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and world markets (Vogel, 1985). Deny rival access to particular potential valuable resources for gaining advantage (Brandenberg & Nalebuff, 1996 & Wind, 1997). A firm can enjoy competitive advantage by constant learns, accumulates and expand knowledge base or intellectual capital (Stewart, 1997). Sharing other firm's office automation businesses such as laser with knowledge and capabilities can gain competitive advantage (Prahalad & Hamel, 1990).

Besides, concentric diversifications that develop in the framework can sustain advantage from the factors of internal and external environment. Porter (1987) stated that raising the barrier to prevent imitation by competitors or resist erosion by competitor behavior can achieve sustainable competitive advantage. Competitive advantage can be achieved by building strong and differentiated core business. It couldn't be achieved and difficult to gain advantage without at least one strong and differentiated core business (Zook & Allen, 2001). Numerous activities in the firm also can be the source of competitive advantage (Reed & DeFillippi, 1990). The company's ability to consolidate technologies and production skills into competencies that empower businesses to adapt quickly to changing environment in achieving advantage in competition such as Western and Japanese companies converging on similar formidable standard of product cost and quality (Prahalad & Hamel, 1990). Ghemawat (1986) and Barney (1991) stated that independent of its size that access to resources and customers can create advantage on the firms. The activities that a firm fit and reinforce each other which are strategic fit can achieve advantage (Campbell & Goold, 1995 & Porter, 1996). Kanter (1990) argues that sources of human capital also is a factor that can make an organization to achieve advantage such as organizational classes, knowledge management, culture, openness to ideas, leadership culture, and teamwork as the driving forces of human capital factors.

The researchers also found some findings from the pioneer brand advantage in UK. There are two types of brand advantages in UK which are producer based pioneer advantage and consumer based pioneer advantage. Robinson and Farnell (1985) explained that market pioneer usually have higher market share if compare to later entrants because it could derive from direct cost savings, increased marketing mix spend and consumer information advantages. Advantage could be achieved by the length of time in market and time before second entry (Brown & Lambkin, 1994). Product hierarchy and brand extension the market pioneer can be strategize to achieve advantage than later entrants (Kerin et al, 1996). Late entrants can adopt innovative to create sustainable advantage with faster growth and repeat purchase than pioneer which has less innovative (Venkatesh et al, 1998). Consumer learning and formation of preferences are the advantages for the pioneer and the pioneer can become standard by influence the process of how category attributes valued (Carpenter & Nakamoto, 1989). Consumers found to have positive towards and perceptions of pioneer brands because consumer able to recall and retrieve pioneer brands and communicate with pioneer status (Alpert & Kamins, 1995).

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