Capable to the core

Article Abstract:

The analysis of competitive advantage must always include answers to the questions relative to whom and in what market? Compared to the weakest company, all other companies have competitive advantage in varying degrees. Distinctive capabilities should also be considered when evaluating competitive advantage. These include reputation, architecture, innovation and strategic assets. Reputation allows a company to charge higher prices or obtain a greatermarket share. Architecture involves the kind of relationships present in or around the organization. Innovation is the main source of competitive advantageand the most difficult to maintain, while the ownership of strategic assets aredependent on market or regulatory environment. Distinctive capabilities should then be tailored to the right market in order to achieve competitive advantage.

Management, Competition (Economics)

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What makes a company a chart topper?

Article Abstract:

There is no one methodology for measuring the success of companies. The Sunday Times (London) printed a table of successful companies produced by PE International consultants that revealed that the majority of the most successful 50 European companies were British, but its ranking were based on an arbitrary evaluation of measures. Three approaches that can be used to evaluate the success of firms are return on sales, return on assets, and value added per unit of pay. Value added per unit of pay, a measure of the amount of value added to each unit of labor used, yields an equivalent of profit divisible by employee remuneration. None of the approaches gives the whole picture, but identifying high ratios of added value can be a powerful indicator of competitive advantage and success.

Evaluation, Surveys, Corporations, Great Britain, The Sunday Times (London)(Newspaper), PE International

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The single market - myths and realities

Article Abstract:

The major problems with the European trade integration in 1992 revolve around reforms in fiscal policy. The plan to fix value added tax rates in bands of 4% to 9% and 14% to 19% will not work because of the problems of international verification of payments. The best alternative is to adopt postponed accounting for value added tax rates which will allow for internal management of differences in tax rates. A special regime should be devised for tobacco and alcohol taxes.

Europe, International aspects, Economic forecasting, Value-added tax

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