What is a true strategic advantage

During yesterday's broadcast, some of my friends asked about what a strategic advantage is for a company, and that to build a strategic advantage, you first need to
There are strategic resources. There is a description of strategic resources in Good Strategy, Bad Strategy, and I'll quote it for you:
A business has to buy pickup trucks, office equipment, vertical mills, and chemical processing equipment, rent warehouses, hire high school graduates and college graduates, lawyers, and accountants.
and college graduates, lawyers and accountants. Generally speaking, these are not considered strategic resources. These assets and services
generally do not give a firm a competitive advantage because competitors can obtain almost exactly the same assets and services through the same means.
the same assets and services through the same means. Strategic resources are constructed, developed, designed, or discovered by an organization over a long period of time and are assets that provide a lasting advantage over competitors.
asset that can provide a lasting advantage and cannot be copied by a competitor without incurring a financial loss.
A high-quality strategic resource can create a powerful advantage.
A high-quality strategic resource creates a powerful competitive advantage and simplifies the development of strategy for the organization. In this regard, we can look at
this point, we can examine the case of Xerox. Xerox patented the plain paper photocopier and by the
By the mid-1950s, the company was firmly in control and consumers were willing to pay $3,000 or more for a Xerox copying machine.
or more for a Xerox copier, a device that cost only about $700 to manufacture.
With this huge protected competitive advantage, it became obvious what Xerox would do - manufacture and sell the equipment itself.
equipment.
It takes a lot of labor to build a dam, and once the dam is built it can be used for a long time without additional labor.
The same is true of Xerox's superiority. Similarly, Xerox's superior resource position, its knowledge and patents on plain paper copiers, was the result of years of hard work and innovation.
innovation. Once acquired, this protected resource is like a dam for many years.
--Good Strategy, Bad Strategy
When the original Panda Not Going team described their advantage as using better flour, better fruit, and better cream.
I said, "That's not an advantage, because if you have an advantage by doing that, then are your opponents stupid? The adversary could easily
They could easily use better flour, better cream. If you want to form a strategic advantage, surely the opponent knows what you do, they want to imitate is also very difficult (or this year you want to rent a bag and LV is not difficult, but the history of LV and the whole society on the trademark recognition and consensus, is its advantage).
and consensus is what gives it the edge, as it is the royal bag maker of the French Royals.
Marvel's IP is its strategic resource, Dyson's patent, three fat sunflower seeds, these are all strategic resources and advantages, because no one else can copy them.
advantages, because no one else can copy them.
Hundred fruit garden with so many years to prove that it only sells good fruit, this is its advantage, because you want to prove, also need so many years.
The community, the gathering of quality content producers is its advantage, and the more such resources, its barriers are geometrically rising.

Translated with DeepL.com (free version)