Det kan det umulig være. Les hva Funcom sier selv.
Man kan ikke ha et competetive advantage som er en ansatt. I så tilfelle så kan hele driftsgrunnlaget gå ut døren pga en headhunter.
Jeg skal ikke uttale meg om utdanningen din. Du lærte garantert mye som jeg ikke fikk med meg. Og motsatt. Dette er jeg god på. Og jeg vet jeg har rett.
Without a competitive advantage, a firm has limited economic reason to exist-- its competitive advantage is its reason of life. Without it, the firm will decline.
The achievement of competitive advantage is not always permanent or even long lasting. Once a firm establishes itself in an area of advantage, other firms will follow suit in an effort to capitalize on their similarities. A firm is said to have a “sustainable” competitive advantage when its competitors are unable to duplicate the benefits of the firm’s strategy. In order for a firm to attain a “sustainable” competitive advantage, its generic strategy must be grounded in an attribute that meets four criteria. It must be:
- Valuable—it is of value to consumers.
- Rare—it is not commonplace or easily obtained.
- Inimitable—it cannot be easily imitated or copied by competitors.
- Non-substitutable—consumers cannot or will not substitute another product or attribute for the one providing the firm with competitive advantage.
SELECTING A COMPETITIVE ADVANTAGE
A company may be lucky enough to identify several potential competitive advantages, and it must be able to determine which are worth pursuing. Not all differentiation is important. Some differences are too subtle, too easily mimicked by competitors, and many are too expensive. A company must be sure the consumer wants, understands, and appreciates the difference offered.
The maker of expensive suits may offer its suits in the widest array of colors, but if 95 percent of the consumers wear only black and navy blue suits, then the wide array of colors adds little perceived value to the product. Variety would not become a competitive advantage, and would be a waste of resources. A difference may be worth developing and promoting, advise Armstrong and Kotler, if it is important, distinctive, superior, communicable, preemptive, affordable, and profitable.
A competitive advantage can make or break a firm, so it is crucial that all managers are familiar with competitive advantages and how to create, maintain, and benefit from them.
Read more: https://www.referenceforbusiness.com/management/Bun-Comp/Competitive-Advantage.html#ixzz5mCTQI7vp
Nå har jeg sjekket litt. Har ikke funnet et eneste eksempel der noen trekker frem en ansatt som et Comptetetive advantage som forresten består av både comparative advantage and differentiated advantage.
Et CA må være noe som er vanskelig å kopiere, tar lang tid å skaffe, er komplisert å oppnå/skaffe osv. Rui er god, men han er ikke vanskelig å kopiere dersom man er villig til å betale for det.
Hvis du hadde lest den artikkelen du poster der så vil du forstå at det jeg sier er riktig. Hele den artikkelen forteller deg nøyaktig hvorfor jeg har rett og du har feil. Jeg leste den nå.
bøyer meg i støvet over utdannelsen og kunnskapen dere besitter.
