Leaders will play a major role in how their divisions can add value to an organization's overall competitiveness, and this can either be a positive or negative game-changer in how competitive the entire company will be.
Many companies try to diversify their product lines through mergers and acquisitions in hopes of creating a competitive advantage.
Competitive Intelligence, a marketing tool and sometimes-called marketing strategy significantly an impact on organizational overall growth and create an edge for it.
Porter in 1980 proposed that Competitive Intelligence (CI) serves the idea of Intelligence; that is, to attain the strategic advantage.
Taytay in Rizal was the most competitive
among first to second class municipalities, followed by Cainta in Rizal and Malay in Aklan.
bidding, in itself, is a major step towards competition, so it would be unwise to add or mix any other variability in it like take-and-pay provision.
We found much literature on the sources of competitive
advantage but still the general feelings about competitive
advantage and the level of ease to understand the interplay between these sources is mired with confusions.
From the relation between the values obtained by the RCA and product weight, exports can be placed at four levels of competitiveness: "stagnant," "without competitive
potential," "with competitive
potential," and "competitive
or dynamic." As shown in Table 1, there is those with low weight and low RCA in the quadrant for the group of products "without competitive
potential." According to Munduruca and Santana (2012), these are not a good option for policies that promote exports.
On the other hand, Naga City (Camarines Sur) emerged as the overall most competitive
Component City with San Fernando City (Pampanga) in 2nd rank and Legazpi City (Albay) in 3rd rank.
In fact, competitive
intelligence is the ability of a systematic process of collecting and analyzing environmental data and information related to competitors, customers, suppliers, industry and market trends and future behavioral patterns.
Consistent with the actions-as-manifest-strategy view (Grimm et al., 2006), competitive
actions serve as strategic signals (Heil and Robertson, 1991; Prabhu and Stewart, 2001) that form the basis for sense-making (Bogner and Barr, 2000; Gioia and Chittipeddi, 1991; Whetten, 1984).
It therefore has different borders from Knowledge Management or strategic monitoring and analysis, while using the tools of these disciplines and others like Creative Thinking, Competitive
Intelligence, Market analysis or Scanning the Environment.