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Comparative EntrepreneurshipThe UK, Japan, and the Shadow of Silicon Valley$
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D. Hugh Whittaker

Print publication date: 2009

Print ISBN-13: 9780199563661

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199563661.001.0001

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Competitive Orientations and Growth Limitations

Competitive Orientations and Growth Limitations

Chapter:
(p.87) 5 Competitive Orientations and Growth Limitations
Source:
Comparative Entrepreneurship
Author(s):

D. Hugh Whittaker

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199563661.003.0005

This chapter will use a differentiation approach while excluding cluster analysis to look into the following: how entrepreneurs maintain and expand their business, the kinds of markets which these entrepreneurs participate in, how they compete with others, and the limitations that entrepreneurs experience in their efforts for growth and the achievement of their business objectives. To find out more about competitive advantage, this chapter presents a factor comparison for both the UK and Japan and the high performers, with the non-high performers considered in terms of customer-focus, market orientation, competence, and product for market. Also, it will be shown that for both the UK and Japan, the top external limitations include growth in demand in main product and access to new markets, while the top internal limitations include the availability of management skills and sales and marketing skills. Unlike in Japan, financial markets were the fifth most serious constraint for the entrepreneurs in the UK.

Keywords:   differentiation approach, markets, growth, limitations, competitive advantage

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