Creating competitive (dis)advantage: Learning from Food Lion's freefall
以Food Lion在1990年代初的失败为例，说明基于不可持续优势的战略会导致竞争劣势，并强调扩展价值链、整合供应商与客户以创造持久价值。
Executive Overview Many lessons can be learned from the avalanche of bad press and the strategic errors that overwhelmed Food Lion in the early 1990s. Although the focus of the press reports was on worker exploitation and unsanitary practices in food preparation. Food Lion's core problems go much deeper. This company provides a springboard example to illustrate the dysfunctional outcomes of a myopic vision of strategy. Food Lion's fundamental strategic error was not uncommon: It based its strategy on an organizational strength that did not create a sustainable competitive advantage. We address the benefits gained from expanding the boundaries of a firm's value chain to incorporate both suppliers and customers, adding value in multiple activities and in multiple ways, and achieving close integration of value-creating activities.