Smith Alan D
Department of Management and Marketing, Robert Morris University, Pittsburgh, PA 15219-3099, USA.
Health Mark Q. 2008;25(4):361-82. doi: 10.1080/07359680802135716.
Application of the strategic leverage of Resource Based View of the Firm (RBV) directly advocates that a company's competitive advantage is derived from its ability to assemble and exploit an appropriate combination of resources (both tangible and intangible assets). The three companies that were selected were Pittsburgh-based companies that were within relatively easy access, representing healthcare service-related industries, and can be reviewed for the principles of the RBV. The particular firms represented a variety of establishments and included Baptist Homes (a long-term care facility), University of Pittsburgh Medical Center (UPMC)(a provider of hospital and other health services), and GlaxoSmithKline, Consumer Healthcare, North America (GSK-CHNA)(a global provider of healthcare products and services). Through the case studies, it was found that not all intangible assets are strategic, and by extension, not all measures of reputation are strategic either. For an intangible asset to be considered strategic, in this case reputation, it must be valuable, rare, imperfectly imitable, and non-substitutable.
运用基于资源的企业观（RBV）的战略杠杆直接主张，公司的竞争优势源于其组装和利用适当资源组合（包括有形和无形资产）的能力。所选的三家公司是位于匹兹堡的公司，相对容易接触到，代表医疗保健服务相关行业，并且可以根据RBV的原则进行审查。这些特定公司代表了各种机构，包括浸信会之家（一家长期护理机构）、匹兹堡大学医学中心（UPMC）（一家医院和其他健康服务提供商）以及葛兰素史克消费者医疗保健北美公司（GSK-CHNA）（一家全球医疗保健产品和服务提供商）。通过案例研究发现，并非所有无形资产都是战略性的，进而，并非所有声誉衡量指标也是战略性的。对于一项无形资产（在这种情况下是声誉）要被视为具有战略意义，它必须是有价值的、稀有的、难以完全模仿的且不可替代的。
