The Eco $ Ave Project

The competing value framework is based on an integrated model for management. The dynamic model leverages an interwoven approach of four distinct management techniques

Value creation is creating value for the customer. Being able to solve or meet the customer requirements. Value is created whenever an action is taken for which the benefit exceeds the cost.

Under this value-based view, value is only created when revenues exceed all costs including a

Effective value chain as a competitive advantage can contribute significantly to the prosperity of a firm in the competitive arena, but it can cause dire situations if not operated properly (Guy, 2011). However, there are conflicts among companies as to how stakeholders think they gain competitive advantage. Porter (1996) suggests: A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at lower cost or do both.

In order to achieve the strategic objectives of a company, it is necessary to develop a culture based on customer value so that the idea of customer value is deep in the heart of everyone in the workplace.

As an eco-certifying organization, is not surprising that RFA has an unambiguous, holistic, but thorough idea of sustainability. It must set lofty ideals for corporations and companies to strive towards, in order for said organizations to receive RFA’s eco- certification. RFA’s ideals and assumptions about sustainability seem to be rooted in its notion that “the health of the land is inextricably connected to the well-being of those who depend on it for their livelihoods” (“About Us | Rainforest Alliance,” n.d.). The sustainability of the environment, the vitality of the economy, and the maintenance of a prosperous and satisfied society are valid expansions of RFA’s aforementioned notion, and they most certainly resonate

The financial perspective uses financial performance measures to determine whether the organization’s strategy and actions are profitable. An organization’s financial goals may be as simple as: to survive, to succeed, and to prosper. Survival can be measured by cash flow, success can be measured by growth in sales and income, and prosperity can be measured by increased market share and return on equity. Managers are encouraged to use financial measures like these to demonstrate their financial position to shareholders. (Kaplan and Norton

Value creation means increase the value of products, service and even business to meet the customers’ needs and requirements so that they can get competitive advantages. (Business Fundas, 2012) As we analyzed, fast food industry’s threat of new entrants is low and the availability of substitutes is high. It’s a fare market which the buyers have strong powers.

The categories of value creation on which BestValue currently relies come from the “Communicating Value in the Sales Message” section of the chapter and include product quality, quality of the buyer-seller relationship (trust), service quality, salesperson professionalism, corporate reputation, application of technology, and price. BestValue Computers is providing quality products in an atmosphere of trust with a sales representative who has developed high-quality relationships with her clients. In addition, BestValue provides a variety of technology products with local service at reasonable prices. Finally, the success of Leroy’s business is an indicator that BestValue has developed a highly respected reputation among his existing and

The start of this comparable analysis will be on value creation for their shareholders, a primary role of a financial manager. In general, increasing sales, earnings, and using those earnings wisely are the major ways to increase this value over time. With that in mind, the

Value proposition is how a company summarizes in a business statement why consumers should buy their product or service. It’s how they persuade and target potential consumers. For satellite radio in particular there are multiple components to their value proposition. The first component is that they provide a wide range of channels such as music, sports, news. Another component is the channels will offer specific content from formats that includes VHI, MTV, ESPN, BBC, etc. The last component is it provides channels that are free from commercial. Sirius provides 50 commercial free channels (all of their music channels) while XM has around 20.

According to Pearce & Robinson (2011), “a successful differentiation strategy allows the business to provide a product or service of perceived higher value to buyers at a “differentiation cost” below the “value premium” to the buyers”.

In differentiation strategies, the emphasis is on creating value through sustainable uniqueness. This can be achieved through product innovations, superior quality, or superior service, which is then sustained and leveraged through creative advertising; brand-building and strong supply chain relationships. Another requirement for a successful differentiation strategy is that customers must be willing to pay more for the uniqueness of a product or service than the firm paid to create it. A differentiation strategy will lead to higher firm performance only if buyers value the attributes that make a product or service unique enough to pay a higher price for it or if they choose to buy from that firm preferentially. If

REFERENCES•Ross, S.A., Westerfield, R.W., Jaffe, J., Jordan, B.D. "Modern Financial Management". McGraw-Hill, Eighth Edition, (2008)•R.A. Brealey and S.C. Myers, "Principles of Corporate Finance", McGraw-Hill, Seventh Edition, (2003).

Question 2: The lesson learned from Aramex approach sustainability and the refection of it to its strategy is going to be discuss. Aramex CSR and sustainability had been inspired by the vision of its founder and CEO Fadi Ghandour (B 713-B , TMA03, Spring 2015/16 semester I I). Its clear through Ghandour speech to sustainability that he believed that if any company want to be leader competitive in Market it must understand that employees is main key of successful. The quality of the service The successful will continue only and only if the part of profit returned back to the society. Ghandour start Environmental scanning to monitor the environment and be prepared to change his business strategy or long range plan in light of environmental changes(Sanders & Reid, 2005, pp30). As Ghandour identify the sustainability.