competitive advantage. Sloan Management Review‚ 49-58. Grahame‚ W. K. (1991). Lean‚ mean and green. Chief Executive‚ 68‚ 30-33. Hambrick‚ D. C. (1982). Environmental scanning and organizational strategy. Strategic Management Journal‚ 3‚ 159-17 Hamel‚ G Hamel‚ G. and Prahalad‚ C. K. (1994). Competing for the future. Boston: Harvard Business School Press. James‚ G. (1991). State-of-the-art technology and organizational culture. Management Decision‚ 29(2)‚ 18-31. Johnson‚ G.‚ Scholes‚ K. and Whittington‚ R. (2005)
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Hair‚ J.‚ Babin‚ B.‚ Money‚ A.‚ and Samouel‚ P. (2003). Essential of Business Researh Methods. Lehigh Publishing‚ Inc. Hamel G. and Prahalad C.K. (1990). The Core Competence of the Corporation. Harvard Business Review. May-June‚ 79-91. Hamel G. and Prahalad C.K. (1991). Corporate Imagination and Expeditionary Marketing. Harvard Business Review. july-Aug.‚ 81-92. Hamel G. and Prahalad C.K. (1994). Competing for the Future. Harvard Business School Press. Boston‚ Massachusetts. Heikkilä‚ J.‚ Cordon‚ C
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References: Anonymous‚ Module MN 7037/D‚ Strategic Marketing Management‚ 12th Edition‚ Management Centre‚ University of Leicester. Backer‚ Michael J.‚ Marketing Strategy & Management‚ 3rd Edition‚ Palgrave Macmillan. Hamel‚ Gary and Prahalad‚ C. K‚ Competing for the Future. Harvard Business School Press‚ April 1996. Hill‚ Charles and Jones‚ Gareth.‚ Strategic Management: An Integrated Approach‚ 7th edition‚ Houghton Mifflin Company‚ Feb 8‚ 2006. Johnson‚ Gerry and Scholes‚ Kevan
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Dictionary of Strategic Management Blackwell Publishers Limited Oxford England D’Aveni‚ R (1995) Hypercompetitive Rivalries‚ Free Press New York USA Hamel‚ G; Prahalad‚ C.K (1994) Competing for the Future‚ Harvard Business School Press Boston USA Hamel‚ G; Prahalad‚ C.K (1990) The Core Competence of the Corporation Harvard Business Review Hamel‚ G; Prahalad‚ C.K (1990) ‘The Core Competence of the Corporation’ Harvard Business Review‚ vol. 68‚ no. 3‚ pp. 79-81 Henry‚ A.E (2011) Understanding strategic
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plans) MISSION "A company must get to the future not only first but also for less." (HBR G. Hamel & C.K. Prahald) As Cell C is the third mobile operator in South Africa‚ this poses a tough challenge‚ but we believe we ’re up for it‚ and we intend being First on innovation and Customer Service. Our goal is "competitive innovation not competitive imitation" (adapted from STRATEGIC INTENT ? C.K. Prahalad & G. Hamel) The marketing strategies for Cell C are focused on meeting the needs of our future customers
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Strategic Intent. – Hamel & Pradhalad (1989) Article Positioning The main argument of this article refers to the effectiveness of ‘leveraging resources’ (Hamel and Pradhalad‚ 1989) compared to that of ‘maintaining strategic fit’ in achieving competitive advantage. Competitive advantage is generally conceptualised as the implementation of a strategy not currently being implemented by other firms that facilitates the reduction of costs‚ the exploitation of market opportunities‚ and/or the neutralisation
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Core Competence Analysis Building Sustainable Competitive Advantage What makes you stand out from the crowd? © iStockphoto/hidesy The idea of "core competences" is one of the most important business ideas currently shaping our world. This is one of the key ideas that lies behind the current wave of outsourcing‚ as businesses concentrate their efforts on things they do well and outsource as much as they can of everything else. In this article we explain the idea and help you use it‚ on both
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Strategic innovation. London: Routledge. Ferdows K‚ Machuca J‚ Lewis M (2002) Zara. European Case Clearing House. Hamel G (1998a) Strategy innovation and the quest for value. Sloan Management Review 39(4): 8. Hamel G (1998b) Foundations of Corporate Vitality. Presentation to 18th Annual International Conference of the Strategic Management Society‚ Orlando‚ November 1998. Hamel G‚ Prahalad CK (1994) Competing for the future. Harvard Business Review July–August: 122–8. Johnson G‚ Bowman C‚ Rudd P (1998)
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“An internal capacity for leveraging resources and competences is a prerequisite for creating competitive advantage. Discuss‚ with references to theory and real world organization of your choice”. Strategic management is a multi faced and vast area of study with many theorists presenting differing views as to what is crucial to the successful formulation of strategy. This essay will present an explanation of the internal capacity of leveraging resources and competences and show how they are creating
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A core competency is a concept in management theory originally advocated by C. K. Prahalad‚ and Gary Hamel‚ two business book writers. In their view a core competency is a specific factor that a business sees as being central to the way it‚ or its employees‚ works. It fulfills three key criteria: 1. It is not easy for competitors to imitate. 2. It can be re-used widely for many products and markets. 3. It must contribute to the end consumer’s experienced benefits. The importance of the
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