Strategic Management and Design Innovation in the Long-Standing CompanyKyogashiMaster “Suetomi”

2012 ◽  
Vol 16 (5) ◽  
pp. 561-566
Author(s):  
Yusuke Irisawa ◽  
◽  
Shin’ya Nagasawa
Keyword(s):  
Competitive Advantage ◽  
Product Innovation ◽  
Management Strategy ◽  
The Other ◽  
Sustainable Competitive Advantage ◽  
Strong Point ◽  
Affective Value ◽  
Design Innovation ◽  
High Level ◽  
Tea Ceremony

Japanese Confectionary “Suetomi” is a high level brand among Kyoto’s long-standing companies. This always makes the Japanese sweets a high level in Kyoto, and gets the high appraisal from the parties concerned the master of the tea ceremony, such as “Urasenke.” In this study, we present an analysis of Suetomi’s management strategy and its strength and differentiation based on an interview with the president, Mr. Yamaguchi. Then, we analyze their innovation from the viewpoint of product innovation and affective value (i.e., sense value). Finally, we discuss the innovation of theKyogashidesign based on our research. In conclusion, Suetomi has a different strong point from the other company as a long-standing company of Kyoto confections and we have understood performing the management strategy which establishes a sustainable competitive advantage using it. Thus, they have performed the design innovation of Kyoto confections products in the management strategy which is compatible in tradition and innovation, and have created the value of a customer’s sensitivity.

scholarly journals The Effect of Market Orientation on Performance of Sharing Economy Business: Focusing on Marketing Innovation and Sustainable Competitive Advantage

2019 ◽  
Vol 11 (3) ◽  
pp. 729 ◽  
Author(s):  
Youn Na ◽  
Sungmin Kang ◽  
Hye Jeong
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Information Exchange ◽  
Product Innovation ◽  
Sharing Economy ◽  
Sustainable Competitive Advantage ◽  
Market Information ◽  
Marketing Innovation ◽  
Information Generation ◽  
And Performance

This study investigated relationships among the market orientation of sharing economy business, marketing innovation, sustainable competitive advantage (SCA), and performance. Attempts are made to understand market orientation from cultural and behavioral perspectives to accelerate marketing innovation and identify measures for SCA and performance building. Frequency, reliability, validity, fitness, and path analyses were performed on 400 respondents, and a structural model was used. The results are as follows. First, functional coordination of the cultural market orientation of sharing economy business with consumer orientation significantly affected product innovation, but competitive orientation’s effect on product innovation was not significant. Competitive orientation and functional coordination significantly affected communication innovation, but consumer orientation’s effect on communication innovation was not significant. Second, market information generation and response to market information of behavioral market orientation of sharing economy business significantly influenced product innovation, but market information exchange’s influence on product innovation was not significant. Even though market information exchange and response to market information had a significant influence on communication innovation, the influence of market information generation on communication innovation was not significant. Third, both product and communication innovation of the marketing innovation of sharing economy business significantly influenced SCA. Fourth, the SCA of sharing economy business significantly influenced market dominating power.

Marico – competing with an innovative business model

2018 ◽  
Vol 8 (2) ◽  
pp. 1-20
Author(s):  
Sumit Mitra ◽  
Ranjith V.K.
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
Product Innovation ◽  
Business Models ◽  
Subject Area ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Content Type ◽  
Innovative Company ◽  
Executive Mba

Subject area Strategic Management. Study level/applicability MBA, Executive MBA. Case overview This case deals with Harsh Mariwalla’s struggle to develop an innovative company from scratch. The journey of innovation is not an easy one. Marico was forced to compete with multinationals in many markets where it operated. Constant pressure from rivals has made the company develop a new innovative business model, which is expected to generate profitability and sustainable competitive advantage. Expected learning outcomes Students will be able to appreciate the business models, understand the competitive moves by rivals, understand strategy formulation and implementation, understand product innovation and competitive advantage and understand the ability to tackle competition with innovation. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

Conceptual Theory

2010 ◽  
pp. 1-22 ◽  
Author(s):  
Meir Russ ◽  
Robert Fineman ◽  
Jeannette K. Jones
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Base ◽  
Gap Analysis ◽  
Organizational Knowledge ◽  
The Other ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Individual Level ◽  
The Individual

This chapter will provide the reader with two definitions of knowledge, one at the individual level, the other at the organizational level. This will be followed by connecting the knowledge base of the organization to its sustainable competitive advantage by using a multiple-layer framework of organizational knowledge. Then, the chapter will discuss the frameworks of knowledge management vision, mission and goals for the organization. Temporary and functional gap analysis frameworks will follow. The chapter will end with a brief description of three tools developed by the authors.

Systems development project team management: a resource-based view

2004 ◽  
Vol 23 (3) ◽  
pp. 169-177
Author(s):  
R.G. Perez ◽  
H. Joseph Wen ◽  
Pruthikrai Mahatanankoon
Keyword(s):  
Competitive Advantage ◽  
Development Project ◽  
Project Team ◽  
Project Teams ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Team Members ◽  
Effective Implementation ◽  
High Level ◽  
Human Component

This paper presents a resources-based theory perspective of managing a SAP project team in order to realize a sustainable competitive advantage. Resource-based theory suggests that resources which are durable, not easily replicable, and imperfectly mobile can be effectively leveraged by the firm in order to achieve a sustainable competitive advantage over its competitors. The analysis which is presented in this paper suggests that the effective implementation of the SAP system by a firm requires not only an acquisition of a high level of technical expertise, but a change in organizational culture from one which rewards individual brilliance to one which encourages project teams. This will create an environment in which the success of any individual in his job is critically dependent on the skills possessed by the other team members. This will render the human component of the SAP resource imperfectly mobile and increase the capability of the firm to leverage this resource in order to achieve a sustainable competitive advantage.

A resource-based framework for strategically managing identity

2019 ◽  
Vol 32 (1) ◽  
pp. 80-102 ◽  
Author(s):  
Sam Rockwell
Keyword(s):  
Competitive Advantage ◽  
Organizational Identity ◽  
Identity Management ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Content Type ◽  
Management Framework ◽  
Identity Processes ◽  
High Level

Purpose The purpose of this paper is to blend a resource-based view of the firm with the 5R Model of Organizational Identity Processes to offer a new Strategic Identity Management Framework to help organizations uncover, analyze and optimize their identity as a resource for creating sustainable competitive advantage. Design/methodology/approach This conceptual paper relied upon an examination of literature about sustainable competitive advantage, the resource-based view of the firm and the 5R Model of Organizational Identity Processes. Findings Synergies were found between the VRIO model and the 5R Model of Organizational Identity Processes. A new Strategic Identity Management Framework was created and a case study was used to illustrate its application. Research limitations/implications Research is needed to validate, confirm and extend the use and application of the new framework within organizations. Practical implications The framework is anticipated to be particularly useful for middle managers because they are tasked with translating high-level strategies into action and leading lower level employees toward enacting the new or adapted identity claims. Originality/value Although ample organizational identity research exists, a framework for assessing identity claims for the purpose of achieving competitive advantage was lacking.

scholarly journals Model Inovasi Produk Perbankan Syariah di Indonesia

2018 ◽  
Vol 9 (1) ◽  
pp. 83
Author(s):  
Hani Werdi Apriyanti
Keyword(s):  
Economic Development ◽  
Competitive Advantage ◽  
Conceptual Model ◽  
Working Group ◽  
Product Innovation ◽  
Financial Stability ◽  
Banking Industry ◽  
The Other ◽  
Innovation Activity ◽  
Market Expansion

<p>Sharia banking faces various challenges in order to reach market share both sharia banking and the other one. The sharia banking industry in Indonesia must take competitive advantage through product innovation. This research suggests conceptual model product innovation for sharia banking industry using the opportunity of global sharia economic development and the international trust in Indonesia. Product innovation for sharia banking can achieved by strengthening Sharia Banking Working Group, sharia compliance, financial stability, product innovation activity. This model expected to encourage market expansion both domestically and abroad. It’s achieved by providing a variety of products that are closer and accepted by the community, with products that have a high social attachment (close to the society).</p><p>Perbankan syariah saat ini dihadapkan pada persaingan yang ketat dalam meraih pangsa pasar, baik persaingan antara bank syariah dengan bank konvensional maupun antarsesama bank syariah. Oleh karena itu, perbankan syariah harus memiliki keunggulan kompetitif dengan melakukan inovasi produk. Penelitian ini mengusulkan model inovasi produk dengan memanfaatkan peluang pesatnya perkembangan ekonomi syariah global dan membaiknya kepercayaan dunia internasional terhadap ekonomi Indonesia dengan dukungan penguatan Working Group Perbankan Syariah (WGPS), pemenuhan ketentuan syariah (sharia compliance), pencapaian stabilitas keuangan, serta peningkatan dalam aktivitas inovasi produk. Model yang diusulkan diharapkan dapat mendorong perluasan pasar perbankan syariah baik di dalam negeri maupun luar negeri dengan menyediakan beragam produk yang lebih dekat dan diterima masyarakat. Perbankan syariah diharapkan melakukan inovasi produk yang memiliki kelekatan sosial tinggi (dekat, dapat diterima, serta sesuai dengan preferensi masyarakat).</p>

scholarly journals The Measurement of Impacts and Effects of Knowledge Management in an Enterprise

2012 ◽  
Vol 5 (19) ◽  
pp. 369-378 ◽  
Author(s):  
Eva Hvizdová ◽  
Andrej Miklošík ◽  
Radoslava Mečiar
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Management Strategy ◽  
Sustainable Competitive Advantage ◽  
Balance Scorecard ◽  
Knowledge Based ◽  
Knowledge Strategy ◽  
Management Preparation ◽  
Innovative Culture

Abstract The question of competitive advantage comes forward in today’s globalized markets. The managers are looking for the means of sustainable competitive advantage by implementing methods of managing knowledge in company. Several modern tools and approaches use knowledge as core of the company orientation as it has the potential for creating innovations in the innovative culture. This article is dedicated to identify and describe these methods, which can help the company to measure the impacts and effects of knowledge management. These include above all Balance Scorecard, Corporate Performance Management, Kaizen, Re-engineering, Knowledge Based Benchmarking and Goal Based Management. The authors illustrate the process leading to knowledge management effects measurement as well consisting of four basic steps: analysis of the environment, defining the responsibility for knowledge management, preparation, creation and implementation of knowledge strategy and finally monitoring of effects of knowledge management strategy deployment. Implementing this evaluation should promote the effort of the company to determine the extent of positive and negative changes which were influenced by applying knowledge management principles in the company.

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