波特模型的运用:实现竞争战略 [4]
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关键词:波特模型The value chain竞争战略
摘要:本文是国际商务管理课程作业,在经济全球化中,国际企业如何保持企业竞争力至关重要。本文结合波特模型来分析企业如何获得竞争优势,实现竞争战略,保持竞争优势。
may allow a firm to exploit interrelationships between the value chains that serve a number of different product or buyer segments, geographic areas or related industries, while narrow scope can allow the tailoring of its chain to serve a particular target segment, geographic area or industry, resulting in lower costs or differentiation compared to competitors. This relationship between competitive scope and the value chain provides the basis for defining more relevant business unit boundaries and allows a firm to establish organizational structure more in line with its sources of competitive advantage' (Porter, 1985).
竞争优势的可持续性-Sustainability of competitive advantage
Reaching competitive advantage is not only the aim of any business strategy , the main goal of any organization is the sustainability's for this competitive advantages as long as possible. This include two things: first, that this strategy will guide to great performance in an industry: and second, that great performance can be sustained over time not for just short period (Porter, 2004). The extent to which competitive advantage is sustainable will usually depend on a number of organizational aspects: it will depend in developing a strategies that are superior to those of competitors and that are difficult to emulate; it will depend in its ability to continuously innovate and improve strategies; it will depend in the competitors lack of ability to imitate their business, finally, it will depend on change in the
business environment, like technological change, which may be beyond the control of the leading competitor and which may enhance or reduce its competitive advantage (Stonehouse et a, 2004.).
It is important to realize that if a company gains a competitive advantage through a new way of doing things or better way of doing old thing, this competitive advantage must be both feasible and sustainable over time. For example, American Airlines was the originator and controller of the world's largest computer reservation system, the SABRE Semi-automated Business Research Environment system. This achievement put America at or near the top of the most list of successful example of how to gain competitive advantage among rivals (Hopper, 1990). In 1973 alone, American Airlines lost $50 million on revenue of $1.3 billion. In the early 1970s, American Airlines operated at a loss. Operating at a loss, it found itself in great danger. It began to lose the patronage of its frequent customers, particularly business clients. New airline companies were attempting to compete with major airlines such as TWA and American by introducing low-ticket fares, which American could not match without losing profit. In addition, the Competitors hired labor at much lower cost. By the mid-1970s, American Airlines had developed computer reservation systems, SABRE, which help the airline overcome its major problems (Copeland, 1988) . American's SABRE system was the world's first computer reservation system. It was a accomplishment for a number of reasons. Buyers received faster, one-stop shopping for flights and other travel accommodations. It extended service and improved the efficiency of travel agents. It resulted in cost reduction of airline administration expenses and it also provides a marketing method that was significant over time. Most important is that SABRE was core system that becomes a completely integrated approach to managing a very compl
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