... in running a business or have much work experience in the drycleaning industry reducing their chance of profiting from the experience curve. The business strategy attempts to appeal to high-usage cliental and differentiate DAG from the competition by occupying the convenience (through location and opening hours) and risk (guaranteed quality of service) utility levers in the purchasing stages of the buyer experience. The purposed value curve is depicted in Appendix A. Questions are raised concerning the drycleaning industry's long-term profitability when Porter's Five Forces model is applied. The ability to construct barriers to competitor entry or emulation in order to gain a sustainable competitive advantage (SCA) would prove very difficult. There are already a large number of existing competitors, and they are known for their intense competition. More than likely the three largest chains would have the resources to react to DAG's market entry and copy the concept if it ...

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