Although profit is only a milestone in the company's long journey of value creation, profit remains the most commonly used indicator of business management performance. However, creating high profits is an outcome that should be appreciated because profit is a form of returns from a business. The next challenge is how to create or maintain the sustainability of this good performance. Sustainability or the sustainability of good performance is the key to creating company value, which is of course the ultimate goal of business management.
The search for a path to the creation of this sustainability leads to the development of a sustainable competitive advantage. This study has been ongoing and has shifted from time to time. In the early 80s, an industrial economy perspective dominated this. In this perspective, sustainable competitive advantage is largely determined by our careful selection of strategies to place us in a position in the industry. In the 90s, supporters of the company perspective put forward the premise that sustainable competitive advantage is determined by the resources (resources) and capabilities (capability) owned by the company, especially the combination of resources and abilities that meet the VRIO requirements so that it becomes a core competence of a company.
In recent years, studies on this matter have begun to discover new facts that the competitive advantage of a company is more determined by the quality of its individual leaders. Thus the creation of a sustainable competitive advantage lies in how we can have high quality and sustainable individual leaders. The process of forming leaders in the organization (leaders grooming) then becomes important and becomes the key to creating the sustainability of a business. ��
Although profit is only a milestone in the company's long journey of value creation, profit remains the most commonly used indicator of business management performance. However, creating high profits is an outcome that should be appreciated because profit is a form of returns from a business. The next challenge is how to create or maintain the sustainability of this good performance. Sustainability or the sustainability of good performance is the key to creating company value, which is of course the ultimate goal of business management.
The search for a path to the creation of this sustainability leads to the development of a sustainable competitive advantage. This study has been ongoing and has shifted from time to time. In the early 80s, an industrial economy perspective dominated this. In this perspective, sustainable competitive advantage is largely determined by our careful selection of strategies to place us in a position in the industry. In the 90s, supporters of the company perspective put forward the premise that sustainable competitive advantage is determined by the resources (resources) and capabilities (capability) owned by the company, especially the combination of resources and abilities that meet the VRIO requirements so that it becomes a core competence of a company.
In recent years, studies on this matter have begun to discover new facts that the competitive advantage of a company is more determined by the quality of its individual leaders. Thus the creation of a sustainable competitive advantage lies in how we can have high quality and sustainable individual leaders. The process of forming leaders in the organization (leaders grooming) then becomes important and becomes the key to creating the sustainability of a business. ��
