Competitive Success

It is often thought of as a function of implementing a collection of resources for business processes (NOOTEBOOM, 2007). Ability is the key to removing the value of tasks, visions, or actions (Caniels and Romain, 2003). Every company has the ability, but companies often focus on several abilities that are consistent with their strategy (Casselman and Samson, 2007). For example, the company emphasizes a low cost strategy that emphasizes the efficiency of the manufacturing process, and the pursuit of differentiation strategy focuses on new product development (Crossan, Fry and and kill, 2005).

Metrics based on Balanced Scorecard customers and internal business processes identify the parameters the company thinks is most important for competition success. However, the goal of success is constantly changing. As global competition intensifies, companies are required to continually improve existing products and processes, and to introduce new products that expand their functions. The company's ability to innovate, improve and learn is directly related to the value of the company. In other words, enterprises can enter new markets and increase revenues and profits only by introducing new products, creating more value for customers, and continuously improving operational efficiency.

Leadership is necessary for the reality of today's competition. The leaders believe the change and motivate their organization to innovate and recognize that the importance of their country is an integral part of their competitive success and their work to improve it. Most importantly, the leaders are aware of the need for pressure and challenge. Because they are willing to encourage appropriate and painful government policies and regulations, they often receive the title of "politicians", but few people believe it. They are ready to sacrifice a relaxed life and ultimately a competitive advantage. For the country and business, this must be a goal: not only to survive but also to achieve international competitiveness

When the national economy pays close attention to the national economy, there is a big difference in the success of the industry in that country. International benefits are often concentrated in specific industrial fields. Automobiles exported from Germany are highly biased towards high performance cars, but exports from Korea are small cars and micro cars. In many industries and industries there are only a few competitors with a truly international competitive advantage. Therefore, our search is for the decisive nature of the country, which allows the company to create and maintain competitive advantage in specific areas - competitive advantage in that country We will pursue sex. We pay particular attention to technology and skill intensive market segments that support higher productivity and productivity improvements and determinants of industry success.