Essays on Xinyuan Fashion Dress Manufacturers Resource-Based Analysis Report

Download full paperFile format: .doc, available for editing

The paper “ Xinyuan Fashion Dress Manufacturer’ s Resource-Based Analysis” is a convincing example of the report on business. Xinyuan Fashion Dress Manufacturer is a fashion dressmaking company that has built an international reputation. It is a professional company that involves in the export and production of garments. The Company has been in the operation for over seven years and has qualified professional sales, quality control, and follow-up team. The Company’ s annual turnover is USD 5,000,000, and its business line is knit and woven garments. Other products in this line include skirts and dresses, blouses and shirts, jackets and coats, shirts and tops.

In order to offer better services to its customers, in 2011 the company expanded its scale of operations to 1,200 square meters. With the capacity of 150 machines, the company can produce 800,000 garments in a year. The company also offers ODM and OEM services. Due to the fair price, high-quality products, and services, the company attracts customers from America, Australia, Europe, HK, and Thailand. The company intends to cooperate with business partners across the world. 2.0 IntroductionStrategic management mainly focuses on how organizations can generate and have sustainable competitive advantages.

The concept of Resource-Based Analysis argues that competitive advantage is attained when a company has resources that are rare, valuable, imperfectly substitutable, and imperfectly imitable by the competitors. The Resource-Based Analysis of a firm is based on an assumption that the heterogeneity of resources across organizations is sustainable over time. According to the theory, organizations are able to make super-profits in equilibrium, and thus it is a static view (Ambrosini and Bowman, 2009). This paper will identify and assess the Resource Base Analysis for Xinyuan Fashion Dress Manufacturer and how the company is able to achieve a competitive advantage in the textile industry in the United States. 3.0 Organization’ s CapabilitiesAccording to Tuan and Takahashi (2010), the basic inputs in an organization are internal resources like physical equipment, financial capital, human resources, reputation among others.

The production of these resources is dependent on other factors.


Acedo, F. J., Barroso, C., & Galan, J. L 2006 “The resource‐based theory: dissemination and main trends”, Strategic Management Journal, 27(7), pp.621-636.

Ambrosini, V., & Bowman, C 2009 “What are dynamic capabilities and are they a useful construct in strategic management?”, International Journal of Management Reviews, 11(1), pp.29-49.

Banker, R. D., Chang, H., & Pizzini, M. J 2004 “The balanced scorecard: Judgmental effects of performance measures linked to strategy”, The Accounting Review, 79(1), pp.1-23.

Barney, J. B., Ketchen, D. J., & Wright, M 2011 “The future of resource-based theory revitalization or decline?”, Journal of Management, 37(5), pp.1299-1315.

Carmeli, A., & Tishler, A 2004 “Resources, capabilities, and the performance of industrial firms: A multivariate analysis”, Managerial and decision economics, 25(6‐7), pp.299-315.

Di Benedetto, C. A., DeSarbo, W. S., & Song, M 2008 “Strategic capabilities and radical innovation: An empirical study in three countries”, Engineering Management, IEEE Transactions on, 55(3), pp.420-433.

Granados, E. R 2004 “Preservation of Competitive Advantages by aligning Capabilities to Firm’s Strategy”.

Grant, R. M 1991 “The resource-based theory of competitive advantage: implications for strategy formulation”, California Management Review, University of California. (pp. 114-135).

Helfat, C. E., & Peteraf, M. A 2003 “The dynamic resource‐based view: capability lifecycles”, Strategic management journal, 24(10), pp.997-1010.

Helfat, C. E., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D., & Winter, S. G 2009 “Dynamic capabilities: Understanding strategic change in organizations”, Wiley-Blackwell.

Helfat, C., & Peteraf, M 2009 “Understanding dynamic capabilities: progress along a developmental path”, Strategic organization, 7(1), p.91.

Krajewski, L. J., Ritzman, L. P., & Malhotra, M. K 2007 “ Operations management: processes and value chains”.

Lockett, A., Thompson, S., & Morgenstern, U 2009 “The development of the resource‐based view of the firm: A critical appraisal”, International Journal of Management Reviews, 11(1), pp.9-28.

Möller, K. E., & Törrönen, P 2003 “Business suppliers' value creation potential: a capability-based analysis. Industrial Marketing Management, 32(2), pp.109-118.

Sussan, A. P., & Johnson, W. C 2003 “Strategic capabilities of business process: looking for competitive advantage”, Competitiveness Review: An International Business Journal incorporating Journal of Global Competitiveness, 13(2), pp.46-52.

Tidd, J., & Bessant, J 2011 “Managing innovation: integrating technological, market and organizational change”, Wiley.

Tuan, N. P., & Takahashi, Y 2010 “Organizational capabilities, competitive advantage and performance in supporting industries in Vietnam”, Asian Academy of Management Journal, 15(1), pp. 1-21.

Vorhies, D. W., & Morgan, N. A 2005 “Benchmarking marketing capabilities for sustainable competitive advantage”, Journal of Marketing, pp.80-94.

Download full paperFile format: .doc, available for editing
Contact Us