Competitive advantages as the basis of a successful organizational strategy

N. Kyrych, Nataliia Yuryk, N. Shveda
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引用次数: 2

Abstract

In the article the competitive advantages essence of the organization is considered and it stated the advantages presence in a particular area indicates the success of the organization compared to competitors. Competitive advantage can be seen (discovered) in comparing your own organization with competitors. An important and necessary element of the competitive advantage formation and further development is an effective strategy (including competitive) of the organization. In the article, it stated that competitive advantage is an integral part of the organization strategic potential and the basis of organization strong competitive position and determines the nature of its strategy. Today the innovation using is the main tool for achieving competitiveness and competitive advantage of the organization, that allows exploring market opportunities, tries to stand out from similar services of competitors and fill specific market segments. In the article, it defined that the new competitive advantages formation is the most important moment in the organization to achieve a stable competitive position in the market and its own success. Competitive position is a comparative description of the organization main market parameters in modern conditions and its products relative to the competitor. Determining your own competitive position is the first step for competitive analysis and organization’s future strategy development. It is investigated that experts distinguish several degrees of competitive position: dominant, strong, favorable, reliable, weak, and unviable. For an organization that plans its activities and tries to maintain a dominant or strong competitive position, it is proposed to implement the following types of strategy: differentiation strategy; research strategy; customer-oriented strategy; cost minimization; adaptive strategy. In the article, it stated that maintaining a strong position could occur when the company has defeated its rivals by its own unique differences and it is able to maintain these differences in the future. As a basis for success and competitive advantage, each organization is offered to pay strong attention to operational efficiency, ie efficiency with which the company performs better the same activities as its competitors.
竞争优势是成功的组织战略的基础
在文章中考虑了组织的竞争优势本质,并指出在特定领域存在的优势表明了组织与竞争对手相比的成功。竞争优势可以在你自己的组织与竞争对手的比较中看到(发现)。组织有效的战略(包括竞争战略)是竞争优势形成和进一步发展的重要和必要因素。本文认为,竞争优势是组织战略潜力的组成部分,是组织获得强大竞争地位的基础,决定了组织战略的性质。今天,创新使用是实现竞争力和竞争优势的主要工具,它允许探索市场机会,试图从竞争对手的类似服务中脱颖而出,并填补特定的细分市场。本文定义了新的竞争优势的形成是组织在市场中取得稳定竞争地位和自身成功的最重要的时刻。竞争地位是在现代条件下组织的主要市场参数及其产品相对于竞争对手的比较描述。确定自己的竞争地位是竞争分析和组织未来战略发展的第一步。据调查,专家们区分了几个程度的竞争地位:主导的,强的,有利的,可靠的,弱的和不可行的。对于计划其活动并试图保持优势或强大竞争地位的组织,建议实施以下类型的战略:差异化战略;研究策略;顾客导向策略;成本最小化;自适应策略。在文章中,它指出,当公司凭借自身独特的差异击败了竞争对手,并能够在未来保持这些差异时,就可能保持强势地位。作为成功和竞争优势的基础,每个组织都必须高度重视运营效率,即公司在相同活动中比竞争对手表现更好的效率。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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