澳洲西雪梨大学论文代写：企业的竞争优势
可持续竞争优势的四个标准是有价值的、罕见的、昂贵的模仿和不可替代的。有价值的能力可以帮助公司抵消压力，并在市场中获得开发机会。罕见的能力是不容易提供给其他人(McGrath, 2013年)。模仿能力的代价是一段时间内建立起来的信任、人际关系、品牌形象。除此之外，某些模糊的原因也可以被认为是昂贵的模仿(Wagner III，和Hollenbeck, 2014)。昂贵的产品被模仿和不可模仿之间只有一线之差。由此可以看出，它既不能被模仿，也不能被替代。这是企业的战略，是企业与生俱来的知识，是企业的组织文化。这也反映在他们的执行方式上。这也可以说是公司在一段时间内开发的最佳实践(McGrath, 2013)。
澳洲西雪梨大学论文代写：企业的竞争优势
将此应用于苹果和三星，可以发现这两家公司都有很强的消费者惠顾。苹果和三星的品牌形象是任何人都无法利用的。它只属于公司，因此不能被别人模仿。这些公司已经建立了品牌形象(Ross, and Sharapov, 2015)。苹果产品的整合程度更高。因此，它更难以模仿。以三星为例，其战略管理是允许产品与其他产品兼容(Ross, and Sharapov, 2015)。这扩大了他们的业务范围和市场。市场上有许多类似三星的产品。苹果的排他性因素更高。以三星为例，它有能力为大众开发各种各样的产品。目前，很少有公司能满足同样数量的消费者。
澳洲西雪梨大学论文代写：企业的竞争优势
Four criterias that have been identified for sustainable competitive advantage are valuable, rare, costly to imitate and non-substitution. Valuable capabilities help a firm counteract pressures and derive exploitive opportunities in the market. Rare capabilities are not easily available to other people (McGrath, 2013.) Costly to imitate capabilities are the trust that was built over a period of time, interpersonal relationship, brand image. Apart from this, certain ambiguous causes can also be identified as costly to imitate (Wagner III, and Hollenbeck, 2014). There is a thin line of difference between costly to be imitated and cannot be imitated. From this, it has been found that it cannot be imitation or non-substitution. This is the strategy of the company, innate knowledge gained from the firm and the organizational culture of a company. It is also reflected in their mode of execution. This can also be stated as the best practices developed by the company over a period of time (McGrath, 2013).
澳洲西雪梨大学论文代写：企业的竞争优势
Applying this to Apple and Samsung, it can be found that both these companies have a strong consumer patronage. This brand image that Apple and Samsung have obtained cannot be utilized by anyone. It belongs only to the company and hence cannot be imitated by others. Brand persona has been established for these companies (Ross, and Sharapov, 2015). There is more integration of Apple products. Hence, it is more difficult to imitate. In the case of Samsung, it states that the strategic management is to allow the products to be compatible with other products (Ross, and Sharapov, 2015). This increases their scope and business markets. There are a number of similar products to Samsung that are found in the markets. Exclusivity factor is higher for apple. In the case of Samsung, it has the capability of developing a wide range of products for the masses. Currently, very few companies can cater to the same volume of consumers.