巧妙な会社を区別する何が
経営策はいかに価値を加えることができるか。 区別する何が巧妙な会社はほとんどの上級管理者が一貫して彼ら自身に尋ねる1および経営策の基本的な質問つ、である。
ない最初にそれらを所有している会社に提供する利点を実現する後でさえも、特有な機能の会社に他の人々が複製持たないためにできない属性があり。
「企業の成功の基礎では最もよいビジネスが従業員、顧客および製造者との関係の特有な構造から強さを得る」、ジョンKayは論争する。 彼はこれらの関係の継続そして安定性が変更への適用範囲が広く、協力的な応答のために必要なぜであるか説明する。
3 Distinctive Capabilities
ジョンKayに従って、付加価値を創造し、関係によって競合上の優位性を達成するために所有会社ができる3 Distinctive Capabilitiesがある:
本: John Kay - Foundations of Corporate Success - 
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 Dynamic Capabilities
All of Kay's distinctive capabilities to achieve a competitive advantage are based on relationships.
But besides relationships, other capabilites could also be a source of competitive advantage. See for example the ability to |
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Distinctive Capabilities 特別興味グループ
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Distinctive Capabilities 教育とイベント
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4 Properties of Distinctive Capabilities
As pointed out by Kay, NOT ALL capabilities can provide an organization with competitive advantage; they need to have a number of properties:
1. ...
Usage (application)Achieving a Competive Advantage
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Customer Centricity: Success Factors for Customer Intimacy
Customer / Consumer Centricity (CC) is a frequently used concept used by companies to achieve competitive advantages. It is often believed that CC can...
Usage (application)Value Disciplines, Customer Strategy, Customer Intimacy, Customer-oriented, CRM
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A Corporate Theory: Long-term Handhold and Guidance in Turbulent Times?
According to Professor Todd Zenger, companies should focus less on competitive advantage (this isn't what really interests stock markets). Instead cor...
Usage (application)Inside-out Corporate Strategy, Corporate Visioning
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Capabilities & Competitive Advantage (Grant)
In 1998 Grant first described the relationships between resources, capabilities and competitive advantage. In his perspective, the competitive ...
Usage (application)Shaping Strategy
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と比較した: Value Disciplines | 競合上の優位性 | Rule of Three | Resource-Based View | Parenting Styles | Parenting Advantage | BCG Matrix | Growth Phases | Organizational Configurations | 3C's | Acquisition Integration Approaches | 戦略的なタイプ
経営ハブに戻る: 変更と組織 | 人材 | 知識と無形財産 | マーケティング | 戦略
より多くの方法、モデル、理論
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Special Interest Group Leader
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