Showing papers on "Competitive advantage published in 1976"

Competitive Advantage Variation Over The Life Cycle of a Franchise

Abstract: M UCH recent literature on franchising has dealt with the topic of a trend toward increased franchisor operation of franchisee outlets. By way of explanation of this phenomena Oxenfeldt and Kelley have suggested that the competitive advantages of franchising change, or perhaps deteriorate, over time or across the life cycle of the usual franchise contractual agreement.' Hunt provides empirical evidence in support of the Oxenfeldt-Kelley position that this changing situation manifests itself in the form of increased

Competitive Advantage Variation over the Life Cycle of a Franchise: Of the Tested Competitive Advantages, Franchisee Motivation is Perceived as the most Important at all Life Cycle Stages:

Abstract: M VCH recent literature on franchising has dealt with the topic of a trend toward increased franchisor operation of franchisee outlets. By way of explanation of this phenomena Oxenfeldt and Kelley have suggested that the competitive advantages of franchising change, or perhaps deteriorate, over time or across the life cycle of the usual franchise contractual agreement.' Hunt provides empirical evidence in support of the Oxenfeldt-Kelley position that this changing situation manifests itself in the form of increased franchisor ownership outlets.' What remains to be explained is which competitive advantages normally associated with franchising are relatively important at which stages in the franchise life cycle. It is to this purpose that this article is directed.

A Strategy Model for Export Marketing

Abstract: In this article, a method is developed for choosing an appropriate product-market strategy, given the relative endowments of the exporter and the possible target countries. It is argued that in selecting product-markets for exports, competitive advantage as well as export potential are important. Furthermore, competitive advantage should be computed on the basis of marketing and technological factors in addition to traditional factors. The method for evaluating product-markets is illustrated by means of a simulation using hypothetical data. Considerations in addition to comparative advantage and export potential such as barriers to entry and social and political compatibility are also discussed. Guidelines for implementing the proposed model are provided.