Catatech's Competitive Advantage

Competitive advantage has become an important part of doing business and staying in business because it’s what sets a business apart from its competitors. According to Aghamirian and Dorri, (2015) “Competitive advantage is a concept based on economic theories on competitiveness of organizations, emphasizing their particular value in resources that they dispose of, as well as the products and services offered in the market” (p. 65). The competitive analysis will help CanGo standout from its competitors, develop points of difference, recognize competitors, and reevaluate core competencies. CanGo’s major competitors are Amazon, Apple, and Walmart. Each company shares the market of selling books, CDs, music, and movies.

Thus, they are in a position to cover any debt obligations that may come up quickly. Their inventory turnover has been relatively steady over the five years of data. In year 7 their inventory turnover reached 3.2 which means inventory is moving through to customers at an increased rate over the year which correlates with their increased sales. This statement is supported by the fact that the days inventory held for stoves has dropped over the past five years from 146 days in year 3 to 114 days in year 7. These reductions have allowed for the reduction of their days in accounts payable from 51 all the way down to 11.

B. Explain one competitive advantage that the company will gain by offering these new products and/or services to a global market. The competitive advantage that HG Clinic would obtain from these two services would be to offer a product that no other clinic was offering in that location. HG Clinic is offering product leadership with these two services. HG Clinic will be known for innovation and high-quality in the industry.

Resources and Capabilities VRIO Framework V R I O Competitive Implication Strong corporate culture + + + + Sustainable competitive advantage Strong investment in R&D + + + + Temporary competitive advantage Outstanding customer service + + + + Sustainable competitive advantage

• Don’t induce fear through an individual or store performance indicator. • Give better commission rate during slow hours to balance the SPH. 2. Re-orient the middle management: I would say that the lack of communication between the top and the middle management is one of the primary reasons for these issues being created.

From the case it is evident that Cisco’s ERP implementation was a success and the following are the success factors 1. Organizational structure – ERP implementations are relatively smoother in centralized organizations than in decentralized ones. Morgridge, Cisco’s CEO, maintained a centralized functional organisation – manufacturing, customer support, finance, HR, IT and sales organizations were centralized. Hence for Cisco it was more of software replacement than change management (compared to the kind of resistance to ERP and accompanying standardization in decentralized organizations).

When an organization seeks to be competitive, they typically seek to gain a sustainable competitive advantage. Every organization seeks to gain a competitive advantage, but maintaining it is harder even still. For Bob’s supermarket, the invasion of franchised organizations, along with higher employee wages and rising product cost, Bob and Sam Thompson needed to employee a strategic change that defined where they intended to move the organization in the future and what avenues they would entertain to reach those goals. Bob was admitted less interested in the marketing and human resource side of the business. In reference to marketing, Bob needs to understand, “increased internal pressure to make marketing accountable, combined with market

1.2.3 Strategies • Review IT organizational structure • Review IT policies and

I felt that Cathrine was fired for just cause. Was anything she doing illegal? Probably not, but France has a different view of freedom of speech. Did what she do create a hostile work environment? I believe it absolutely did.

Through this they could see the real-time product demand, share past data, customer information, demographics, stock position. As a result, they could reduce inventory cost. Lead time was cut down from 21 to 11 days, sales grew by $8.5mn, on hand inventory reduced by two weeks.  Having a centralized system in place Walmart was also able to allow customers to pull merchandise to the store than having the company push its goods on the

I. Introduction Goggle replaced Yahoo, and Yahoo replaced AltaVista and other search engines. These are examples of how fast new players may take over sales in a certain categories on the market. Since 1990s, the market has leaders and innovators that are winner-take-all concentrated, and focused on taking over the market. Competitive advantage is being run for and more companies are investing in IT in order to reach quality and quantity of goods and services. They are replacing their operating models by using Internet and new software’s.

Additional, they were lack of communicate and lack of understandable roles. They were lack of control environment that they did not assign a good duty of segregate for each level. The company just focus on solving extreme high risk problem and ignored the expert advices, demonstrated by Tony Hayward. When the disaster appeared, the board is lack of oversee in operation, had a slow reaction on solving. This failure is resulted in inconsistent of organizational culture.

The value proposition of IT to business organizations are enormous, but to benefits from IT an organization has to succeed in integrating IT with the business strategic objectives. To do this, the organizations have to develop its IT architecture capabilities which will serve as an enhancer in evolving the enterprise IT architecture before the firm can realize this value from IT. Yes, the company should have risk mitigation strategies for the standardized technology architecture stage because while firms move from the application silo stage, they carries along some of the problem that they were facing to the technology standardization stage. The application of specific-data is one problem facing the standardized stage which has to be managed

In case, the demand fluctuates suddenly we adjust the supply by transporting our excess inventory or take some inventory from other distribution centres where sales are comparatively less. Tesla faces a rush order situation mostly in around festival time. To decrease the lead time, transportation costs and the excess inventory company have decided to invest in efficient and cost effective warehouses.

3.2 Industry conditions (Porter 's Five Forces Analysis) Five forces which would impact an organization 's behavior in the market. Understanding the nature of these forces provides organizations the required insights to enable them to formulate the appropriate strategies to be successful in their market (Thurlby, 1998). 3.2.1 Threat of new entrants (high entry barriers) High capital investment for competitor entry into telecommunication industry. Companies in this industry maintain development, spend fairly large amount of capital on network equipment and incurred high fixed costs. Besides, technologies are also considered as barriers for new companies to enter the market.