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The corporate strategy of a firm is the match between the company's internal capabilities and its external relationships. Strategy determines how a firm responds to its suppliers, its customers, its competitors, and the social and economic environment in which it functions. With respect to Benetton, the corporate strategy is identical to its competitive strategy. According to Davis and Devinney, corporate strategy is about "the firm's positioning vis-à-vis its rivals...and about the efficiency conversion of resources into customer value" (1). Benetton's corporate and competitive strategy is designed to convert resource into customer value. The company is able to achieve this value through innovation in production, information processing and product design. Despite competing in a mature industry with high labor costs, Benetton enjoys rapidly rising sales and profits. Its competitive and corporate strategy enables Benetton to overcome market restraints other companies cannot, a strategy that creates value and relies on innovation. As Smyth (et al) notes: "Benetton achieves this by creating value for all those who deal with it. This includes, first and foremost the customer. The company satisfies suppliers and distributors who are often neglected" (2). Benetton's competitive strategy enables it to manage the value-added network (links with manufacturers, retailers, suppliers and distributors) in an effective and integrat
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Category: Business - B
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America Europe, Benetton Benetton, Davis Devinney, Los Angeles, WEAKNESSES Centralized, Benetton Benetton's, THREATS Alternative, Thinking Question, Question SWOT, Traditionally Benetton, benetton able, mature industry, corporate strategy, strategic configuration, product variety, labor costs, costs benetton, labor costs benetton, competitive strategy, competitive advantage, overcome market, costs benetton able, industry labor costs, limited product variety, overcome market restraints,
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