The article, How Sustainable is Your Competitive Advantage, by Jeffrey R. Williams,
uses a company’s core capabilities and resources to explain organizational specific competitive
advantages. Williams relates company-based interdependencies as a direct result of the
sustainability of its products. By understanding unique resources and core capabilities, managers
can be better equipped to survive volatile markets. Using calculated plans, companies can
estimate product life cycles and patterns, forecast pricing, examine manufacturing targets, assess
for brand durability, and established organizational learning processes.
Slow-cycle markets reflect actively shielded resource positions where competitive pressures
do not readily penetrate the firm’s resources. Such markets, in some cases, can be characterized
