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Surf Excel Project

Surf Excel Project

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Published by Muhammad Asghar

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Published by: Muhammad Asghar on Jun 15, 2010
Copyright:Attribution Non-commercial

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12/22/2013

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“INNOVATION MANAGEMENT FOR ASUSTAINABLE COMPETITIVE ADVANTAGE
Submitted to: Sir Tahir Aziz KhanSection: MBA 11ASubmitted By:
Rizwan Ahmad Sardar CIIT/FA08-MBA-121/LHR 
 
Problem Statement
:
 It has become a Herculean task for companies to sustain their competitive edge in thiscut-throat market.
Research:
In today market customer behave very rationally, looking for more value, Then either The value is in term of money, pleasure, status and so on. For sustaining theCompetitive advantage thus become the prime priority and challenging task for Companies.Competitive advantage of an organization involves gaining an advantage over other competing firms with regard to the design, delivery, and strategies of the firm. Gainingcompetitive advantage entail a set of specialized skills, assets, and capabilities for theorganization. Innovation is the ability to envision and apply creative solutions toproblems. It is an effective tool towards gaining sustainable competitive advantage. Inaddition, the firm has to optimally utilize its internal resources and capabilities to exploitexternal opportunities in order to gain sustainable competitive advantage.Sustainable competitive advantage is the focal point of your corporate strategy. ItAllows the maintenance and improvement of your enterprise's competitive position inThe market. It is an advantage that enables business to survive against itsCompetition. Over a long period of timehyper competitionis a key feature of thenew economy. New customers want it quicker, cheaper, and they want it their way.The fundamental quantitative and qualitative shift in competition requiresorganizational changeon an unprecedented scale. Today, your sustainable
 
competitive advantage should be built upon your corporate capabilitiesand mustconstantly be reinvented.According to the newresource-based viewof the company, sustainable competitiveadvantage is achieved by continuously developing existing and creating newresources and capabilities in response to rapidly changing market conditions.Among these resources and capabilities, in the new economy,knowledgerepresentsthe most important value-creating asset.The opportunity for your company to sustain your competitive advantage is determinedby your capabilities of two kinds – distinctive capabilities and reproducible capabilities -and their unique combination you create to achievesynergy. Your distinctivecapabilities - the characteristics of your company which cannot be replicated bycompetitors, or can only be replicated with great difficulty - are the basis of your sustainable competitive advantage. Distinctive capabilities can be of many kinds:patents, exclusive licenses, strong brands,effective leadership,teamwork, or tacit  knowledge. Reproducible capabilities are those that can be bought or created by your competitors and thus by themselves cannot be a source of competitive advantageCapability represents the identity of your firm as perceived by both your employeesand your customers. It is your ability to perform better than competitors using adistinctive and difficult to replicate set of business attributes. Capability is a capacityfor a set of resources in an integrative way to perform a stretch task.In the capability model, senior managers are predominantly concerned with issuesabout the quality of products and services provided to customers (external andinternal), the flow of value-added work, and roles and responsibilities.The dominant view onperformance measurementshifts from the traditional focus of actual-vs.-budget to a more balanced model that includes the timeliness, quality, andcost of providing products and services to customers.Allocation and budgeting of resources moves from the traditional practice of individualunits vying for resources based on their own needs towardcross-group teamsthat jointly assess resource needs based on the flow of work needed tocreate value to customers. Problem solving would seldom involve situations in which unit managers

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