論文代寫推薦：戰略管理
戰略管理要求公司制定一個行動計劃來代替它的主要目標。在戰略管理的基礎上，獲得了企業的競爭優勢。成功的競爭優勢確保公司憑藉競爭優勢獲得消費者惠顧、地理位置、分銷渠道、獨特的管理理念、與供應商和分銷商更好的關係等等。它使公司能夠在各個領域充滿活力的市場中生存下去。公司管理層可以選擇多種方式來發展自己的競爭優勢(Yoffie, and Cusumano, 2015)。企業可以選擇發展自己的競爭優勢領域，以維持在當前的市場動態和社會發生的事件。可以是生產、設計、製造、供應商關係或研究和開發(Huang, Dyerson, Wu, and Harindranath, 2015)。戰略管理是對若干要素的管理，不能侷限於管理的任何一方面。戰略管理有助於形成競爭優勢。當企業想要從核心競爭力中獲得競爭優勢時，應該決定他們選擇的方向。市場趨勢、創新和客戶之間存在着複雜的動態關係，這決定了公司競爭優勢的發展。例如，蘋果的戰略管理可以利用它的排他性因素，並把它作爲一個促銷工具。三星可以利用產品多元化的競爭優勢，開發創新產品，面向大衆市場。
結論
總之，一個公司的資源是用來建立能力的。能力是用來發展核心能力。核心競爭力是在公司戰略管理決策的基礎上發展成爲可持續的競爭優勢。管理層用於開發產品的四個標準是有價值的、罕見的、昂貴的、不可替代的。爲了探索這些選擇，我們對蘋果(Apple)和三星(Samsung)的案例進行了調查。這些產品的品牌形象是任何人都無法模仿的。他們開創了歷史先河，樹立了這種品牌形象。除此之外，三星還選擇專注於產品多元化和加強垂直整合。蘋果選擇專注於提高產品的排他性和品牌形象。他們只賣給願意爲他們的產品支付高價的消費者。兩者都是已經創造出來的競爭優勢。因此，可持續競爭優勢是公司戰略營銷理念的產物。
論文代寫推薦：戰略管理
Strategic management entails the company to develop an action plan in lieu of its primary objectives. Based on the strategic management, competitive advantages for a company are derived. Successful competitive advantages ensure that the company owing to competitive advantage gains consumer patronage, location, distribution, unique management ideals, better relationships with the supplier and distributers to name a few. It enables in the sustenance of the company in the dynamic markets across the spectrum. There are a number of ways in which the management of the company can choose to develop their competitive advantage (Yoffie, and Cusumano, 2015). Companies can choose to develop their area of competitive advantage to sustain in the current market dynamic and the events occurring in the society. It could be in production, design, manufacture, vendor relation or research and development (Huang, Dyerson, Wu, and Harindranath, 2015). Strategic management is the management of a number of elements and it cannot be limited to any one aspect of management. Strategic management helps in the formation of competitive advantage. Firms should decide in what direction they choose when they want to develop a competitive advantage from their core competencies. There is an intricate dynamics between market trends, innovation and customers that define the development of competitive advantage for a company. For example, strategic management of Apple can use its exclusivity factor and use it as a promotional tool. Samsung can use the competitive advantage of product diversification to develop innovative products and market to the masses.
Conclusion
To conclude, resources of a company are used to build capability. Capability is used to develop core competencies. Core competencies are developed into sustainable competitive advantage based on the strategic management decisions of the company. The four criteria that the management uses to develop the product are valuable, rare, costly to imitate and non-substitution. To explore these options, the case of Apple and Samsung has been probed. Brand image of these products cannot be imitated by anyone. They have developed this brand image by the historical precedent. Apart from this, Samsung has chosen to focus on diversifying product and enhancing vertical integration. Apple has chosen to focus on increasing exclusivity and the brand image of the product. They sell only for the consumers willing to pay premium price for their products. Both are competitive advantages that have been created. Hence, sustainable competitive advantage is a product derived from strategic marketing philosophies of the company.
