“The resource-based view suggests that the rationale for alliances is the value-creation potential of firm resources that are pooled together. Certain resource characteristics, such as imperfect mobility, imitability, and substitutability, promise accentuated value-creation, and thus facilitate alliance formation.” (Das & Bing-Sheng, 2000) Also “the resource based view of strategy has a coherence and integrative role that places it well ahead of other mechanisms of strategic decision making. I have little doubt that for the foreseeable future major contributions to ways of strategic thinking will either form part of that framework or represent development of that framework. After thirty years or so, the subject of strategy is genuinely acquiring what can be described as a paradigm – to use the most overworked and abused term in the study of management.” (‘Mastering Strategy: Resource Based Strategy’, 1999)
The SCC Company as mentioned earlier is a relatively new acquisition of the Scottish &Newcastlecompany. As a result the management of the company is handled by S&N however. This has impacted the operations of the business in the local as well as in the international market. This is because the strategy development and execution in the company is handled according t the principles depicted and set out by Scottish & Newcastle. These principles pertain to maintaining a sustainable position in the market, while promoting sustainability in the environments, for the growth of the business as well as the globalization of the brands of the company. The company strives to position itself as a socially responsible corporate citizen by being committed to the stakeholders of the business, the customers a swell as the communities in which the company operates in.
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