More from these Authors

• Working Paper | HBS Working Paper Series | 2018

  The Limitations of Dynamic Capabilities

  David J. Collis and Bharat Anand

  The concept of dynamic capabilities draws its theoretical basis from two classic traditions within the strategy field—the resource-based view of the firm (RBV) (Wernerfelt, 1984) and market positioning (Porter, 1996). A dynamic capability qualifies as a source of sustained heterogeneous firm performance within the RBV framework because it arises from embedded organizational routines that accumulate in a path dependent process—the “stock” explanation of durable advantage (Barney, 1991). Because such a dynamic capability allows a firm to continually reposition itself in product market space, it satisfies the “flow” explanation of current competitive advantage by ensuring that the firm always maintains a wider gap between willingness to pay and cost than competitors (Brandenburger and Stuart, 1996). Indeed, dynamic capabilities seem to give rise to the enviable ability to “always have a competitive advantage in an attractive industry” and so continually deliver superior financial performance regardless of external circumstances.

  Keywords: dynamic capabilities; Business Ventures; Performance; Competitive Advantage;

  Citation:

  Collis, David J., and Bharat Anand. "The Limitations of Dynamic Capabilities." Harvard Business School Working Paper, No. 20-029, September 2019.  View Details

  CiteView DetailsSSRN Read Now

  Related

• Teaching Note | HBS Case Collection | August 2019

  Back to the Roots

  Leslie K. John and Elizabeth A. Keenan

  Teaching Note for HBS No. 518-073.

  Keywords: entrepreneurship; organic food; Startup; product development; crowdfunding; sustainability; transparency; Product Marketing; Growth and Development Strategy; Decision Making; Food; Food and Beverage Industry;

  Citation:

  John, Leslie K., and Elizabeth A. Keenan. "Back to the Roots." Harvard Business School Teaching Note 520-028, August 2019.  View Details

  CiteView DetailsPurchase

  Related

• Case | HBS Case Collection | January 2018 (Revised May 2019)

  Adeo Health Science: Turning a Product into a Brand

  Elizabeth A. Keenan and Jill Avery

  For decades, American parents were warned to avoid introducing potential allergens to their babies prior to their first birthday. But two influential clinical studies caused the medical establishment to radically reverse its position. Parents were now warned that delaying the introduction of these types of foods increased a baby's risk of food allergies. Adeo Health Science was ready, with patents filed for a baby food that made it simple for parents to introduce allergens. Now, the new company had to turn its product into a brand and map its go-to-market strategy, including creating a compelling value proposition, choosing a path to market that was either direct-to-consumer, through grocery retailers, or via the physician channel, and planning its marketing communications and sales strategy. As a new startup with constrained resources, the company knew its marketing decisions would make or break the new product.

  Keywords: marketing; Startup; entrepreneurship; health care; consumer; consumer products; branding; brands and branding; marketing strategy; Marketing communications; Distribution; retailing; go to market strategy; Marketing; Marketing Channels; Marketing Communications; Brands and Branding; Marketing Strategy; Entrepreneurship; Health Care and Treatment; Consumer Products Industry; Health Industry; United States; North America;

  Citation:

  Keenan, Elizabeth A., and Jill Avery. "Adeo Health Science: Turning a Product into a Brand." Harvard Business School Case 518-065, January 2018. (Revised May 2019.)  View Details

  CiteView DetailsEducatorsPurchase

  Related