
- The Theory of Memory
MUSIC&DANCE
- The Beatles
- Dances
- Microphones
- Musical Notation
- Music Instruments
SCIENCE
- Batteries
- Nanotechnology
LIFESTYLE
- Cosmetics
- Diets
- Vegetarianism and Veganism
TRADITIONS
- Christmas Traditions
NATURE
- Animals

- Fruits And Vegetables



ARTICLES IN THE BOOK

  1. ACNielsen
  2. Advertising
  3. Affiliate marketing
  4. Ambush marketing
  5. Barriers to entry
  6. Barter
  7. Billboard
  8. Brainstorming
  9. Brand
  10. Brand blunder
  11. Brand equity
  12. Brand management
  13. Break even analysis
  14. Break even point
  15. Business model
  16. Business plan
  17. Business-to-business
  18. Buyer leverage
  19. Buying
  20. Buying center
  21. Buy one, get one free
  22. Call centre
  23. Cannibalization
  24. Capitalism
  25. Case studies
  26. Celebrity branding
  27. Chain letter
  28. Co-marketing
  29. Commodity
  30. Consumer
  31. Convenience store
  32. Co-promotion
  33. Corporate branding
  34. Corporate identity
  35. Corporate image
  36. Corporate Visual Identity Management
  37. Customer
  38. Customer satisfaction
  39. Customer service
  40. Database marketing
  41. Data mining
  42. Data warehouse
  43. Defensive marketing warfare strategies
  44. Demographics
  45. Department store
  46. Design
  47. Designer label
  48. Diffusion of innovations
  49. Direct marketing
  50. Distribution
  51. Diversification
  52. Dominance strategies
  53. Duopoly
  54. Economics
  55. Economies of scale
  56. Efficient markets hypothesis
  57. Entrepreneur
  58. Family branding
  59. Financial market
  60. Five and dime
  61. Focus group
  62. Focus strategy
  63. Free markets
  64. Free price system
  65. Global economy
  66. Good
  67. Haggling
  68. Halo effect
  69. Imperfect competition
  70. Internet marketing
  71. Logo
  72. Mail order
  73. Management
  74. Market
  75. Market economy
  76. Market form
  77. Marketing
  78. Marketing management
  79. Marketing mix
  80. Marketing orientation
  81. Marketing plan
  82. Marketing research
  83. Marketing strategy
  84. Marketplace
  85. Market research
  86. Market segment
  87. Market share
  88. Market system
  89. Market trends
  90. Mass customization
  91. Mass production
  92. Matrix scheme
  93. Media event
  94. Mind share
  95. Monopolistic competition
  96. Monopoly
  97. Monopsony
  98. Multi-level marketing
  99. Natural monopoly
  100. News conference
  101. Nielsen Ratings
  102. Oligopoly
  103. Oligopsony
  104. Online marketing
  105. Opinion poll
  106. Participant observation
  107. Perfect competition
  108. Personalized marketing
  109. Photo opportunity
  110. Planning
  111. Positioning
  112. Press kit
  113. Price points
  114. Pricing
  115. Problem solving
  116. Product
  117. Product differentiation
  118. Product lifecycle
  119. Product Lifecycle Management
  120. Product line
  121. Product management
  122. Product marketing
  123. Product placement
  124. Profit
  125. Promotion
  126. Prototyping
  127. Psychographic
  128. Publicity
  129. Public relations
  130. Pyramid scheme
  131. Qualitative marketing research
  132. Qualitative research
  133. Quantitative marketing research
  134. Questionnaire construction
  135. Real-time pricing
  136. Relationship marketing
  137. Retail
  138. Retail chain
  139. Retail therapy
  140. Risk
  141. Sales
  142. Sales promotion
  143. Service
  144. Services marketing
  145. Slogan
  146. Spam
  147. Strategic management
  148. Street market
  149. Supply and demand
  150. Supply chain
  151. Supply Chain Management
  152. Sustainable competitive advantage
  153. Tagline
  154. Target market
  155. Team building
  156. Telemarketing
  157. Testimonials
  158. Time to market
  159. Trade advertisement
  160. Trademark
  161. Unique selling proposition
  162. Value added


 

 
CONDIZIONI DI USO DI QUESTO SITO
L'utente può utilizzare il nostro sito solo se comprende e accetta quanto segue:

  • Le risorse linguistiche gratuite presentate in questo sito si possono utilizzare esclusivamente per uso personale e non commerciale con tassativa esclusione di ogni condivisione comunque effettuata. Tutti i diritti sono riservati. La riproduzione anche parziale è vietata senza autorizzazione scritta.
  • Il nome del sito EnglishGratis è esclusivamente un marchio e un nome di dominio internet che fa riferimento alla disponibilità sul sito di un numero molto elevato di risorse gratuite e non implica dunque alcuna promessa di gratuità relativamente a prodotti e servizi nostri o di terze parti pubblicizzati a mezzo banner e link, o contrassegnati chiaramente come prodotti a pagamento (anche ma non solo con la menzione "Annuncio pubblicitario"), o comunque menzionati nelle pagine del sito ma non disponibili sulle pagine pubbliche, non protette da password, del sito stesso.
  • La pubblicità di terze parti è in questo momento affidata al servizio Google AdSense che sceglie secondo automatismi di carattere algoritmico gli annunci di terze parti che compariranno sul nostro sito e sui quali non abbiamo alcun modo di influire. Non siamo quindi responsabili del contenuto di questi annunci e delle eventuali affermazioni o promesse che in essi vengono fatte!
  • L'utente, inoltre, accetta di tenerci indenni da qualsiasi tipo di responsabilità per l'uso - ed eventuali conseguenze di esso - degli esercizi e delle informazioni linguistiche e grammaticali contenute sul siti. Le risposte grammaticali sono infatti improntate ad un criterio di praticità e pragmaticità più che ad una completezza ed esaustività che finirebbe per frastornare, per l'eccesso di informazione fornita, il nostro utente. La segnalazione di eventuali errori è gradita e darà luogo ad una immediata rettifica.

     

    ENGLISHGRATIS.COM è un sito personale di
    Roberto Casiraghi e Crystal Jones
    email: robertocasiraghi at iol punto it

    Roberto Casiraghi           
    INFORMATIVA SULLA PRIVACY              Crystal Jones


    Siti amici:  Lonweb Daisy Stories English4Life Scuolitalia
    Sito segnalato da INGLESE.IT

 
 



MARKETING
This article is from:
http://en.wikipedia.org/wiki/Sustainable_competitive_advantage

All text is available under the terms of the GNU Free Documentation License: http://en.wikipedia.org/wiki/Wikipedia:Text_of_the_GNU_Free_Documentation_License 

Sustainable competitive advantage

From Wikipedia, the free encyclopedia

 

Competitive advantage (CA) is a position that a firm occupies in its competitive landscape. Michael Porter posits that a competitive advantage, sustainable or not, exists when a company makes economic rents, that is, their earnings exceed their costs, especially including cost of capital. That means that normal competitive pressures are not able to drive down the firm's earnings to the langer point where they cover all costs and just provide minimum sufficient additional return to keep capital invested. Most forms of competitive advantage cannot be sustained for any length of time because the promise of economic rents drives competitiors to duplicate the competitive advantage held by any one firm.

A firm possesses a Sustainable Competitive Advantage (SCA) when it has value-creating processes and positions that cannot be duplicated or imitated by other firms that lead to the production of above normal rents. An SCA is different from a competitive advantage (CA) in that it provides a long-term advantage that is not easily replicated. But these above-normal rents can attract new entrants who drive down economic rents. A CA is a position a firm attains that lead to above-normal rents or a superior financial performance. The processes and positions that engender such a position is not necessarily non-duplicable or inimitable. It is possible for some companies to make profits for a time above the cost of capital without sustainable competitive advantage.

A key difference between CA and SCA is that the processes and positions a firm may hold are non-duplicable and inimitable when a firm possesses a SCA. Hence a sustainable competitive advantage is one that can be maintained for a significant amount of time even in the presence of competition. This brings us to the question what is a "significant amount of time". A CA becomes SCA when all duplication and imitation efforts have ceased and the rival firms have not been able to create the same value that the said firm is creating.

Analysis of the factors of profitability is the subject of numerous theories of strategy including the five forces model pioneered by Michael Porter of the Harvard Business School.

In marketing and strategic management, sustainable competitive advantage is an advantage that one firm has relative to competing firms. The source of the advantage can be something the company does that is distinctive and difficult to replicate, also known as a core competency -- for example Procter & Gamble's ability to derive superior consumer insights and implement them in managing its brand portfolio. It can also be an asset such as a brand (e.g. Coca Cola) or a patent, such as Viagra. It can also simply be a result of the industry's cost structure -- for example, the large fixed costs that tend to create natural monopolies in utility industries. To be sustainable, the advantage must be:

  1. distinctive, and
  2. proprietary

Building Sustainable Competitive Advantage

There are basically three types of assets that help build an SCA. These categories are exhaustive and include all of the company's SCAs:

  1. Organization and managerial process
    • Coordination and integration: Coordination among teams in organization is key to organizational success. Interdepartmental coordination and resource sharing to reach a common goal is fundamental to creating "value". Integrating resources is key to the success of firms. Firms that are able to integrate resources see synergistic effects of resources coming together.
    • Learning: Organizational learning is key to the success of a firm. It determines how a firm collects, distributes, interprets and responds to market based information collection and changes in the environment. These changes in the environment could be customer based changes, technological developments, legal and government restrictions. Firms have to develop robust market sensing and spanning capabilities to effectively collect information. Once they collect info they have embed this knowledge in the products they produce.
    • Reconfiguring and transformation: The environment for firms is constantly changing and constant reconfiguring and transformation is key to forming SCA. A double loop learning and transformation is key to producing innovative products. Innovative capacity of a firm determines how it reacts and learns from market information.
  2. Positions: market positions are the assets of a company. Most of them are self-explanatory:
    • Technological assets
    • Financial assets
    • Reputational assets
    • Structural assets: The structure of a company can determine how it performs. The hierarchy of a company can influence its culture, procedure and routines.
  3. Paths:
    • Path dependencies: At the birth of a company usually accompanied with certain orientations. The progenitor brings certain orientations and attributes that stay with the company for a long time. The path the company takes then determines the development of its competencies.
    • Technological opportunities: technology development at a time can determine how a firm can exploit opportunities to form SCA. Very often we see the advent of several technological factors converging into a capability that forms a SCA. An example would be the rise of companies such as Genentech at the turn of the previous century with the advent of gene mapping, significant developments in target selection and databases of previous studies and gene pools.


 

See also

Retrieved from "http://en.wikipedia.org/wiki/Sustainable_competitive_advantage"