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Card Equivalents Competitive cards -meta cards and rogue cards Value cards -two for one, etc. Synergy cards -staples Advantaged cards -good for the deck Double cards -Annoying cards Additional cards -chasing cards

November 2022

November 2022

Authors:

Ismael Fortunado

National Research Council of the Philippines

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Card Equivalents

Competitive cards – meta cards and rogue cards

Value cards – two for one, etc.

Synergy cards – staples

Advantaged cards – good for the deck

Double cards – Annoying cards

Additional cards – chasing cards

ResearchGate has not been able to resolve any citations for this publication.

ResearchGate has not been able to resolve any references for this publication.

Article

A demand‐based perspective on sustainable competitive advantage

March 2006 · Strategic Management Journal

We develop an approach to analyzing the sustainability of competitive advantage that emphasizes demand-side factors. We extend the added-value approach to business strategy by introducing an explicit treatment of how firms create value for consumers. This allows us to characterize how consumer heterogeneity and marginal utility from performance improvements on the demand side interact with ... [Show full abstract] resource heterogeneity and improving technologies on the supply side. Using this approach, we address a variety of questions including whether technology substitutions will be permanent or transitory; the sequence in which new technologies attack different market segments; how rents from different types of resources change over time; whether decreasing marginal utility and imitation give rise to similar rent profiles; the extent of synergies within a firm's resource portfolio; the emergence of new generic strategies; and the conditions that support strategic diversity in a market. Our focus on consumer utility and value creation complements the traditional focus in the strategy literature on competition and value capture. Copyright © 2006 John Wiley & Sons, Ltd.

Article

Tata Tea Ltd. And Tetley, Plc (a)

January 2008 · SSRN Electronic Journal

In 2001, Tata Tea, an Indian tea-production company, took over Tetley, a U.K.-based tea-marketing giant more than twice its size, in a leveraged buyout. Tata Tea paid too much, as its bid was $100 million more than that of its nearest competitor, Sara Lee. The merger presented an array of vertical-integration synergies, but the leveraged-buyout structure, cultural differences, and lack of ... [Show full abstract] planning meant that the realization of synergies was delayed. The difficulties were exacerbated by the cyclical downturn in the tea industry and the increased competition from substitute products. This case illustrates (1) issues associated with cross-border merger integration, (2) scenarios where vertical integration makes sense and where it does not, (3) the application of PMI frameworks and concepts, (4) the issues associated with a leveraged-buyout structure, and (5) the trap of the winner's curse. See also the B case (UVA-BP-0479).

Conference Paper

Small and Medium-Sized Enterprises' Performance: Network and Absorptive Capacity Perspectives

July 2006

Small and medium-sized enterprises (SMEs) in Taiwan, seemingly weak, are in fact competitive within the global environments. Network synergy seems a critical source of Taiwanese SMEs' competitiveness. This paper adopts a meso perspective and develops a multilevel framework to explain Taiwanese SMEs' competitiveness in network settings. In specific, in the network level, network size is proposed ... [Show full abstract] to be a determinant of network competitiveness, in the firm level, firms' positions in a network and respective absorptive capacity are proposed to be determinants of SMEs' competitiveness, while network competitiveness also influences SMEs' competitiveness. Research implications and directions for future research are discussed

Article

Agile Manufacturing: The Drivers, Concepts and Attributes

February 1999 · International Journal of Production Economics

Agile manufacturing, a recently popularised concept, has been advocated as the 21st century manufacturing paradigm. It is seen as the winning strategy to be adopted by manufacturers bracing themselves for dramatic performance enhancements to become national and international leaders in an increasingly competitive market of fast changing customer requirements. This paper identifies the drivers of ... [Show full abstract] agility and discusses the portfolio of competitive advantages that have emerged over time as a result of the changing requirements of manufacturing. The need to achieve the competitive advantages of manufacturing in synergy and without trade-offs is fundamental to the agile paradigm. To further the understanding of agility, this paper reviews the meaning of agility from different perspectives and suggests a comprehensive definition which can be adopted as a working definition by practitioners. Four underlining concepts of agility has emerged from the working definition and the paper presents a representation of these concepts and their interactions. Finally, the paper highlights some of the key enablers of agility and identifies potential future research directions.