A competitive advantage can be gained by offering the consumer a greater value than the competitors, such as by offering lower prices or providing quality services or other benefits that justify a higher price. The strongest competitive advantage is a strategy that that cannot be imitated by other companies.
Low cost to differentiated supplier Israel fresh and processed citrus Broad range, brand name, tailor made Important Commodity supplier to niche and technology supported product Brazil frozen concentrated orange juice Production Bulk transport, tank, farm distribution One of the remarkable success stories, against nearly all the odds, has been that of Argentina beef.
It is an example of how, through low cost of production and product differentiation it has been able to maintain its international competitiveness. It had always exported salted meet and later chilled beef, but with the establishment of "barriers" internationally the Commonwealth preference System, and other environmental factors like World War II, Argentina's international beef market contracted and so it standardised the domestic market.
Argentina's beef consumption per capita is almost four times that of Western Europe kgs compared to kgs Despite its domestic orientation recently. Argentina is stilt the world's third largest beef producer and fourth in exporting terms behind Australia, Germany and the US.
This success was not necessarily built on favourable trading conditions but its ability to maintain international competitiveness through rampant inflation, currency overevaluation, heavy taxation, potential uncertainty and increased competition from substitute products internationally and from the Argentine cereals subsector which was clamouring for more resources, Its success was sustained by a low cost production of quality beef climate and extensive grasslands ; b well developed, flexible and transparent livestock marketing system; c Innovations in beef distribution domestically butcher chain stores, vacuum packing ; d development of new: Mid East ; and, e debt rescheduling by banks for livestock and trading enterprises.
With recent measures to make the industry viable again, including capacity rationalisation, Argentina beef is now back in profit and.
But this is not limited to LDC's alone.
Israel found itself unable to compete internationally with its citrus products, but found a new way to remain competitive internationally. Hectarage rose from 14 to over 40 hectares.
With the well respected "Jaffa" label and the Citrus Marketing Board as the Only exporter in Porter's term's giving huge, "supplier power" Israel oranges and grapefruit dominated many markets.
However, by the late 's stiff competition from Spain, Morocco and Cyprus and changing consumer tastes led to a levelling off of demand, and the once powerful, Citrus Marketing Board found it had to shift its orientation from powerful, bargaining seller to a marketer" naturing new demand patterns.
Whilst it succeeded in some of its promotion and utilisation campaigns, it increasingly found Itself with excess supply and a product which was less in demand. Consumer tastes had shifted to "easy peeling" oranges and tangerines and sweeter red grapefruit, away from Israeli Shamuti Jaffa orange and white grapefruit.
The once powerful Citrus Marketing Board's monopoly was rescinded in Several factors led to Israel's decline. The CMB's unit of accounting was USD; c a significant rise in international shipping costs in the early 's; d financial crisis within Israel's agricultural settlements; e improper export product mix; f conflict of interest in the subsector giving weakened incentives for product innovations and quality; g inability of the Citrus Marketing Board CMB to reposition itself to maintain competitiveness; and, h Quality and supply of competitors, especially in demanded products for example Spain.
The Israeli citrus industry experienced all the problems envisaged by Porter In maintaining industry competitiveness. Bargaining power by the CMD shifted from supplier to the buyer.
Competitors had a better product and lower costs and a product that was now demanded. These directly substituted for the Israeli product.Human resource management is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives.
Benefits specialists say that giving employees money management training and tools through a financial wellness program is a key workplace trend for Abstract. Critical to a corporation's growth and prosperity is gaining and retaining competitive advantage. Although corporations may pursue many paths to this end, one that is frequently not recognized is capitalizing on superior human resource management.
Gaining Competitive Advantage through Human Resource Management Practices Gaining a Competitive Advantage through HRM Practices An initial understanding of where companies can gain competitive advantages through their HRM practices is facilitated by a discussion of.
A chief human resources officer (CHRO) is a corporate officer who oversees all aspects of human resource management and industrial relations policies, practices and operations for an organization. Similar job titles include: chief people officer, chief personnel officer, executive vice president of human resources and senior vice president of human resources.
ESSENTIALS OF MANAGEMENT:Concepts and Essential of Management, Manager’s Roles Human Resource Management Business Human Resource Management.