In business, a competitive advantage is an attribute that allows an organization to outperform its competitors.
A competitive advantage may include access to natural resources, such as high-grade ores or a low-cost power source, highly skilled labor, geographic location, high entry barriers, and access to new technology and to proprietary information.
Industrial espionage, also known as economic espionage, corporate spying, or corporate espionage, refers to the systematic and unauthorized acquisition of sensitive business information. This practice typically targets trade secrets, proprietary operational data, and intellectual property belonging to competitors or other organizations. The information is gathered with the intent to gain competitive advantage, facilitate business decision-making, or for commercial sale to interested parties. Industrial espionage is conducted by various actors, including current or former employees, contractors, corporate competitors, foreign governments, and criminal organizations, and is universally recognized as both illegal and unethical.
While political espionage is conducted or orchestrated by governments and is international in scope, industrial or corporate espionage is more often national and occurs between companies or corporations.
Network-centric warfare, also called network-centric operations or net-centric warfare, is a military doctrine or theory of war that aims to translate an information advantage, enabled partly by information technology, into a competitive advantage through the computer networking of dispersed forces. It was pioneered by the United States Department of Defense in the 1990s.
Marketing strategy refers to efforts undertaken by an organization to increase its sales and achieve competitive advantage. In other words, it is the method of advertising a company's products to the public through an established plan through the meticulous planning and organization of ideas, data, and information.
Strategic marketing emerged in the 1970s and 1980s as a distinct field of study, branching out of strategic management. Marketing strategies concern the link between the organization and its customers, and how best to leverage resources within an organization to achieve a competitive advantage. In recent years, the advent of digital marketing has revolutionized strategic marketing practices, introducing new avenues for customer engagement and data-driven decision-making.
A battle cry or war cry is a yell or chant taken up in battle, usually by members of the same combatant group.Battle cries are not necessarily articulate (e.g. "Eulaliaaaa!", "Alala"..), although they often aim to invoke patriotic or religious sentiment. Their purpose is twofold, both arousing aggression and esprit de corps on one's own side and causing intimidation on the hostile side. Battle cries are a universal form of display behaviour (i.e., threat display) aiming at competitive advantage, ideally by overstating one's own aggressive potential to a point where the enemy prefers to avoid confrontation altogether and opts to flee. In order to overstate one's potential for aggression, battle cries need to be as loud as possible, and have historically often been amplified by acoustic devices such as horns, drums, conches, carnyxes, bagpipes, bugles, etc. (see also martial music).
Battle cries are closely related to other behavioral patterns of human aggression, such as war dances and taunting, performed during the "warming up" phase preceding the escalation of physical violence. From the Middle Ages, many cries appeared on speech scrolls in standards or coat of arms as slogans (see slogan (heraldry)) and were adopted as mottoes, an example being the motto "Dieu et mon droit" ("God and my right") of the English kings. It is said that this was Edward III's rallying cry during the Battle of Crécy. The word "slogan" originally derives from sluagh-gairm or sluagh-ghairm (sluagh = "people", "army", and gairm = "call", "proclamation"), the Scottish Gaelic word for "gathering-cry" and in times of war for "battle-cry". The Gaelic word was borrowed into English as slughorn, sluggorne, "slogum", and slogan.
Market intelligence (MI) is gathering and analyzing information relevant to a company's market - trends, competitor and customer (existing, lost and targeted) monitoring. It is a subtype of competitive intelligence (CI), which is data and information gathered by companies that provide continuous insight into market trends such as competitors' and customers' values and preferences.
MI along with the marketing capabilities of an organization provides a guideline into the allocation and implementation of resources and processes. It is used for the purpose of continuously supplying strategic marketing planning for organizations to gauge marketing positions in order for companies to gain competitive advantage and best meet objectives.
Human resource management (HRM) is the strategic and coherent approach to the effective and efficient management of people in a company or organization such that they help their business gain a competitive advantage. It is designed to maximize employee performance in service of an employer's strategic objectives.
Human resource management is primarily concerned with the management of people within organizations, focusing on policies and systems. HR departments are responsible for overseeing employee-benefits design, employee recruitment, training and development, performance appraisal, and reward management, such as managing pay and employee benefits systems. HR also concerns itself with organizational change and industrial relations, or the balancing of organizational practices with requirements arising from collective bargaining and governmental laws.
In strategic planning and strategic management, SWOT analysis (also known as the SWOT matrix, TOWS, WOTS, WOTS-UP, and situational analysis) is a decision-making technique that identifies the strengths, weaknesses, opportunities, and threats of an organization or project.
SWOT analysis evaluates the strategic position of organizations and is often used in the preliminary stages of decision-making processes to identify internal and external factors that are favorable and unfavorable to achieving goals. Users of a SWOT analysis ask questions to generate answers for each category and identify competitive advantages.