Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory...Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory results is the lack of a theoretical framework： what strategic variables to include in the analysis and their relative importance; the definition of an industry, and how to make competitive strategy operational. First, the author presents a customer-oriented theory of management which submits that, like Procter and Gamble, understanding customers should be the primary focus of a business. Second, the author proposes an integrated approach to competitive strategy. Because customer-perceived quality is far more critical to long-term success than any other factor, it should be the centerpiece of competitive strategy. The author suggests that competitive strategy should be divided in two interdependent dimensions： external and internal. It is the external strategy that should be considered the primary dimension because it reflects the customers＇ perspective, and provides a sense of direction regarding how the internal resources should be used. Next, the author presents an operational framework of competitive strategy which proposes that the best route to market share leadership in consumer markets is competing in the mid-price segment, offering superior quality compared to competition at a somewhat higher price： （1） to maintain an image of quality, and （2） to ensure that the strategy is profitable and sustainable. Finally, the author offers a framework of business or industry definition that extends Abell＇s （1980） three dimensions to seven. He suggests that an integrated approach to market segmentation provides the foundation for conducting strategic group analysis in consumer markets. So, in strategic group research, we need a bottom-up approach that begins with a product-market segment. In each product market, real competition occurs at the brand level. This is the ground where展开更多
The fifth-generation(5 G)network cloudification enables third parties to deploy their applications(e.g.,edge caching and edge computing)at the network edge.Many previous works have focused on specific service strategi...The fifth-generation(5 G)network cloudification enables third parties to deploy their applications(e.g.,edge caching and edge computing)at the network edge.Many previous works have focused on specific service strategies(e.g.,cache placement strategy and vCPU provision strategy)for edge applications from the perspective of a certain third party by maximizing its benefit.However,there is no literature that focuses on how to effciently allocate resources from the perspective of a mobile network operator,taking the different deployment requirements of all third parties into consideration.In this paper,we address the problem by formulating an optimization problem,which minimizes the total deployment cost of all third parties.To capture the deployment requirements of the third parties,the applications that they want to deploy are classified into two types,namely,computation-intensive ones and storage-intensive ones,whose requirements are considered as input parameters or constraints in the optimization.Due to the NP-hardness and non-convexity of the formulated problem,we have designed an elitist genetic algorithm that converges to the global optimum to solve it.Extensive simulations have been conducted to illustrate the feasibility and effectiveness of the proposed algorithm.展开更多
文摘Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory results is the lack of a theoretical framework： what strategic variables to include in the analysis and their relative importance; the definition of an industry, and how to make competitive strategy operational. First, the author presents a customer-oriented theory of management which submits that, like Procter and Gamble, understanding customers should be the primary focus of a business. Second, the author proposes an integrated approach to competitive strategy. Because customer-perceived quality is far more critical to long-term success than any other factor, it should be the centerpiece of competitive strategy. The author suggests that competitive strategy should be divided in two interdependent dimensions： external and internal. It is the external strategy that should be considered the primary dimension because it reflects the customers＇ perspective, and provides a sense of direction regarding how the internal resources should be used. Next, the author presents an operational framework of competitive strategy which proposes that the best route to market share leadership in consumer markets is competing in the mid-price segment, offering superior quality compared to competition at a somewhat higher price： （1） to maintain an image of quality, and （2） to ensure that the strategy is profitable and sustainable. Finally, the author offers a framework of business or industry definition that extends Abell＇s （1980） three dimensions to seven. He suggests that an integrated approach to market segmentation provides the foundation for conducting strategic group analysis in consumer markets. So, in strategic group research, we need a bottom-up approach that begins with a product-market segment. In each product market, real competition occurs at the brand level. This is the ground where
基金the National Natural Science Foundation of China(No.61972026)。
文摘The fifth-generation(5 G)network cloudification enables third parties to deploy their applications(e.g.,edge caching and edge computing)at the network edge.Many previous works have focused on specific service strategies(e.g.,cache placement strategy and vCPU provision strategy)for edge applications from the perspective of a certain third party by maximizing its benefit.However,there is no literature that focuses on how to effciently allocate resources from the perspective of a mobile network operator,taking the different deployment requirements of all third parties into consideration.In this paper,we address the problem by formulating an optimization problem,which minimizes the total deployment cost of all third parties.To capture the deployment requirements of the third parties,the applications that they want to deploy are classified into two types,namely,computation-intensive ones and storage-intensive ones,whose requirements are considered as input parameters or constraints in the optimization.Due to the NP-hardness and non-convexity of the formulated problem,we have designed an elitist genetic algorithm that converges to the global optimum to solve it.Extensive simulations have been conducted to illustrate the feasibility and effectiveness of the proposed algorithm.
