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The Past and Future of Competitive Advantage. CHAPTERSIX The Past and Future
of Competitive Advantage CLAYTON M. CHRISTENSEN Competitive ...
... from customers won in the past, this goes ... is the starting point for creating a
competitive advantage. ... also in creating long term relationships future needs of ...
... decreased production inefficiencies, decreased future risks and ... a vital aspect of
competitive advantage, Cost Efficiency ... Over the past year M&S have introduced ...
... this will threaten India’s future competitive position in ... considered in order to
maintain future competitiveness especially ... In the past the cashew apple is ...
Incentives For The Future. ... with environmental laws over the past 25 years have ... of
environmental protection to their international competitive advantage has led ...
Submitted by ggilford on May 13, 2008
Category: Business
Words: 3448 | Pages: 14
Views: 293
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C H A P T E R S I X
The Past and Future
of Competitive Advantage
CLAYTON M. CHRISTENSEN
Competitive advantage is a concept that often inspires in strategists
a form of idol worship—a desire to imitate the strategies
that make the most successful companies successful. It is interesting,
however, that strategists have viewed precisely opposite factors
to be sources of competitive advantage at different points in the histories
of a number of industries. For example, Henry Ford’s emphasis
on focus has been touted right next to General Motors’
product-line breadth as the key to success. Today, the outsourcing
flexibility inherent in the nonintegrated business models of Cisco
Systems and Dell Computer is held up as a model for all to emulate,
whereas a generation ago IBM’s vertical integration was widely
considered an unassailable source of competitive advantage. In the
1980s, power-tool maker Black & Decker aggressively consolidated
its diffused international-manufacturing infrastructure into a few
global-scale facilities so that it could counter the aggressive marketshare
gains that Makita had logged by serving the world market
from a single plant in Japan. At that very time, Makita was moving
aggressively toward manufacturing in smaller-scale local facilities
around the world.
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09-ch06-Brynjolffson 10/16/01 2:28 PM Page 139
140 Strategies for E-Business Success
Indeed, strategists whose anecdotal understanding of competitive
advantage runs only as deep as “If it’s good for Cisco, it
must be good for everybody” at best are likely to succeed in building
yesterday’s competitive advantages. If history is any guide, the
practices and business models that constitute advantages for today’s
most successful companies confer those advantages...
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