Strategies to Achieve Competitive Advantage: Comparison of Nissan and Hyundai in Car Industry

create even more jobs for parts suppliers and service shops that cateur to japanese cars.

The BMW brand and its subsidiaries attempt to create value for the costumer by differentiating themselves from the rest of their competitors. All of them: BMW, Mini and Rolls Royce want to project an image of luxury and exclusiveness, thus creating enough customer value that they are capable of increasing the prices over the real market price; in other words their selling point is high quality in exchange of high prices. The only one that differs from the rest is the BMW Motorrad, their motorcycle company, as while it also counts itself in the “high quality – high price” market, the other vehicles BMW produces are targeted towards a successful and middle age people market, while their motorcycle campaign targets a younger customer segment by projecting an adventurous, energetic and free image. It is also arguable that the Mini segment tries to identify itself more as just being different or eccentric rather than to project a high social image in order to differentiate itself, but, then again, it is a “high quality – high price” product.

The purpose of the paper is to research and understand how the changes of globalization and technology have impacted the Airline industry. This paper will also apply the industrial organization model and the resource-based model to determine how the Airline industry earn above-average returns. This paper will explain how the Airline industry’s success is through its mission and vision statements with Southwest Airlines as an example. Finally, this paper will evaluate how the importance each category of the stakeholder impacts are to the overall success of the Airline industry.

Its actions have helped initiate new industries, cushion the effects of economic depression, create a sound economic infrastructure, and protect the living standards of the citizenry. Indeed, so pervasive has government influence in the economy seemed that many foreign observers have popularized the term "Japan Inc." to describe its alliance of business and government interests. Whether Japan in the mid-1990s fit this picture seems questionable, but there is little doubt that government agencies continue to influence the economy through a variety of policies. Not only did the American press use the same terms as the federal government, but in doing so it also helped lay the framework of the Japanese- American internment in a completely inaccurate way (Lau, 2014).

Over the years, Japan has been working on advancing their economy since post-World War II. They now have a very strong work ethic, high resolution technology and a very comparatively small defense allocation, one percent of the gross domestic product. Two key characteristics are the interlocking structures of manufactures, suppliers, and distributors, and guarantee of employment for a substantial portion of the urban labor force (CIA,2017). With natural resources of Japan becoming inadequate, they reliant on imported raw materials and resources especially since the complete shutdown of nuclear reactors

Combining imported technology with their domestic innovation was translated in the inception of the Japanese low-cost mass productions system. Technological improvements such as the one mentioned above played a huge role in the country’s economic growth, as improvement of technology in one industry often influenced the growth of other industries. For instance, Japan’s steel industry was successful in improving the quality of steel used in manufacturing automobiles, due to the technological process in the casing of parts; the automobile industry too benefited and hence could reach a level where it could compete with its international

Technological change is a fundamental driver of economic development and performance, not only at the level of firms and industries but also economies. Innovation is the organizational process through which new

Globalisation has had a profound impact on the Japanese economy influencing levels of international trade, business operations, financial flows, government policy, labour markets and even environment. This movement has been driven primarily by numerous TNCs, trade liberalization, and the deregulation of the financial system, and numerous strategies adopted by the Government and Economy, resulting in the creation of a 'new' Japan.

Since the end of World War II, Japan's economic strategy for growth was based on exports, that allowed the development of its powerful industrial sector. During the 1980s, Japanese automakers in particular were enjoying an unprecedented and largely unexpected period of prosperity. They managed to establish a successful domestic automobile industry and to gradually sell their products abroad. Thanks to their competitive advantage in producing cars with respect to foreign competitors, due to labor differences, technical efficiencies (lighter and fuel-efficient cars), better designs, and of

Omantel is an organization which is pioneer of the telecommunication industry in the Oman. It is the main internet provider in the Oman and it has market leadership position in the market. The government of the country has 51% share in the company. The company has formed itself a major global hub through presently 10 submarine cables landing in the country such as PLAG, EPEG, Mena, POI, OMRAN, BBG, GBI, Falcon, EIG, and TWA etc. The company designed a project in the 2015 for the application of the FTTH type of technology in the Oman and for this the company won award for the best maintenance of the quality for the HR in the company (Omantel, 2017).

Competitive strategy is the moves and methods that the firm has taken and is taking to appeal buyers, improve its market position, and to endure competitive pressures. The strategy is about what a firm’s capability to try to knock off competitors and attain competitive advantage, which can be offensive or defensive. There are three approaches to competitive strategy, which are low-cost leadership strategy where struggling to be the overall low-cost manufacturer in the in industry. Moreover, pursuing to distinguish one’s product offering from competitors (differentiation strategy), and the last one is focus or niche strategy where aiming on thin portion of the market rather than the whole market (Porter, 1998).

Carlos Ghosn was credited for successful management of Japanese firm Nissan to a profitability which earned him a well known name called "TurnaroundArtist." Even though he was an outsider and lack a clear understanding of the traditional working methods of the Japanese firms, Carlos did a recommendable work which brought the company into sense of urgency in management. According to IBSCDC (2005) when Carlos was the CEO for the Nissan Company, he managed to reduce the firm's debts of about $19 billion to almost zero.

We will start the external analysis with the PESTEL analysis of the automotive sector followed by the Porter’s five forces analysis and we will end by having a look at the key competitors and competitor pricing.

By 1999, Nissan had tied up over $4 billion in the stock shares of hundreds of different companies as part of this keiretsu philosophy. These investments, however, were not reflected in Nissan’s

Hyundai automotive distributors were established in 1967. The company has displayed a high level of commitment to southern Africa’s future from both an economic and political point of view.