competitive strategy case study pdf

• Corpus ID: 107045157

Cases In Competitive Strategy

• Published 1983
• Business, Economics

105 Citations

Competitive advantage in e-commerce: the case of database marketing.

• Highly Influenced

Competitor identification and competitor analysis: a broad-based managerial approach

Modelling the strategy management process: an initial bpm approach, an industrial competitiveness model, global, national and resource based strategies: an examination of strategic choice and performance in the vehicle components industry, understanding technological substitution: generic types, substitution dynamics, and influence strategies, forecasting industrial competitiveness, supplier relations and adoption of new technology: results of survey research in the u.s. auto industry, a critique of porter's cost leadership and differentiation strategies ∗, strategic groups: theory, research and taxonomy, related papers.

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Strategy, Control and Competitive Advantage

Case Study Evidence

• © 2014
• Erik Jannesson 0 ,
• Fredrik Nilsson 1 ,
• Birger Rapp 2

Department of Management and Engineering, Linköping University Economic Information Systems, Linköping, Sweden

You can also search for this editor in PubMed   Google Scholar

Department of Business Studies, Uppsala University, Uppsala, Sweden

Institute for management of innovation and technology, gothenburg, ljusterö, sweden.

• One of the few books to integrate the three areas of strategy, management control and competitive advantage in a multilevel setting
• Presents a theoretical framework for analyzing successfully combinations of strategy and control systems
• Contains detailed case descriptions, which are very rare in this subject area
• Includes supplementary material: sn.pub/extras

Part of the book series: Management for Professionals (MANAGPROF)

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About this book

How should firms’ control systems be designed and used to formulate and implement strategies that will contribute to competitive advantage and sustained high performance? This book offers some thought-provoking suggestions.  

It contains empirical studies of such diverse manufacturing enterprises as Atlas Copco, Electrolux, Saab, Scania, SCA Packing and Volvo, as well as an insurance company and two chamber orchestras. All firms and organizations presented offer interesting and exciting insights, each in a specific way and each with a fascinating history.

The book presents research on the relationship between strategy, control and competitive advantage over extended periods and at several strategic levels, while also taking into account the existence of multiple control systems in a single firm or other organization. Readers are offered an in-depth look into how changes in the environment lead to adjustments in strategies and control systems. It is shown, in addition, how difficult and challenging it can be to implement these changes, and why such efforts are not always successful. But perhaps most importantly, the book conveys an in-depth understanding of how strategies and control systems affect competitive advantage and performance.

In both its coverage and focus, the book is unique. Not only does it provide valuable contributions to the research field of strategy and management control; it also represents a substantial commitment in terms of resources and involvement over an extended period.

The book is highly recommended to researchers, practitioners, graduate students and all others interested in this area.

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Introduction

Competitive Strategy

Competition.

• competitive position
• complex organizations
• customer value
• management control system

Table of contents (10 chapters)

Front matter, introduction to the cases: theories, concepts and models.

• Erik Jannesson, Fredrik Nilsson, Birger Rapp

Driving Strategic Change at Saab AB: The Use of New Control Practices

Erik Jannesson

How Management Control Affects the Implementation of Strategies in a Decentralized Organization: Focus on Formal and Informal Control in the Case of Atlas Copco

• Klas Sundberg

Success Through Consistent Strategy: How Does Scania’s Management Control Matter?

• Nils-Göran Olve

Changing Strategies and Control Systems at a German Insurance Company

• Susanna Poth

Strategy, Management Control and Organizational Design: Empirical Illustrations from SCA Packaging

• Katarzyna Cieslak

Linking Strategy and Inter-organizational Relationships: The Case of Volvo and Scania

• Zita Ambrutytė

The Role of IT Systems in the Strategy Process: The Case of Electrolux

• Fredrik Nilsson, Jan Lindvall

Funding, Strategies and Management Control Systems: Empirical Evidence from Two Chamber Orchestras

• Fredrik Nilsson, Anna-Karin Stockenstrand

Conclusions and Implications

Back matter, editors and affiliations.

Fredrik Nilsson

Birger Rapp

Bibliographic Information

Book Title : Strategy, Control and Competitive Advantage

Book Subtitle : Case Study Evidence

Editors : Erik Jannesson, Fredrik Nilsson, Birger Rapp

Series Title : Management for Professionals

DOI : https://doi.org/10.1007/978-3-642-39134-7

Publisher : Springer Berlin, Heidelberg

eBook Packages : Business and Economics , Business and Management (R0)

Copyright Information : Springer-Verlag Berlin Heidelberg 2014

Hardcover ISBN : 978-3-642-39133-0 Published: 07 November 2013

Softcover ISBN : 978-3-662-51377-4 Published: 27 August 2016

eBook ISBN : 978-3-642-39134-7 Published: 25 October 2013

Series ISSN : 2192-8096

Series E-ISSN : 2192-810X

Edition Number : 1

Number of Pages : X, 271

Number of Illustrations : 24 b/w illustrations

Topics : Business Strategy/Leadership , Management , Organization

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Competitive Advantage Case Study Analysis

Comparison and analysis of competitive advantage at Google, PepsiCo and Singapore Airlines.

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This article integrates relevant literature to develop a conceptual model on the potential avenues to achieve service excellence at low unit costs, which we term cost-effective service excellence (CESE). To gain a deeper understanding of these strategies, their applicability and interrelatedness, we analyze how 10 organizations have achieved CESE. Our findings show that CESE can be achieved through three core strategies. First, a dual culture strategy provides a comprehensive set of high-quality services at low cost, largely driven by leadership ambidexterity and contextual ambidexterity. Second, an operations management approach reduces process variability and thereby allows the increased use of systems and technology to achieve CESE. Third, a focused service factory strategy can enable CESE through a highly specialized operation, typically delivering a single type of service to a highly focused customer segment. The use of the three approaches ranges from “pure” (e.g., mostly pursuing a dual culture strategy) to combinations of the latter two approaches with the dual culture strategy (e.g., a focused service factory strategy combined with dual culture). Our conceptual model provides an integrated view of the strategic options available to organizations that aim to pursue a strategy of CESE.

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Cost-effective service excellence (CESE) is defined as achieving low unit costs (i.e., high productivity) while at the same time delivering an industry-leading level of service quality (i.e., service excellence). This chapter is based on and extends the article by Wirtz and Zeithaml (2018), and discusses how CESE can be achieved through three strategic pathways. The first is a dual culture strategy that provides a comprehensive set of high-quality services at low cost, largely driven by leadership ambidexterity and contextual ambidexterity. The second is an operations management approach that reduces process variability and thereby allows increased use of systems, technology, robotics, and artificial intelligence (AI). The third is a focused service factory strategy that enables CESE through a highly specialized service operation, typically delivering a single type of service to a highly focused customer segment. These three strategies can be used independently or in certain combinations. This chapter discusses the theoretical underpinnings and workings of these strategic pathways and advances potential future research directions.

The Predictive Airline

Andrew Pearson

The Predictive Airliner is an airline that utilizes the latest technology to deliver an exceptional personalized experience to each and every passenger it flies. Today, technology such as AI, Machine Learning, Augmented Reality, IoT, Real-time stream processing, social media, streaming analytics and wearables are altering the Customer Experience (CX) landscape and airlines need to jump aboard this fast moving technology or run the risk of being left out in the cold. The Predictive Airliner reveals how these and other technologies can help shape the customer journey. The book details how the five types of analytics—descriptive, diagnostic, predictive, prescriptive, and edge analytics—affect not only the customer journey, but also just about every operational function within an airline. An IoT-connected airline can make its operations smart. Data collected at multiple company and customer touch points can be utilized to increase customer satisfaction, as well as make the airline more profitable. The book lays out a blueprint for airlines to use to build a better overall operation. By utilizing AI, machine learning, and deep learning airlines can monitor the health of their airplanes, ensure employee satisfaction, and deliver an award-winning customer experience every time. Analytical processes like decision trees, k-means clustering, logistic regression and neural networks are explained in detail, with specific use cases detailing how they are used profitably in the aviation industry. Edge analytics, sentiment analysis, clickstream analysis, and location analysis are seen through a customer intelligence lens to ensure passengers are treated in a personalized way that will not only increase loyalty but turn passengers into apostles for the airlines they chose to fly on. Connected devices can help with inventory optimization, supply chain management, labor management, waste management, as well as keep the airline’s data centers green and its energy use smart. Social media is no longer a vanity platform, but rather it is a place to both connect with current customers, as well as court new ones. It is also a powerful branding channel that can be utilized to both understand an airline’s position in the market, as well as a place to benchmark its position against competitors. The Predictive Airliner reveals how airlines can utilize this channel in a multitude of ways to connect with customers, as well as help in moments of crisis. Today, technology moves at break-neck speed and it can offer the potential of anticipatory capabilities, but it also comes with a confusing variety of technological terms--Big Data, Cognitive Computing, CX, Data Lakes, Hadoop, Kafka, Personalization, Spark, etc., etc. The Predictive Airliner will help airline executives make sense of it all, so that he or she can cut through the confusing clutter of technological jargon and understand why a Spark-based real-time stream processing data stream might be preferable to a TIBCO Streambase one, or none at all. The final chapter explains how an airline can utilize the concept of the customer journey as a roadmap to increase customer satisfaction. This book will help airline executives break through the technological clutter so that they can deliver an unrivaled customer experience to each and every passenger who steps aboard their planes.

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Investing in durable assets—assets whose value lasts well beyond the current period—strengthens profit streams, creates barriers to imitation, and contributes to superior performance in the long term. The experiences of such companies as Singapore Airlines, Canon, and Coca-Cola highlight the three types of investments that can be used to build durable assets and the importance of doing so. A detailed analysis of the case of Tiger Balm, a venerable Singapore-based brand that is thriving despite 20 years of neglect between 1971 and 1991, identifies some of the factors that can lead to under-investment in durable assets. It also underscores the value of emphasizing the long-lasting contributors to organizational success, particularly in marketing intensive industries. © 2015 Wiley Periodicals, Inc.

Kaushi Ariyasinghe

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Competitive strategy

• Change management
• Corporate strategy
• Customer strategy
• Decision making and problem solving

How Competitive Forces Shape Strategy

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• From the March–April 1979 Issue

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How Strategy Shapes Structure

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Amazon Is Not Invincible

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Ethical Dimensions of Competitive Analysis

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• April 06, 1992

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The Innovator's Dilemma, with a New Foreword: When New Technologies Cause Great Firms to Fail

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Dealing with low-cost competition in the airline industry (A): The case of Lufthansa

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Google Inc.

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The Five Forces

• Strategic Positioning
• The Value Chain
• Operational Effectiveness vs. Strategy

Threat of New Entrants

Bargaining power of suppliers, bargaining power of buyers, threat of substitute products or services, rivalry among existing competitors.

• Competitors are numerous or are roughly equal in size and market position
• Industry growth is slow
• There are high fixed costs, which create incentives for price cutting
• Exit barriers are high
• Rivals are highly committed to the business
• Firms have differing goals, diverse approaches to competing, or lack familiarity with one another

Key Industry Structure Concepts

Every industry is different, but the underlying drivers of profitably are the same in every industry.

The Five Forces determine the competitive structure of an industry, and its profitability. Industry structure, together with a company's relative position within the industry, are the two basic drivers of company profitability. 

Analyzing the Five Forces can help companies anticipate shifts in competition, shape how industry structure evolves, and find better strategic positions within the industry. 

How the Five Forces Work

Industry Structure is Dynamic

Industry structure changes over time, and is not static. Over time, buyers or suppliers can become more or less powerful. Technological or managerial innovations can make new entry or substitution more or less likely. Changes in regulation can change the intensity of rivalry, or affect barriers to entry. Choices by competition, such as new pricing or distribution approaches, can also affect the path of industry competition.  

Five Forces analysis is essential to anticipate and exploit industry structural change.

Related Resources

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Understanding Michael Porter: The Essential Guide to Competition and Strategy

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On Competition, Updated and Expanded Edition

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National Mission on Drugs Annual Report

Sets out the progress made between 1 April 2023 and 31 March 2024 by national government, local government and third sector partners towards reducing drug deaths and improving the lives of those impacted by drugs in Scotland.

2. Cross Cutting Priorities

2.1 overview.

There are six priorities which cut across all our work. This chapter outlines the progress made in 2023-24 for each priority, and the next steps in delivery.

2.2 Progress in 2023-24

2.2.1 lived and living experience ( lle ).

The Scottish Government is committed to putting people affected by substance use at the heart of the National Mission. We aim to ensure that people affected by substance use, including families, are meaningfully involved in policy and decision making at both national and local levels. Meaningful involvement means that people can influence the outcome of decisions, as well as having their voices heard.

To support this, we continued to fund Alcohol and Drug Partnerships (ADPs) with £0.5 million in 2023-24, to improve the way people affected by substance use can take part in decision-making in their local area. We want to improve the quality of this participation, focusing on meaningful opportunities to influence outcomes and to improve services. ADPs are continuing the work of 2022-23 through:

• Developing LLE /family panels or reference groups that are part of an ADP subgroup,
• Increasing LLE /family representation at ADP Board level,
• Using questionnaires and surveys to help plan service provision,
• Consultation with independent LLE groups; e.g. in recovery communities or those supported by third sector organisations,
• Externally commissioned needs analyses conducted with LLE /family members, or peer research, whose findings feed into planning/decision making,
• Development of forums or strengthening established forums to utilise participatory budgeting,
• Supporting employment of people with LLE in the sector,
• Soliciting review from LLE /family groups on an ADP ’s current participation methods,
• Dedicated peer and involvement workers to strengthen participation work,
• Staff training on a human rights-based approach/ LLE and family participation.

The publication of the ADP 2023-24 Annual Survey Report in the autumn of 2024 will provide further insight into progress on LLE and family member participation at an ADP level. This will also be included in the National Mission on Drugs Annual Monitoring Report, published later this year.

The Scottish Government continues to fund third sector organisations to grow and sustain networks of people with lived and living experience of substance use. We know that independent, active networks that feed into their local areas, help to deliver services which better meet the needs of users. To support this ambition, the Scottish Drugs Forum ( SDF ) received over £300,000 in 2023-24 to ensure the voice of LLE is developed and enhanced in Scotland to inform and influence service development and delivery.

SDF currently supports 13 LLE groups in Scotland. As well as sharing experiences and offering feedback to local services, group members also participate in local and national research, surveys and feedback requests. To ensure that each group’s views and experiences are incorporated into improved services, regular meetings are held by service providers to report on progress and implement change. These management groups are now held in eight areas in Scotland.

Additionally, the project runs a national level group which includes representatives of the local area groups. It meets regularly and has been active in a range of peer events and conferences, where the group is building their capacity through sharing their experiences and learning from peers and through training.

In 2023-2024, the Scottish Recovery Consortium ( SRC ) supported the development and visibility of recovery communities in Scotland, working across 19 ADP areas and supporting over 64 organisations. SRC worked to ensure the voice of LLE is amplified and that recovery is visible both at a national and local level. Work to build the infrastructure and capacity required to connect and support people and organisations with LLE was developed in 2023-24 through the Lived Experience Recovery Organisation ( LERO ) and National Recovery Advocacy Network ( NRAN ).

SRC hosted the MAT Standards experiential team in partnership with Public Health Scotland ( PHS ). The data collected directly contributes to the national and local benchmarking activities and ensures those with LLE can share their experiences of local MAT Standards implementation. The work places lived experience at the heart of MAT Standards implementation and supports continuous improvement to ensure the integration of lived experience is embedded in local systems and structures.

2.2.2 Equalities and Human Rights

The national collaborative.

The Programme for Government 2023-24 included a commitment to: ‘Support the development of a Charter of Rights for people who use drugs, to increase accountability, monitoring and challenge in the context of the forthcoming Human Rights Bill.’

This is being taken forward by a National Collaborative, led by Human Rights Professor Alan Miller, and driven by a Change Team of people with lived experience of drug use and supported by a wider network of organisations, groups and individuals. The vision is to integrate human rights into drug and alcohol policy, leading to better outcomes for people affected by substance use.

As part of the Action Plan, set out in the roadmap , the National Collaborative has been co-designing a Charter of Rights and Implementation Framework following the FAIR model of a Human Rights Based Approach:

The Charter of Rights for people affected by substance use re-emphasises our shift from a criminal justice approach to a public health approach. The key rights are drawn from the forthcoming Scottish Human Rights Bill , the UK Human Rights Act and International Guidelines on Human Rights and Drug Policy. The draft Charter of Rights , published in December 2023, sets out how these rights can be effectively implemented to improve the lives of people affected by substance use.

After extensive planning with the Change Team, a Call for Evidence was launched to gather views from around Scotland about people’s experiences of substance use and human rights. Between May and August 2023, this brought together more than 650 people affected by substance use, their families and people working across a wide range of services.

An analysis report from the Call for Evidence was published in October 2023 summarising people’s experiences in relation to substance use and human rights. This information was used to inform the draft outline Charter of Rights. A video summary is also available, highlighting the main findings.

The draft Charter was informed by a public consultation and InterActions process (involving rights holders & duty bearers), both running from January to June 2024. A final version of the Charter will be published in December 2024. This video summarises the development of the draft outline Charter of Rights and includes reflections from Change Team members.

2.2.3 Tackling Stigma

Since publication in January 2023, work to deliver the actions outlined in the Stigma Action Plan, as set out in the cross-government response, has been ongoing. The plan outlined how Scottish Government will:

• Lead by example by interrogating internal policies and removing barriers for people affected by substance use
• Co-design, with people affected by substance use, interventions including a national programme to tackle social stigma, and a voluntary scheme for organisations to sign up to in order to remove structural stigma and associated barriers.

A co-design group began working on this in Spring 2024 and the co-design work will continue throughout the year. Alongside this, we have commissioned research with people with LLE , those working in the third sector and the public to inform the co-design workshops.

The next steps will be to continue the workshops and research, and produce a series of proposals on the details of a national programme and voluntary accreditation scheme.

2.2.4 Surveillance and Data Informed

We remain committed to improving our public health surveillance around substance use and this need has been further evidenced over the last year as new substances of concern have been identified in the drug supply in Scotland.

The Scottish Government are funding various research projects such as the surveillance study, operating from the accident and emergency department of the Queen Elizabeth University Hospital in Glasgow, which aims to establish a robust toxicology surveillance system in the emergency department. A Surveillance Study of Illicit Substance Toxicity ( ASSIST ) has been in operation since 2022, and explores the feasibility of reporting characteristics and the causes of patients attending hospital as an emergency due to illicit substance use.

The information this study provides has been vital for informing services, staff, drug organisations and those who use drugs about changes in the drug supply through the PHS quarterly RADAR reports . In addition, its findings have also informed public health alerts, such as those issued by PHS in relation to new substances of concern in the drug supply.

The Scottish Government is also funding a study by Glasgow Caledonian University which is evaluating the impact of public health interventions in Scotland’s Drug- Related Death epidemic. At the same time, funding has also been provided to PHS to construct a linked dataset , based on a cohort of people with problematic drug use. This data, that will enable surveillance and research to address a wide range of public health questions, such as the size and composition of the population with a drug use problem, mortality and morbidity among people with a drug use problem, and impact of specialist drug treatment and care.

Rapid Action Drug Alerts and Response ( RADAR )

Throughout 2023-24, PHS continued to develop RADAR , Scotland’s drugs early warning system. The system collates and analyses a range of information relating to drug harms made available through organisations such as Police Scotland, NHS Health Boards, Scottish Prison Services, third sector and people with lived and living experience. This enables each local area to identify trends in drug harms, share key information across Scotland and ensure evidence-based approaches are in place to reduce drug harms.

To date, RADAR has identified several changes in the drug supply through its reports. The findings also informed public health alerts, such as those issued by PHS in relation to new substances of concern in the drug supply, including nitazenes , xylazine and bromazolam .

In March 2024, PHS , in collaboration with the University of Bristol and Glasgow Caledonian University, published their work to provide a renewed estimate of the number of people aged 15 to 64 years old with opioid dependence , along with estimates of the prevalence of this group among Scotland’s general population. PHS are developing their approach and plan to provide estimates for additional geographical areas and additional financial years. They also plan to explore the potential to incorporate other types of drug-related events into the statistical models, and to generate estimates for populations using other types of drugs. This work gives us a greater insight into the estimated scale of the challenges we face and allows us to better plan and resource services.

The Drug and Alcohol Information Syste m ( DAISy ) is a national database that holds demographic and treatment data about people who engage with specialist drug and alcohol treatment services in Scotland. The first DAISy treatment report was published in June 2023, providing an overview of initial assessments for specialist drug and alcohol treatment and representing an important milestone. The DAISy dataset aims to enable a better understanding of the impact of drug and alcohol treatment services at both a local and national level and supports analysis and reporting on treatment (including Official Statistics on waiting times) to inform national policy and practice.

PHS are conducting a review of the DAISy system to ensure it remains fit for purpose, and tracks relevant contemporary treatment modalities in the face of dynamic trends in drug use. PHS publish reports on drug and alcohol treatment services across Scotland using data captured by this system. PHS publish National drug and alcohol treatment waiting times statistics quarterly (the most recent publication was in June 2024) including monitoring of performance in relation to the Scottish Government Standard that 90% of people referred for help with problematic drug or alcohol use will wait no longer than three weeks for specialist treatment.

Digital Lifelines

The Scottish Government has provided funding to Digital Lifelines Scotland for the provision of mobile phones, tablets, and training specifically for people at risk of drug harms. The initiative is aimed both at tackling digital exclusion generally as well as providing vital contact with support and care services for people impacted by drugs. The devices and training are provided by a range of care organisations including specialist alcohol and drug services, housing associations and recovery communities.

Through the Chief Scientist’s Office, the Scottish Government is also contributing to a Scottish-based research project, part funded by the UK Office for Life Sciences, to support innovators to accelerate the development and deployment of disruptive solutions to prevent drug-related deaths and harm from overdoses.

2.2.5 Resilient and Skilled Workforce

Attracting, retaining, and supporting the drugs and alcohol workforce is of vital importance.

The Workforce Expert Delivery Group ( WEDG ) is comprised of experts from across the sector, including those delivering front line services. The group worked throughout 2023-24 to publish the Drugs and Alcohol Workforce Action Plan in December 2023.

The Action Plan sets out the actions to be taken to develop a sustainable, trauma- informed, skilled workforce with the capacity to deliver a person centred, rights- based approach.

It sets out how we will aim to develop a sustainable workforce through effective joint working and the Framework of plan, attract, train, employ and nurture, aligning with the National Workforce Strategy for Health and Social Care. In 2024- 25, WEDG will provide oversight of the delivery of the actions outlined in the Plan.

Case Study: Scottish Drugs Forum – National Traineeship

Scottish Drugs Forum’s ( SDF ) National Traineeship (previously known as the Addiction Worker Training Project) provides people with lived or living experience of substance use with a structured and supported traineeship.

Participants are supported to achieve a Scottish Vocational Qualification ( SVQ ) Level 2 in Social Services and Healthcare which opens up a variety of post-project employment opportunities for trainee graduates.

In conjunction with a salaried work placement, trainees access a programme of quality assured specialist training, and vocational learning. Intensive support is offered, geared towards supporting trainees to develop into social and health care professionals.

The programme plays an active role in supporting increased lived and living experience representation within the workforce, as well as addressing recruitment challenges. The programme provides a resource of skilled and motivated workers with experience, recruited from, and working in, local communities. All trainees have experience of the unique barriers and challenges faced in these areas.

In August 2022, a group of twenty trainees were recruited from 8 Local Authority areas across Scotland, with nineteen successfully graduating at a ceremony in June 2023.

In January 2023, the Scottish Government announced that it would support increased recruitment each year, from 2023-24 onwards, with additional annual investment of £480,000 per year. This additional funding allowed SDF to double the intake of recruits in 2023-24, expanding the geographical reach into a number of new areas across Scotland.

2.2.6 Psychologically Informed

Ensuring that people have access to mental health and wellbeing support is central to delivering a whole system response. We are continuing improvement work to ensure mental health and substance use services work better together. Following the Rapid Review of Mental Health and Substance Use Services , in 2023-24 we continued to deliver the improvement plan which is based on the recommendations set out within the report. This includes the development and implementation of a gold standard protocol for mental health and substance use services. We are also continuing to work across government to ensure that services are able to deliver trauma-informed care, tailored to the needs of individuals.

In 2023-24, we worked with COSLA , NHS Education for Scotland ( NES ), the Improvement Service and the Resilience Learning Partnership to roll out a National Trauma Training Programme ( NTTP ). We developed proposals to recruit a National Lead specialist, with experience in substance use and trauma-informed practice, within the Transforming Psychological Trauma Implementation Coordination Network ( TPTIC ). Funding in 2024-25 will be used to train trauma trainers in local areas. This will ensure that workers in services are trained and equipped in trauma- informed practice to ensure appropriate responses and support is given.

We also have continued to focus on implementing the MAT standards, which include requirements for all MAT to be psychologically informed ( MAT standard 6) and trauma-informed ( MAT standard 10). Progress towards full implementation of the MAT standards is published annually by Public Health Scotland in a Benchmarking Report . The report for 2023-2024 was published on 9 July 2024.

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