differentiation (5)

8219693462?profile=originalEnterprises worldwide face problems selecting, staffing, developing, compensating, motivating, and sustaining their key talent.  Building a sustainable Talent pipeline is quite strenuous even for large multinationals.

Replicating best practices from somewhere and applying them alone isn’t sufficient for organizations to build a Talent pipeline and achieve Competitive Advantage.  This warrants overcoming arduous challenges associated with this digital age, including:

  • Adjusting to varying dynamics i
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Strategy Classic Series: Porter's Five Forces

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Michael Eugene Porter—a Professor at the Institute for Strategy and Competitiveness, Harvard Business School—is widely acclaimed for his unmatched prowess in competitive strategy, strategic planning, global economic development, and the application of competitive principles and strategic approaches.  Renowned as the father of modern day strategy, Dr. Porter is an author of 18 books and a number of articles.

His scholarly writings on management and competitiveness are ranked as the most influentia

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A Comparison Among the Three Most Important Strategic Frameworks: Porter, the Resource-Based View of the Firm, and the Delta Model

Enrique Suarez

http://www.wix.com/suarezenrique/delta

suarezenrique@yahoo.com

According to former MIT professor Arnoldo Hax, creator of the Delta Model, in spite of the enormous proliferation of competing schemes in the business strategy literature, there are two fundamental paradigms that have emerged as the most influential in the last two decades. First, Competitive

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First, let’s define Value Proposition.  Here’s what Wikipedia has to say:

A value proposition is a promise of value to be delivered and acknowledged.  Creating a value proposition is a part of business strategy. Kaplan and Norton say “Strategy is based on a differentiated customer value proposition. Satisfying customers is the source of sustainable value creation.”

Why is having a clear and compelling Value Proposition so important?

  • It solves a customer problem or satisfies a customer need.
  • It is th
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8028230683?profile=original

Enrique Suarez

http://www.wix.com/suarezenrique/delta

suarezenrique@post.harvard.edu

I have not yet dealt specifically with the not-for-profit organizations (NFPOs), an important institutional segment, whose objective is not the creation of economic wealth but the pursuit of activities that will positively affect society at-large. The immediate problem we face when attempting to develop a cohesive strategy for NFPOs is their enormous diversity.

The term not-for-profit seems to encompass a wide array

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