People with disabilities (PWD) represent a largely untapped market and customer segment worldwide, as well as an enormous untapped workforce potential. Although there are indications in the literature that the employment of PWD can bring many advantages for companies, the effects on companies and the resulting competitive advantages have rarely been empirically investigated. This article aims to analyze the competitive implications of the employment of PWD, as part of the corporate social responsibility (CSR) strategy. The research is based on a literature review. The selected literature was evaluated regarding the competitive advantage using the value-rarityimitability- organisation (VRIO) framework. The results show that the employment of PWD is valuable, rare, and costly to imitate. If a company succeeds in using this resource effectively, this leads to a sustainable competitive advantage. An established corporate culture is a mandatory prerequisite to integrate PWD successfully. This prerequisite represents an imitation barrier. The promotion of the employment of PWD gives access to a new pool of applicants and can contribute to mitigating or preventing a future shortage of skilled workers. The employment of PWD does not wear off as a human resource. The concept can be transferred to different technologies, products, and markets. The sensitivity gained about people with disabilities can open new markets and customer segments. Therefore, PWD's employment as part of the value creation strategy can make a long-term contribution to the company's success and represent a sustainable competitive advantage.

Although social inclusion is an important aspect of corporate social responsibility (CSR), it has received little attention in the literature and research on the subject. However, it is increasingly recognized that more attention needs to be paid to this area: When making purchasing decisions, customers are increasingly looking for companies that act (and credibly demonstrate) in a sustainable and socially responsible manner. Customers are more aware of product-related CSR activities than philanthropy or sustainable business initiatives. Therefore, CSR is an interesting marketing instrument that can be used for competitor differentiation. This article aims to analyse how the promotion of social inclusion could affect the turnover of companies, using the example of the employment of people with disabilities (PWD). The research is based on a literature review using deductive content analysis. The results show that social inclusion, as part of the CSR strategy, contributes to sales growth. This aspect is particularly relevant when it comes to services and direct customer contact. The most important point here is that the company reflects the diversity of its existing and potential customers. In this way, new customers can be won, customer loyalty can be promoted or strengthened, and in return, sales can be increased. CSR activities that are used as a marketing tool for differentiation and that do not only pursue the goal of strengthening the company's reputation can achieve sustainable competitive advantage, a higher market share, open new market segments, and ultimately increase sales permanently.

So far companies seem to ignore the potential of persons with disabilities (PWD) as customers and as employees. Although there is some empirical evidence that PWD employment can bring many benefits to companies and that social inclusion can attract a lasting customer base. The employment of PWD and social inclusion, generally, are important social commitments of companies and should represent a central element of the Corporate Social Responsibility (CSR) strategy. CSR is also an interesting marketing instrument for differentiation. However, customers are more aware of productrelated CSR activities than philanthropy or sustainable business initiatives. The aim of this article is to analyze how the promotion of social inclusion, through the example of the employment of PWD, could impact directly or indirectly on business sales. The research is based on a literature review. The selected literature was evaluated regarding the impact on business sales using a deductive content analysis. The results show that social inclusion, as a CSR activity, contributes to increased sales. This is particularly important when it comes to providing services and direct customer contact. Through social inclusion, the company reflects the diversity of existing and potential customers. In this way, new customers can be acquired, customer loyalty promoted or strengthened, and, as a result, sales increased. CSR activities that are used as a marketing tool for differentiation and do not pursue the sole goal of strengthening the company's reputation can create a competitive advantage and thus secure market share, open-up new market segments and permanently increase sales.

Till today most companies seem to ignore the potential of persons with disabilities (PWD) as customers and as employees. PWD represent a largely untapped market and customer segment worldwide, as well as an enormous untapped pool of potential workforce. Although it is generally agreed upon that PWD employment can bring many benefits to companies, the effects and the possibly resulting competitive advantages have rarely been empirically investigated. This article aims to analyze the competitive implications of the employment of PWD, as part of the corporate social responsibility (CSR) strategy. The research is based on a literature review. The selected literature was evaluated regarding the competitive advantage using the value-rarity-imitability-organization (VRIO) framework. The results show that the employment of PWD is valuable, rare, and costly to imitate. If a company succeeds in using this resource effectively, it can lead to sustainable competitive advantages. However, an established corporate culture is a mandatory prerequisite to integrate PWD successfully and therefore represents an imitation barrier. The promotion of the employment of PWD facilitates access to a large, untapped pool of workers and can contribute to avoiding a future shortage of skilled workers. The employment of PWD does not wear off as a human resource. Furthermore, the concept can be transferred to different technologies, products, and markets. The sensitivity gained inside the company by employing PWD can open opportunities to access new markets and customer segments. Therefore, the employment of PWD, as part of the value creation strategy, is a strategic asset that can make a long-term contribution to the company's success and thus represent a sustainable competitive advantage.