战略管理包括对公司进行分析，确定其竞争优势，整合资源，确保可交付成果得到满足。根据公司在市场中的表现，对管理政策进行变更(Rothaermel, 2015)。为此，有必要分析资源、能力、核心竞争力和可持续竞争优势的概念。竞争优势、资源、能力和核心竞争力之间存在着复杂的动态关系(Epstein and Buhovac, 2014)。这些已经通过三星与苹果的案例分析进行了详细的探讨。
Strategic management involves conducting analysis of a company, identifying its competitive advantage, aligning resources and ensuring that the deliverables are met. Based on the performance of the company in the markets, changes are enacted into the management policy (Rothaermel, 2015). For this, there is a need to analyze the resources, capabilities, core competencies and a concept for sustainable competitive advantage. There is an intricate dynamics that exist between the competitive advantage, resource, capabilities and core competencies (Epstein and Buhovac, 2014). These have been explored in detail with the case study analysis of Samsung vs. Apple.
Purpose of this analysis is to identify the specific criteria that the manager uses to decide the organization’s competences and derive an action plan that makes the company gain competitive advantage.
Elements of sustainable competitive advantage
Four criteria for sustainable competitive advantages
Analysis sustainable competitive advantage of Samsung vs. Apple
Based on these four criteria, companies develop sustainable competitive advantage.
To create a competitive sustainable advantage, companies should have a strategy that cannot be duplicated. Another firm should not easily develop them. They should have the good, services or processes to ensure that they are able to cater towards the requirements of the consumers (McGrath, 2013) Companies should develop sustainable advantage for a long period of time by ensuring that all the four criteria required has been met.
In Samsung Corporation, they believe that they have the vertical integration and capability to produce large volumes of products for the consumers. Product design, brand image and integration between the various products are the sustainable competitive advantage of Apple (Menzel, 2014). Apple has a considerable closed network and brand image that is considered to be an elite premium product. Product diversification is more in Samsung and the sheer volume of numbers is higher for Samsung.
Both these companies have established a strong strategic market for their products. The competitive advantage that has been developed by these companies is a by-product of their strategic management (Menzel, 2014).