本文将首先介绍三例，分别是DellCompany、西南航空公司和卡塞拉葡萄酒。所有这三个案例从战略策划与实施本书介绍：竞争优势的探索：概念与案例（汤普森，贝特罗夫，赌博和思特里克兰德，2012）。从而说明持续竞争优势分别。接着，对每一个案例进行理论分析，分析它们是如何取得成功的，并比较三种情况及其成功的途径。最后，根据分析给出了启示。
戴尔公司是由迈克尔·戴尔于1984建成的，他有一个简单的商业理念，即个人电脑将按订单数量直接卖给最终用户。这种商业模式有助于降低零售商的成本和库存的风险。戴尔在1998成功击败IBM，成为美国个人电脑行业的第2名。不久，戴尔在1999的第三季度战胜康柏之后，成为美国的销售冠军。自那时以来，戴尔已成为领先的公司在美国个人电脑市场。2002，戴尔的市场份额达到28%，高于16.8%，网关5.7%（汤普森，贝特罗夫，赌博和思特里克兰德，2012）。
面对“9.11”恐怖袭击，有的公司破产，有的公司倒闭，有的公司幸免于难，然而，还有一家公司还在扩大，那就是西南航空公司。西南航空公司成立于1971，以提供短距离航班低票价。“9.11”恐怖袭击事件对航空业严重的长期影响，如迅速下降，整个行业的需求，增加安全成本，低上座率低于盈亏平衡点等。面对如此严峻的环境条件，大多数公司削减了航班数量，特别是国际航班和夜间航班，他们减少了服务，延误了更新和购买飞机，解雇了一些雇员。然而，西南航空公司以不同的方式处理环境问题。在急救阶段，西南airlinesdid没有取消航班，也不裁减员工，或推迟雇佣新员工，但员工自2002开始扩大。此外，西南航空公司在紧急阶段延迟购买新飞机，但在2002继续增加新飞机数量。此外，西南航空公司开始增加在市场上的竞争对手退出的航班，尤其是长距离的直达航班，甚至引发新的航班计划（汤普森，贝特罗夫，赌博和思特里克兰德，2012）。
在美国葡萄酒行业，常识和葡萄酒礼仪使酒厂在现有价格的基础上过分注重声誉和质量。在高端葡萄酒市场，葡萄酒企业奉行差异化战略。然而，两者的结果是一致的，而在经济性的葡萄酒市场中，它们的价格很低，但在所有的竞争要素中都只有一个很低的水平。因此，为了推动对葡萄酒行业的需求，提高净利润，卡塞拉重新定义了葡萄酒行业。它提出一个问题：如何创建一个有趣的和非传统的葡萄酒，便于大家喝。在不到两年的时间里，黄尾葡萄酒作为一个有趣的、社交性beveragethat卡塞拉酒的发明已成为增长最快的葡萄酒品牌在澳大利亚和美国的葡萄酒历史。更重要的是，它甚至比法国和意大利的葡萄酒更有名，它已被证明是在美国市场白酒类进口第一（汤普森，贝特罗夫，赌博和思特里克兰德，2012）。
戴尔的持续竞争优势是其独特的商业模式，是一种低成本、按订单组装的直销策略。戴尔从供应商那里购买组件，并自行组装这些组件以满足消费者的不同需求。
Marketing assignment代写: 戴尔的持续竞争优势
As the competition becomes increasingly fierce in the world these years, many organizations try their best to pursue sustained competitive advantages to struggle in the competition. The term of competitive advantage is the first to be put forward by Michael Porter in 1980.In addition, in Porter’s late works, he pointed out four factors in a competitive diamond, which will influence the competitive advantages of organizations. These four factors are illustrated as factor conditions, demand conditions, related and supporting industries and business strategy, structure and competition (Porter, 1998).
This essay will first introduce three cases, which are the DellCompany, Southwest Airlines and Casella Wines. All these three cases are introduced from the book of Crafting and Executing Strategy: The Quest for Competitive Advantages: Concepts and Cases (Thompson, Peteraf, Gamble & Strickland, 2012).And then it will illustrate the sustained competitive advantages of each other respectively. Following this, theoretical analysis will be conducted of each case study to analyze how they achieve success, as well as to compare and contrast the three cases and their pathways to success. Finally, implications will be given according to the analysis.
Description of the cases
The Dell Company was built in 1984 by Michael Dell, who had a simple business idea that is the personal computers would be sold directly to ultimate customers according to the number of order. This business model can help reduce the costs from the retailers and risks from the inventory. Dell successfully beat IBM in 1998 and became the No.2 in the American personal computer industry. Before long, Dell turned out to be the sales champion in America after overcoming Compaq in the third quarter of 1999. Since then, Dell has become the leading companyin the U.S. personal computer market. In 2002, the market share of Dell reached the high of 28%, higher than HP of 16.8% and Gateway of 5.7% (Thompson, Peteraf, Gamble & Strickland, 2012).
When facing the “9.11”terrorist attacks, some companies went bankrupt, some companies shrink, some companies survived, however, there is a company still expanded, which is the Southwest Airlines. Southwest Airlines was established in 1971 targeting on providing short distance flights with low-ticket prices.The “9.11” terrorist attacks have severe long-term effects on the airlines industry, such as rapidly declined demand of the whole industry, increased security costs, and low attendances that are below the breakeven points and so on. Faced with such severe environment conditions, most companies cut the number of flights, especially the international and late-night flights, and they reduced the services, delayed updating and purchasing aircrafts and laid off a number of employees. However, the Southwest Airlines dealt with the environment problems in a different way. In the emergency phase, Southwest Airlinesdid not cancel flights, nor laid off employees, or delayed hiring the new employees, but began expanding its staff since 2002. Moreover, the Southwest Airlines delayed purchasing new aircrafts in the emergency phase, but continued to increase the number of new aircrafts in 2002. In addition, the Southwest Airlines began to add flights in the market that the competitors quit, especially the long distance and nonstop flights, and even initiated new flights as planned (Thompson, Peteraf, Gamble & Strickland, 2012).
