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      <title>Resource based view (BM1982 E Learn Topic 2) by </title>
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      <description>A company’s resource that has a great value to them that is difficult to replicate.
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      <language>en-us</language>
      <pubDate>2018-06-23 04:17:30 UTC</pubDate>
      <lastBuildDate>2026-03-23 01:31:44 UTC</lastBuildDate>
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         <title>Resource based view - Jessica tan</title>
         <author></author>
         <link>https://padlet.com/gerardc6/ee7amlx5rwqi/wish/339702568</link>
         <description><![CDATA[<div>Apple's creative innovation of their software and hardware systems creating a product line of creative and well designed apple products is hard to replicate. The Apple brand itself constitutes to a strong branding and thus having a hardcore Apple fans and consumers to buy the well pretty designed Apple products. This shows the strategic positioning that APPLE did by focusing on creating unique Apple IOS system for the software and the designer goods experience of getting quality and well designed products. This business strategy is valuable and rare that the products and brand are hard to copy. APPLE also try to have operational effectiveness by having APPLE products be mainly made in CHINA at a very low cost to boost the profit margin while focusing hard on improving the quality of the APPLE product by more R&amp;D and better designs. </div>]]></description>
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         <pubDate>2019-03-10 17:05:55 UTC</pubDate>
         <guid>https://padlet.com/gerardc6/ee7amlx5rwqi/wish/339702568</guid>
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         <title>Resource based view - Chua Kai Ling</title>
         <author></author>
         <link>https://padlet.com/gerardc6/ee7amlx5rwqi/wish/348009252</link>
         <description><![CDATA[<div>For example IBM has unique capabilities in developing complex solution towards customers by working with other hardware and software solutions providers to remain in the view of competitive advantage. Doing something different and hard to copy the value when someone else is creating something new.</div>]]></description>
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         <pubDate>2019-04-03 11:30:36 UTC</pubDate>
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