Quantifying the competitive impact of a new entrant

Article Abstract:

The sales impact of a new shopping center was determined using the gravitational model. Two applications were used to illustrate the use of the model. Respondents from a random sample of local households were asked through a telephone survey their shopping behavior and their evaluation of mall attractiveness. In addition, mall size, travel time, population size and other data were also collected. The analysis showed that mall choice was determined by mall size, travel time and attractiveness. The practical use of models in determining competitive impact is recommended.

Nonresidential building operators, Surveys, Market share, Shopping centers, Households

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Special issue on sustainable competitive advantage

Article Abstract:

Companies devote a large percentage of their resources to gain a competitive advantage in the market. However, this advantage cannot be easily maintained since it may require constant innovation of products, marketing strategies or services and may also be affected by new customer preferences. Some ways to ceate a sustainable competitive advantage would be include adopting a working metaphor for the business, using information technology and product differentiation.

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Competitive advantage in public-sector organizations: explaining the good/sustainable competitive advantage paradox

Article Abstract:

The public/private good paradox as seen in KayEs model of sustainable competitive advantage, when applied to public sector organizations, is explored. The analysis suggests that the notions of sustained competitive advantage and resource-based view of the firm have applications for public-sector organizations that are limited to situations where competition is sanctioned and is possible.

United States, Management dynamics, Other General Government Support, Government Enterprises-Total Govt, Management, Company business management, Government business enterprises, Public enterprises

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