The paper "Factors of Sustainable Competitive Advantage" is a good example of business coursework. With the advancement of organisations as a result of the hypersensitivity of markets, the need to innovate becomes a challenge and thereby there is a continuous need to implement generic strategies in order for organisations to reach the potential customers and gain competitive advantage (Clarke and Clegg, 2000). No competitive advantage is sustainable since it is easy for it to be copied by the competing organisations. Even when the competitive advantage is not imitated, the prolonged changes in technology tend to shorten technological know-how and resources (Clarke and Clegg, 2000).
Therefore, in order to create and sustain competitive leverage, there ought to be sustenance in assets of the current companies. Works on the subject of competition have ignited the interest in the aspect of Sustainable Competitive Advantage. Competitive advantage offers an organisation many benefits (Cool, Costa and Derrick, 2002). For instance, the boost of competitive advantage creates customer loyalty through branding, positioning as well as loyalty programs. Other benefits of competitive advantage include vendor relations, customer care and multiple source advantages to name a few.
From a business viewpoint, companies can only succeed when they establish some advantage over the competing companies (Cool, Costa and Derrick, 2002). Business is established in a competitive environment where winners are the ones with some sort of advantages. The question as to what makes an organisation success is very relevant in today’ s business environment and every organisation is looking for ways to answer it (Cool, Costa and Derrick, 2002). This paper will detail out four criteria that managers can utilize in order to decide which capabilities in the organisations have are likely to develop sustainable competitive leverage.
In addition, the essay will define resources, sustainable competitive advantage, capabilities as well as core competencies. The concept of sustainable competitive advantage has dominated business environment in many years now. Competitive advantage can be described as the advantage an organisation has over the competing organisations (Cool, Costa and Derrick, 2002). It is also the position an organisation occupies in relation to its competitors and the resources and structures of a firm that assists it to be better than its competitors.
Competitive advantage, therefore, is the features that an organisation can deliver over the competing companies in regard to tangible and intangible assets (Christos, 2009). It can take the form of a product, service, innovation or any other thing that tend to differentiate a given company from the rest of the market competitors. The concept of competitive advantage is static and does not have a time component associated with it. Organisations function in a rather dynamic environment as opposed to one that is static due to the unpredictability and instability of the business environment in which companies operate (Oliver, 2000).
Thus, it is essential to bring in the element of time to the term competitive advantage. On the other hand, the word “ sustainable” has the ability to introduce the element of time to the theory of competitive advantage. Introducing the term “ sustainable” to competitive advantage describes a company’ s lasting success in a business environment (Cool, Costa and Derrick, 2002). Sustainable competitive advantage does not only focus on a product or a service. A product or service which made a company successful in the past is incapable of doing the same thing today due to the variation of the business environment.
The term “ sustainable” entails the protection of resources and features of an organisation in order to offer long-term competitiveness.
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