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عنوان فارسی مقاله:
اسرار تجاری: راهنمایی مدیریتی برای مزیت رقابتی
عنوان انگلیسی مقاله:
Trade secrets: Managerial guidance for competitive advantage
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بخشی از مقاله انگلیسی :
As noted by the independent investment research firm Morningstar and legendary investor Warren Buffet, companies need to seek out and develop competitive advantages that make it difficult for rivals to take market share. Companies with durable advantages suitable to protecting market share and maintaining margins are described as having wide economic moats. If firms make it easy for others to steal ideas, they can ultimately end up washing away their competitive advantage and their own path to success. All the same, the business press seems to report daily yet another firm bringing suit against its rival for poaching employees with proprietary expertise or against former employees for sharing confidential information. There are no exclusive rights to secrets, however, and competitors can attempt to break any secret’s code via such means as accidental disclosure, independent discovery, or intentional leakage. Intentional leakage of trade secret information, referred to as misappropriation, does have legal recourse. But, particularly in today’s world of fast-paced communications, there is nothing that can make the secret a secret again. Additionally, competitors may leak false secrets in an attempt to sabotage brand image or reduce the efficacy of trade secret marketing tactics. According to Hollander (2001), a trade secret represents information that is ‘‘sufficiently valuable and secret to afford economic advantage over others.’’ Tort law provides the following definition of a trade secret (Basile, 2007): A trade secret may consist of any formula, pattern, device, or compilation of information which is used in one’s business and which gives [that business] an opportunity to obtain an advantage over competitors who do not know or use it. Unlike patents, there is no time limit on how long a trade secret can be protected, and secrets are generally protected under the Uniform Trade Secrets Act and/orthe Economic Espionage Act of 1996 (Justia, 2014). As evidenced by companies such as KFC, Coca-Cola, WD-40, and McDonald’s, it may not necessarily be the secret that really protects or enables companies; rather, it is the sense of nostalgia that can drive the business (Choi, 2013). As noted by Radford (2009), a minimal laboratory analysis could discern what chemicals and ingredients appear in what quantities of a food product. Others suggest that secrets create a buzz factor in the marketplace and that the associated hype and build-up are good for initial sales (Lewis, 2007). Hannah, Parent, Pitt, and Berthon (2014) created a typology ofsecrets, where appealing secrets(e.g., KFC, Coca-Cola) have both strategic and marketing value, mythical secrets (e.g., McDonald’s secret sauce) have marketing value but notstrategic value, plain secrets (e.g., Google’s infrastructure) have strategic value but not marketing value, and weak BUSHOR-1239; No. of Pages 7 2 W.F. Crittenden et al. secrets (e.g., SC Johnson’s scrubbing bubbles) have no value to the firm.
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کلمات کلیدی:
Building Sustainable Competitive Advantage: Through Executive ... https://books.google.com/books?isbn=131717089X Dhirendra Kumar - 2016 - Business & Economics simple strategy for managing the reputation, 117 small business ... 89 Stern School of Management – risk management guidance, 82 strategic risk assessment ... Trade secrets: Managerial guidance for competitive advantage Case ... https://caseism.com/trade-secrets-managerial-guidance-for-competitive-advantage-584... Trade secrets: Managerial guidance for competitive advantage Case Solution, This Case is about INTELLECTUAL PROPERTY, STRATEGY PUBLICATION ... Building a Competitive Public Sector with Knowledge Management Strategy https://books.google.com/books?isbn=1466644354 Al-Bastaki, Yousif - 2013 - Business & Economics Resource-based theories of competitive advantage: A ten-year retrospective on the resourcebased ... In Waste Management: Guidance for Improving Services. The impact of information technology on the competitive advantage of ... www.emeraldinsight.com/doi/pdf/10.1108/02635570610712564 by F Lai - 2006 - Cited by 87 - Related articles 3PL managers can expect competitive advantages from their investments in IT to ... guidance and insights for 3PL managers to improve competitive advantages ...
