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Outback Steakhouse

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Outback Steakhouse

Keitric Wiley

Strategic Human Resource Management

August 6, 2011

Dr. Larry Byrd

I. For the following reasons, the employee selection methods at Outback Steakhouse help the organization achieve a competitive advantage:

a. This examination of the competitive advantage built by Outback Steakhouse employee is based on a five-category framework. On all five points, Outback employees has performed excellently, melding the resources in the following categories to build its advantage: (1) financial resources, (2) physical resources, (3) human resources, (4) organizational knowledge and learning, and (5) general organizational resources including brand names, relationships with stakeholders, and reputation.

b. Outback Steakhouse employees has clearly developed a competitive advantage that allows Outback to perform a service, manufacture a product, or offer a bundle of benefits that competitors cannot match. While it is extremely difficult to sustain a competitive advantage, especially in the restaurant industry, Outback Steakhouse works to create advantages through differential development of resources and capabilities. Superior resources or capabilities are those that have value in the market, are possessed by only a small number of restaurants, and are not easy to substitute. If a particular resource is also costly or impossible to imitate, then the competitive advantage may be sustainable. Successful companies, like Outback Steakhouse, pay careful attention to developing and applying their resources and capabilities to build sustainable competitive advantage.

c. Outback Steakhouse can gain competitive advantage through possessing hourly and management Outbackers in the following five categories: (1) financial resources, including all of the monetary resources from which a firm can

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