Creating Competitive Advantage by William G. Flanagan, Jaynie L. Smith

By William G. Flanagan, Jaynie L. Smith

Why may still I do company with you… and never your competitor?
Whether you're a shop, producer, distributor, or merchant – if you can't resolution this query, you're without doubt wasting clients, consumers and marketplace proportion. This eye-opening booklet finds how deciding on your aggressive benefits (and trumpeting them to undefined) is the main surefire technique to shut offers, preserve consumers, and remain miles prior to the competition.

The 5 deadly flaws of such a lot companies:

• They don’t have a aggressive virtue yet imagine they do
• they've got a aggressive virtue yet don’t recognize what it is—so they decrease costs instead
• They comprehend what their aggressive virtue is yet overlook to inform consumers approximately it
• They mistake “strengths” for aggressive advantages
• They don’t be aware of aggressive benefits while making strategic and operational decisions

The excellent news is so that you can triumph over those expensive error – through determining your aggressive benefits and growing new ones. advisor, public speaker, and aggressive virtue specialist Jaynie Smith will exhibit you the way ratings of small and big businesses considerably elevated their revenues via targeting their aggressive benefits. while advising a CEO pissed off by means of his salespeople’s lack of ability to shut offers, Smith stumbled on that his corporation stayed on agenda ninety five percentage of the time – an success not anyone else in his may perhaps declare. via touting this and different aggressive benefits to clients, final charges elevated via 30 percent—and so did corporation revenues.

Jack Welch has stated, “If you don’t have a aggressive virtue, don’t compete.” This straight-to-the-point ebook is stuffed with insightful tales and particular steps on find out how to pinpoint your aggressive benefits, strengthen new ones, and get the message out approximately them.

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S. and Japanese multinationals. S. and Japanese multinationals? Large European firms can ‘‘From Guatemala with Love,’’ Chain Leader, September/October 2005, pp. 28–32. S. competitors by exporting or investing directly in the United States and other markets. Red Bull, the Austrian company that created the energy drink category, expanded throughout Europe after the Maastricht Treaty came into force in 1993. In 1997 it was big enough to take on the American market and by 1999 its sales were $75 million.

Typical European firms pursued niche strategies, emphasizing craftsmanship, specialization, and networks of relationships. Europe, with its myriad laws, languages, and customs, historically constituted a market environment with significant entry and operating barriers. Foreign firms could not use economies of scale or scope inherent in large homogeneous markets; they were unable to compete on the basis of low cost or low price. High labor costs, heavy taxation to support welfare states, and high expectations of European retailers and consumers, all worked together to shape an environment that favored the creation of specialized, premium products rather than mass-consumption products.


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