市场竞争优势的来源和演变外文原文

市场竞争优势的来源和演变外文原文

Competitive Advantage and its Sources in an Evolving

Market

Apostolos D. Zaridis

Department of Business Administration, Aegean University, Chios, Greece

Abstract. In a continuously altered and evolving Market, as is the food manufacturing market, the main and long-lasting

objective of firm that is the imization of its wealth and consequently the continuous remaining in profit regions,

appears that it is possible to be achieved via the obtainment and maintenance of diachronically long-term competitive

advantage, which it will render the firm unique or leader force in a inexorable competition that is continuously extended

in a globalized market. Various definitions and different regards are developed in regard to the competitive advantage

and the way with which a frnn it is possible, acquiring it, to star in the market in which it is activated. As result of

sustainable competitive advantage in a frnn comes the above the

average performance. Abundance of resources and

competences that are proposed as sources of competitive advantage in the resource-based view literature exists, while

they are added continuously new based on empiric studies. In any case, it appears to suffer hierarchy of sources of

competitive advantage, with regard to sustainability of theseKeywords: Business and Management, Competitive Advantage, Food Manufacturing smesPACS: 89.65.Gh

INTRODUCTION

In a continuously altered and evolving environment, as is current, the main and long-lasting objective of firm

that is the imization of its wealth and consequently the continuous remaining in profit regions, appears that it is

possible to be achieved via the obtainment and maintenance of diachronically long-term competitive advantage,

which it will render the firm unique or leader force in a inexorable competition that is continuously extended in a

globalized market. Various definitions and different regards have been developed in regard to the competitive

advantage and the way with which a firm it is possible, acquiring it, to star in the market in which it is activatedDEFINITIONS According to Michael Porter [1], competitive advantage for a firm is

the result of complete comprehension of its

external and internal environment. After it comprehends the market which it is activated in, its competitors, the

wider exterior environment but also its strengths and weaknesses, it is possible later to discover its own unique core

competencies and to be supported in one of the three types of competitive strategies - generic strategy - that is to say the leadership of cost, the strategy of differentiation and the strategy of focusSame author[2] expresses his conviction that the competitive advantage springs from the value that a firm is capable to offer in its customer, which surpasses the cost of value creation from the firm. Value is that the customers

they are wilhng to pay, while the excess value springs always or from the offer of lower prices for equivalent profit

in relation with the competition or from the offer of unique profit for the consumer that exceeds the higher price of

offer. Two basic types of competitive advantage exist. The leadership of cost and the differentiation. These emanate

from capability of firm to deal better from competition with five forcesThe message M. Treacy and F. Wiersema [3] dispatch, is that no firm cannot achieve trying to be "everything in

everyone". On the contrary, it is necessary to discover a unique value