Critical review on, “Strategic capability, competitive advantage(s), and superior customer service as pillars of growth and sustainability are out-of-date concepts.

The growth of the organization means different things for different organizations. In fact, many of the company's parameters can choose to measure its growth. The most important criterion is the one that shows progress against the objectives of the organization. The majority of firms have a profit, so net income, income and other financial information are often used for signs of "low margin" growth. Other business owners can use sales figures, number of employees, physical expansion or other criteria to assess organizational growth.

According to the London Institute of Personnel and Development, (2012) most of the organizational sustainability is the principle of strengthening environmental, social and economic systems. This principle is essential because the concept of sustainable development (Colbert and Kurucz, 2007) helps enterprises to develop at the expense of future needs (Boudreau and Ramstad ,2005). Strategic capability means the ability of an organization to promote its long-term viability or competitive advantage.

If the organization's capabilities do not meet the needs of the client, the organization cannot survive. To effectively manage and improve costs, it is vulnerable to those who can do it. However, if the objective is to gain a competitive advantage. It is important to note that if an organization wants to create a competitive advantage, it must have the capacity that is valuable to its clients. This may seem obvious, but in practice it is often neglected or misunderstood. Administrators can claim that a distinctive organization is only valid because it is distinctive.

 The different capacities of different organizations are not, in themselves, the basis of a competitive advantage. A competitive advantage can be obtained if the competitor has a unique or rare ability. This could happen in the form of unique resources. In service organizations, unique resources can be intellectual capital, especially talented people. A competitive advantage could also be based on a rare mandate.

The superior customer service is more than solving the customer's problems and is familiar with the business products. It contains it permanently, but goes further. Customer service is a measure that ensures the customer's needs by providing qualified, useful and quality service and assistance before and after the customer's needs are met.

Strategic capabilities, competitive advantage (s) and better customer service are integrated directly on the organization’s revenue and marketing process and are interdependent. If the capacity is not strategic, it is difficult to achieve a competitive advantage if the organization does not have competitive advantages, it is impossible to provide a better customer service. Although these three concepts are processes and must take into account external aspects, such as cultural aspects.

References

Bloch, A.M., Leonard, N.E. and Marsden, J.E., 1999, December. Potential shaping and the method of controlled Lagrangians. In Proceedings of the 38th IEEE Conference on Decision and Control (Cat. No. 99CH36304) (Vol. 2, pp. 1652-1657). IEEE.

Colbert, B.A. and Kurucz, E.C., 2007. Three conceptions of triple bottom line business sustainability and the role for HRM. People and Strategy, 30(1), p.21.