Lists can be obtained through public or commercial sources, and may represent all the people in a particular neighborhood, all the people who entered a contest drawing, all the people who opted in to a newsletter, a customer list from another business, etc. Such lists should not be used indiscriminately; instead, the data should be analyzed to create messages and offers that are likely to be relevant to these customers or prospects.
Barney stated that for resources to hold potential as sources of sustainable competitive advantage, they should be valuable, rare and imperfectly imitable. A key insight arising from the resource-based view is that not all resources are of equal importance nor possess the potential to become a source of sustainable competitive advantage. The sustainability of any competitive advantage depends on the extent to which resources can be imitated or substituted. Barney and others point out that understanding the causal relationship between the sources of advantage and successful strategies can be very difficult in practice. Barney uses the term "causally ambiguous" which he describes as a situation when "the link between the resources controlled by the firm and the firm's sustained competitive advantage is not understood or understood only very imperfectly." Thus, a great deal of managerial effort must be invested in identifying, understanding and classifying core competencies. In addition, management must invest in organisational learning to develop and maintain key resources and competencies.
Finally, it’s critical you spend time and resources on your business’s website design. When these aforementioned customers find your website, they’ll likely feel deterred from trusting your brand and purchasing your product if they find your site confusing or unhelpful. For this reason, it’s important you take the time to create a user-friendly (and mobile-friendly) website.