The more competitive companies are in the markets, the less strategies are available to a company. All businesses become reactive rather than proactive, unable to impose their will on the market. They can't control prices, they can't differentiate their products. Competition deprives them of the resources needed to acquire other businesses. In reality, cost positions differ, often significantly, and products are perceived as different, sometimes so different that some are branded. This generates both the reach and resources needed for acquisitions, aggressive pricing behavior, or a major marketing campaign. The specific recommendations the Council is seeking are: A. making the organization more competitive: The primary outcome of having a strategic competitive advantage is clear. Such an advantage results in the positive results of our company making a profit above the industry average, instead of a loss below that made by others. This does not necessarily mean a higher than normal profit since it depends on the nature of our industry. It is easy to recognize when a competitive advantage exists, when a company, competing with another company, for the same customers in the same market, is able to achieve a higher realized or potential profit than its competitors. or a smaller loss. Provided the accounting is accurate, it is not difficult to identify which company has a competitive advantage. The result of better financial performance is made possible by the key characteristic of any competitive advantage, the greater utility or value given to the customer by a company. Customers are purchasing our service either in greater numbers or at a higher price because of this greater benefit. Competitive advantage is then the ability to satisfy our customers better than our competitors could. The causes for the existence of such an advantage reflect the combined ability to recognize opportunities and therefore position the business accordingly, and to produce what is desired at a cost and therefore a price. which is acceptable. Both of these capabilities are the result of the appropriate application of the core competencies that the company possesses.B. provide high-quality customer services: Achieving the company's entrepreneurial objectives requires adequate, if not high-quality, management inputs for its success. Many of these management inputs involve specialized knowledge in functional areas. The proportion of entrepreneurs and managers required within a company, or the desirable combination of these characteristics within the same individuals, can vary considerably..