Strategic Competitiveness – Case Study Example

E-Activities E-activities are so helpful in learning. They enable the to easily and fast create flash activitiesfrom a library of customable templates. Many teachers and lectures mostly engage their students in e- activities since they tend to make their work easier (Watkins, Pg. 100). In this work, I am going to discuss the first e-activity we had.
From our first e-activity, the Cox Cable Company is found to be the most completive. Its two primary drivers are; ability to bundle core service offer discounts and faster internet speeds, better picture quality through Verizon. The first primary driver is the most influential. Apart from high quality services, many customers are normally happy when they are offered some discounts since human beings are rational, and they always want to minimize the cost. The company’s ability to bundle core service and offer discounts is, therefore, what influences many clients and, as a result, make the company be the most competitive in the market (Watkins, Pg. 101).
In determining strategic actions, the input-output model (I/O model) only concentrates on gathering the most important resources to execute the strategy dictated by the circumstances and limitations in the outside environment (Watkins, Pg. 101). On the other hand, the resource-based model concentrates more on the internal environment of a firm than the external environment. The model looks at the internal environment on bases of its resources and abilities. It is, therefore, the most effective in determining strategic actions than the input-output model which only focuses on the internal environment (Watkins, Pg. 102).
Out of the above two models, the resource-based model is, therefore, the best model that can enable the Cox cable company earn average returns. Companies, therefore, should be advised to use this model in determining their strategic actions so as to earn above average returns.
Work cited
Watkins, By Ryan, “Developing interactive e-learning activities.” Performance improvement, 44.5, (2005): 5-7, print