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Comparative Analysis of the Two Case Studies
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In today’s increasingly competitive business world, organizations are using ICT to advance their business strategies and increase their competitive advantage. One technological element that is growing in popularity is knowledge discovery in databases (KDD). In this paper, we propose an analytic framework which is applied to two cases concerning KDD...
Contexts in source publication
Context 1
... are now working on launching Radio Frequency Identification (RFID) tags to all shipments to and from their distribution centres. Table 3 in Appendix 1 applies the analytical framework to compare the two cases. UA is at the very start of its KDD process. ...
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Citations
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This systematic literature review offers a roadmap for firms seeking to increase their competitive advantage through data-driven decision-making. Based on current scholarship in strategy as practice, strategic planning, individual behavior, and business intelligence, this review indicates that corporate managers influence decision effectiveness by integrating information into the decision-making process. Decisionmaking is viewed as a single complex phenomenon where individuals come together to make joint decisions through discourse and information use. Ten key elements to this process are identified. Assessing an organization in these ten elements estimates an organization’s cognition. The unique contribution of this paper is the assertion that a firm amplifies its organizational cognition over time by enhancing each of these ten elements in a balanced approach and in a very particular order.
... A specific example of grand theories applied by practicing strategists is the popular and influential theory of competitive advantage (Porter, 1985). The concept of competitive advantage has become heavily rooted in the literature as the main purpose of strategy (Andersen & Nielsen, 2009;Barney et al., 2011;Jarrett & Stiles, 2010;Narayanan et al., 2011;Nobre & Walker, 2011;Phelan, 2011;Whittington et al., 2011), but it is the purpose of business level strategy (Dias & Peters Filho, 2010;Gilchrist, Mooers, Skrubbeltrang, & Vachon, 2012;Wang, Lin, & Chu, 2011). This delineation is overlooked, once again misinforming strategists and strategy researchers. ...
... Almost all other theories or views claim to achieve competitive advantage. The concept of competitive advantage has become heavily rooted in the literature as the main purpose of strategy (Andersen & Nielsen, 2009;Barney et al., 2011;Jarrett & Stiles, 2010;Narayanan et al., 2011;Nobre & Walker, 2011;Phelan, 2011;Porter, 1991;Porter & Siggelkow, 2008;Whittington et al., 2011), although it is the purpose of business level strategy (Dias & Peters Filho, 2010;Gilchrist, Mooers, Skrubbeltrang, & Vachon, 2012;Wang, Lin, & Chu, 2011). This delineation is often overlooked or perhaps taken for granted as understood in the literature, thereby possibly contributing inaccurate knowledge to practitioners, which supports this research design rooted in a problem-solving, practice-focused foundation (Alvesson & Sandberg, 2011;Holmström et al., 2009;Kilduff et al., 2011) that aligns with the purpose of theory development to solve a problem in addition to describing and explaining a phenomenon (Alvesson & Sandberg, 2011;Corley & Gioia, 2011;Gelso, 2006;Markóczy & Deeds, 2009;Oswick, Fleming, & Hanlon, 2011;Stam, 2010;Tsang & Ellsaesser, 2011). ...
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The positive impact of sport on health is no longer being questioned. Information on health and other benefits of sport has been spreading through life style media what increases the demand on sport services and sport facilities. Recently, there has been a boom of new fitness clubs and private sport facilities what threatens traditional sports organizations. Thus, the sport market has become more varied and also more competitive as some clients demand for lower prices while others are willing to pay huge sums of money for exceptional services. Accordingly, each sport manager is faced with the problem to choose a business‐level strategy based on Porters generic strategies. Each manager has to decide whether to employ low cost strategy and attract customers seeking for low prices or, whether to employ differentiation strategy and focus on exceptional quality of services. Such a strategic decision should be based on deep knowledge of internal processes and external environment. Thus, our paper brings a system dynamic model evaluating internal and external influences as a tool to choose an appropriate strategy for sport managers. In our previous research, we found satisfaction is the most important tool for sport client sustainability. However, sustainability may be influenced by both low‐cost and differentiation strategies. Hence, first think for a manager to consider is competitive advantage. Competitive advantage results from the relationship between internal processes and external environment. Our model embodies important aspects of internal processes, such as quality and quantity of staff, strong leadership, and organizational culture, capacity of facilities, marketing approach, creativity and financial strength and, aspects of external environment such as knowledge of population and behaviour of competitors. In the final paper, different competitive strategies will be incorporated to the system dynamics implementation of small sport club performance management system. Our system dynamic framework is based on extended Balanced Score Card and is validated by historical data and experts’ knowledge. We have tested five scenarios derived from Porters’ generic strategies (i) low‐cost strategy, (ii) “stuck in the middle” strategy, (iii) differentiation strategy, (iv) focused low‐cost and (v) focused differentiation strategy. We found that current potential or active population is more sensitive about differentiation strategy based on bringing emerging sports. Launching emerging sports as competitive advantage is not sustainable in long term period because of very dynamic environment and fashion effect. Some of emerging sport (such as Spinning program or Zumba) became popular and in such case competitors offer same services within a season or two. Apart from those, a lot of emerging sports does not take hold or, goes out of fashion within a short period of time. On the other hand, the low‐cost strategy could be successful under particular conditions as well. For example, a manager decides to offer unlicensed sport without massive marketing. On the whole, our model covers a variety of possible situations and helps managers to choose the right strategy utilizing available resources in particular environment.
Keywords: sport management, Porters' generic strategies, small sport clubs, balanced score card
The firm's activities have become in the modern environment-oriented customers because satisfying the needs and desires of customers is the most influential factor on the market, Benchmarking and value analysis that supports the cost leadership strategy to achieve the goal of the firm as a leader in a competitive market and their impact to attract customers, Therefore, this study sheds light on some of strategy cost management techniques and they are value chain, value Engineering, and benchmarking which provide understanding to the value and activities according to the value that must be delivered to customers in light of the firm's strategy by focusing on reducing costs and maintaining quality of products .The value chain will be restructured internally through the inflows and this requires additional information to consider the firm's situation currently and the kind of their internal relations with the external ones through the information we get from the benchmarking to make a comparison with similar performance of the units or competing products.2According to this, the goal of the study is represented in the integration between Benchmarking and value analysis applied in the cement companies to support cost leadership strategy, To achieve this objective, the matter requires studying and analyzing the Benchmarking steps which are represented in (planning, analysis, integration, implementation, and maturity) and value analysis tools consists of value engineering and value chain to contribute in cost reduction without compromising the product's quality.
A comprehensive discussion on the potential and prospects of unearthing the commercial, pedagogical and research value of supermarket card-based databases in Ghana drawing on examples across some developed economies of the world indicates a positive outlook. There is an inherent potential in retail supermarket databases to glean value in three forms commercial, research and pedagogical. The commercial value can be achieved through subjecting consumer data to social demographic profiling to facilitate target marking, communication, promotions and processing, and adding value to supermarket databases by marketing agencies to support corporate and strategic decision-making of retail industry players. Beyond proving an enabling environment to explore the three identifiable values, the emergence of supermarkets in emerging markets is generating an environment for winners and losers including foreign-based supermarkets and their local competitor stakeholders.
The book is introduced by laying emphasis on the dynamic feature of modern retail marketing and supermarket loyalty cards programme from global and emerging markets perspectives. Then, an exemplar gold standard of a loyalty card programme is described. Contemporary supermarket chains’ infrastructure is highlighted and a projection into the future generation of retail marketing in emerging markets by employing the themes of commercial, pedagogical and research value, competitive dynamics, and potential challenges are covered. The potential usefulness of the book as an additional resource to business and management scholarship and a learning resource for the development of knowledge, understanding and skills of undergraduates, postgraduates, marketing practitioners, consumers and academics are also presented. Further, the retail industry is introduced with particular emphasis on the supermarket retail industry. Finally, a discussion of the nuances of emerging market retailing and the forces of change and responses to these changes are then captured.
Factors including emerging supermarket consumers; emerging supermarket infrastructure; retailer consolidation and internationalization; emerging store technologies and their impact on grocery retailing; intelligent technologies in retail marketing; trends in multi-channel retailing; the emergence of online grocery shopping; customer loyalty programmes; the use of digital addressing system (The GhanaPost GPS Address); and the grocery retail marketing and the question of customer data in Ghana, collectively represent key issues, developments and trends that will characterize the next generation of supermarket marketing. A combination of these factors, issues, developments and trends operates as relevant drivers of the next generation of grocery supermarket marketing and determines the nature of the future grocery retailing competition. The existing legal framework in Ghana is also a critical area of focus to ensure the proper use of loyalty card databases in the next generation of grocery supermarket marketing.
