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3-2 Sources of Competitive Advantage, SMMC G5, Apple Inc., 3-1 Competitive…

- - - - take natural gas company example
        
        газпром
        
        transport natural gas to the all europe
        
        geographical location
  - - - take restaurant for example
        
        wowprime
        
        offer the highest level Ingredients
        
        offer the best service quality
        
        found many chain stores
  - - - take cellphone enterprises for example
        
        Samsung
        
        started to produced smartphone in 2009
        
        adjust their own defect after the first smatphone launched
        
        Nokia
        
        focus on traditional phone sell
        
        ignore the development of smartphones
        
        started to develope their own new system(Meego) too late
- - - - consistent way
        
        repeatedly perform
    - - Firm
        
        DO important activity
        
        product development capability
        
        product designers
        
        viral marketing capability
        
        marketing managers
- - - - exclusive access
    - - path dependence
        
        the decision to open the iTunes store
        
        Apple-compatible apps and music could be sold
        
        creat a phenomenal resource
      - dumb luck
        
        came across inventions like the graphical user developed
        
        foresight that recognized the value of these inventions
      - the history of a company & its early experiences
        
        the influence of its founders
        
        develop simple-to-use products that often work straight out of the box
        
        have unique internal attributes that others don’t,
        they could creat a competitive advantage
- - - - typical manufacture firms
        
        support activities
        
        Research and Development
        
        Human Resources
        
        Procurement
        
        Finance and Accounting
        
        primary activities
        
        inbound logistics
        
        operation
        
        outbound logistics
        
        marketing and sales
        
        1 more item...
      - primary activities coordinate with neighboring stages of each other
      - unclear about the relationships among various
        support activities
    - - not as sequential as value chain
        
        highly customized to company
      - service industry
        
        take airline company for example
        
        route structure and scheduling
        
        passenger amenities
        
        branding and positioning
        
        aircraft yield management
        
        aircraft operation
        
        ground and gate crews
  - - - analysis becomes more manageable and organized
    - - the synergies are generated
      - coordination might be unnecessary and costly
- - - - cash
        
        Firms have greater access to tangible resources
    - - buildings
      - machinery
  - - - product design, prototype, innovation
        
        have a greater potential to differentiate firms from their rivals
        
        But, which resources are more valuable can vary by different industry or company.
        
        The tangible physical resources are important in mineral industry
        
        In general, it still plays a bigger role in determining firm value
    - - relationships with clients, suppliers, stakeholders
    - - related to employees
- - - - easy-to-use
      - customer friendly
        
        the DNA in Apple
    - - marketing
      - product development
      - supplier management
- - - - not incorporate tacit internal information
      - subject to irrational swings
  - - - backward looking
      - accounting data are regularly
        collected
  - - - maintenance of competitive advantage over a long period of time at a certain point.
        
        internal core capabilities
        
        systematic integrated capabilities of the enterprise
        
        external environmental conditions
- - - - Airline industry
        
        unprofitably industry
        
        but
        
        Southwest Airlines.
        
        5.8% averaged net margins
        
        Average net margins of entire airline
        industry：-0.9%
        
        1990-2014
        
        Stock's cumulative return is 4000%
  - - - Make differences in firm performance
        
        High performance
        
        Sustaining a competitive advantage.