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the nal customer with the desired perceived value at the lowest delivered cost which requires superior performance in at least one of the business system activities (Bradley and O Reag in 2002; Gilbert and Strebel 1988) Only by a adding more value in this way can the organization develop a competitive advantage and thereby survive in a particular business system Obtaining competitive advantage by positioning the organization in the business system means identifying ways of sourcing manufactured components and launching products included in the organization s portfolio The core of the business system positioning concept is the recognition that the organization competes within a business system, not an industry (Brandenburger and Nalebuff 1996; Lanning and Michaels 1988) A productive activity is viewed as a chain of many parts ranging from design to use by the nal customer The various parts of this chain can be ordered, therefore, in terms of stages of perceived value added Competition among organizations takes place at the product level but increasingly at the capability level Successful marketing strategies take advantage of the organization s capabilities but recognize that no capability gives a permanent advantage For example, Honda is known for its capability in engines which it applies in cars, lawn mowers and motorcycles Canon has a known capability in optical imaging and scanning which it applies with great success in copiers, fax machines and cameras Casio applies its capabilities in component miniaturization in calculators, watches, small TVs and hand-held personal computers A traditional view of the value chain stems from the idea of value being added progressively to a product as it passes through stages: inbound logistics, operations, outbound logistics, marketing, sales and service (Porter 1985) The Porter framework of value creation is, however, essentially production driven with an emphasis on the margin accruing to the organization It does not adequately consider marketing activities in the process of adding value in the business system This limitation is removed by viewing the marketing value system as consisting of all the activities and organizations that create and deliver value to customers (Figure 61) This gure is a modi cation and extension of Figure 16 Here concern rests with the four columns under the business system sub-heading The business functions column is a traditional Porter value system that is linked to the three major dynamic activities of marketing product development, customer acquisition and customer retention, represented by the column to the left while the following column describes information ows required in the ful lment of marketing and business tasks research and development, market and customer research The left-most column represents integrated marketing communications activities Also apparent in Figure 61, indicated by arrows, is the large number of interfaces critical to marketing, always considered a boundary spanning process function in the organization (Carson et al 1999, p 116).

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To understand such transcending journeys is to identify the powerful experience of passing from one level of understanding to another when ordinary life is given the opportunity to embrace mystery, awe and wonder Devotees may come to realize that life is, indeed, extraordinary The history of death is an in uential example of this extraordinariness of experience, but one that embraces the human proclivity for adventure for going beyond the familiar into unknown futures energized by human imagination Religion, philosophy, science and political ideology, 10 Journey Beyond

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Competition in the business system [95]

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Sources: IMF International Financial Statistics, Fey (2001); Nehru and Dhareshwar (1992)

Business system Marketing system Business functions Procurement/ informal logistics Product development Market and customer research Customer retention Service Customer Customer acquisition Production/ operations Distribution Sales

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