competitive differentiation

This is not an issue where we seek competitive differentiation of one plan over another.

Every company also has generic resources that do not create competitive differentiation.

Overall, this situation results in competitive differentiation among analyst firms.

So many slogans have absolutely no competitive differentiation, such as "Simply the Best" and its variants.

Some companies actively promote the principle of multitenancy and use it as a source of competitive differentiation.

Post-dotcom caution still leads many business people to believe that IT is not a vital aspect of competitive differentiation.

The principle of multitenancy is not universally accepted and supported within the software industry, and this may be a source of competitive differentiation.

The theory suggests that businesses can create significant competitive differentiation by understanding the customer's true intent and meeting that in a way that also supports the business's intents.

DIGILANT provides brand marketers and agencies with tools to achieve their goals, including brand-building, customer engagement, product introductions, competitive differentiation and demand generation.

Insourcing has been identified as a means to ensure control, compliance and to gain competitive differentiation through vertical integration or the development of shared services [commonly called a 'center of excellence'].

Since the talent of employees is seen as a competitive differentiation attribute in good, but also in bad economic times, companies need to think more creatively and strategically than ever before about how they can use WLB programs to their advantage.

Three issues can be clues that a good, close, look might be necessary: When it gets harder to maintain competitive differentiation for the same investment; when alternatives that didn't exist before spring up; and of course when customers start to defect.

The system became the benchmark for FedEx's competitors; won numerous technical and business awards; and was described in business articles and Harvard Business School case studies as a model for the strategic application of technology to create market and competitive differentiation.

(AudioFeast shut down its service in July 2005 due to the unwillingness of its free customers to pay for its $49.95 paid annual subscription service, and a lack of a strong competitive differentiation in the market with the emergence of free RSS podcatchers.)