source of sustainable competitive advantage. ◦ intellectual property ( patents, brands). no...
TRANSCRIPT
![Page 1: Source of sustainable competitive advantage. ◦ Intellectual Property ( Patents, brands). No competitors can access the same intellectual property](https://reader030.vdocuments.mx/reader030/viewer/2022033103/56649d765503460f94a571a2/html5/thumbnails/1.jpg)
![Page 2: Source of sustainable competitive advantage. ◦ Intellectual Property ( Patents, brands). No competitors can access the same intellectual property](https://reader030.vdocuments.mx/reader030/viewer/2022033103/56649d765503460f94a571a2/html5/thumbnails/2.jpg)
Source of sustainable competitive advantage.◦ Intellectual Property ( Patents, brands).
No competitors can access the same intellectual property
◦ Superior business processes. Profit margins good from low costs / superior quality /
customer relations leading to loyalty / etc
◦ Blue ocean strategy. Breaking out from competitors into ‘new’ markets.
2
![Page 3: Source of sustainable competitive advantage. ◦ Intellectual Property ( Patents, brands). No competitors can access the same intellectual property](https://reader030.vdocuments.mx/reader030/viewer/2022033103/56649d765503460f94a571a2/html5/thumbnails/3.jpg)
Micro-market analysis focuses on customer needs.
Favourable when there is;◦ Identifiable and unmet need/want.
( = opportunity)◦ No other product to meet that need.
(= no competition)◦ Likely growth of that segment and/or other opportunities.
(= strong future / return on investment)
(Porters generic strategies – focus within segment)
3