비즈니스는 더욱더 혼란과 복잡성이 급속하게 가중되는 환경에 마주쳐 있으며 불확실성이 증가되고 경쟁은 더욱 심화되고 있다. D'Aveni(1994)는 가장 극단적 형태인 무한경쟁으로 치닫고 있다 주장하였다. 이는 지속가능한 경쟁이점을 유지하고 창출하는 수단으로서의 혁신 측면에 초점을 이끌고 있다. (
Product differentiation
Since the USGA limitation on dimension, volume, CT, and MOI, most golf club manufacturers were trying to achieve differentiation in drivers either lowering the center of gravity to increase launch angle or by offering clubs with adjustable features.
Nike Golf, Callaway Golf, Nickent Golf, and Nicklaus Golf had introduced drivers using square or other geometric shapes to
3. Expanding Investment on Endorsement with Tour Professionals
Because it became difficult to diversify products due to regulations, golf equipment manufacturers relied more on endorsements of famous touring professionals. As the number of people interested in recreational golf boosted after Tiger Woods’s appearance in 1995, the number of people exposed to golf broadcasting or golf magazines
the core competencies that allow Ryanair to practically and wisely designs suitable airline operations within the bracket of their marketing network services in a market standard-based perspective. Ryanair needs to be goal-oriented and must not stop to rejuvenate and change their marketing plan strategies from time to time in order to re-invent the performance process upon the upgrading of rules
innovation. This might be a huge threat to eBay once they become true rivals as eBay haven’t performed any innovation yet. Also the traditional competitors begin to invest for innovation. For example, amazon.com developed the hardware and software platform called ‘kindle’ for reading e-books and other digital media. This brought a huge success to Amazon in Japanese market where eBay had fai