This is the final installment of a four-part series on creating a sustainable competitive advantage. To quickly review, a sustainable competitive advantage is defined as, “the ability of a firm to develop and maintain distinctive competencies that enable it to capture a larger market share and earn higher-than-average profits.” These higher-than-average profits can then be used to grow the business. Part one discussed both the building blocks of a sustainable competitive advantage (superior efficiency, quality, customer responsiveness, innovation, and size) and the activities that support these building blocks – the value chain activities (both the primary and secondary). The primary activities are those related “to the design, creation, delivery of the product, its marketing, and its support and after-sales service.” The support activities are those processes that ensure the successful implementation of the primary activities.
READ THE FULL ARTICLE BY DR. STOWE SHOEMAKER IN THE 2024 WINTER EDITION OF GAMING & LEISURE MAGAZINE.