Hybrid Strategy: A New Strategy for Competitive Advantage

Abstract

Both strategic management researchers and practitioners have realized the importance of cost and differentiation strategies for effective organizational performance and excellence. Recently many large enterprises/corporations have been applying both strategies simultaneously, rather than applying a single strategy at one period of time. The implementations of the three strategies are commonly used by the big corporations involved in domestic, regional, international and global business. This article has three bases of data analyses; the first is a review of related literature, the second is case analysis and the third is the result of field interviews with a giant home appliance manufacturer in Malaysia. Thus, the principal aim of this article is to provide evidence that the hybrid strategy (both cost leadership and differentiation strategy) has been implemented by companies throughout the world.

Product Differentiation for Competitive Advantage in the Private Tertiary Education Institutions in Botswana

“…About 43% of respondents believe that the issue of infrastructure is a primary one, particularly for science based qualifications, in the form of e-learning infrastructure, laboratories and other important apparatus and in this competitive market, where the markets are not just local but global. Findings support Boroto et al, (2012) who concluded that a new trend in higher education is linked with high investments in new technologies, modern libraries and students' campuses. Other product factors respondents considered critical in differentiating a tertiary education institution for competitive advantage stress the need for unique / accredited programmes (25%), extra curriculum activities (14%), offering of practical than theoretical courses (9%) and provision of research resources (11%) among others as presented in Figure 4.2.…”

Hybrid strategy and firm performance: a time-series qualitative comparative analysis of the Chinese ICT sector

“…(3) A new proposed model and perspective as an alternative to the generic typology of competitive strategies theory (Baroto et al, 2012). As a result of these efforts, hybrid strategies have gained increasing recognition, in addition to their logical feasibility (Claver-Cort es et al, 2012;Baroto et al, 2012;Alnoor et al, 2022).…”

“…(2) There is an effort to distinguish internal and external conditions and the sector applicability of the Porter (1980) competitive strategy and limit the boundaries of the theory (Anwar and Hasnu, 2017a). (3) A new proposed model and perspective as an alternative to the generic typology of competitive strategies theory (Baroto et al. , 2012).…”

The strategy for combining online and offline business model for MSMEs

“…As global competition increases, the formation of this business hybrid is very important. Baroto et al (2012) in their research on hybrid strategies stated that this hybrid strategy was able to increase the company's ability to adapt quickly to environmental changes and encourage the learning of new skills and technologies.…”