scholarly journals The strategic competitive analysis of the market of medical resort tourism of Krasnodar territory

2020 ◽  
Vol 12 (3) ◽  
Author(s):  
Nelli Saveleva ◽  
Dmitry Losevich ◽  
Tatyana Shmeleva
Keyword(s):  
Competitive Analysis ◽  
Competitive Strategy ◽  
Competitive Advantages ◽  
Strategic Groups ◽  
Key Factors ◽  
Strategic Group ◽  
Medical Technologies ◽  
Factors Of Success

One of the most responsible stages of the competitive analysis of the market of services is strategic segmentation of competitors in which course strategic groups of competitors come to light. In article the key barriers causing features of strategic grouping of competitors of sphere of sanatorium services of Krasnodar territory taking into account specificity of a segment of consumers, having problems with health («a medical segment») are allocated. Among the most significant barriers there was a departmental accessory, the organisation of the children's rest, used medical technologies (iatrotechnics, technology, shots), звездность, medical specialisation. On the basis of the revealed barriers ten strategic groups of competitors in the market of sanatorium services of Krasnodar territory, leaning against various sources of competitive advantages and key factors of success in competitive struggle, within the limits of a medical segment are isolated. Prominent features have strategic groups of children's sanatoria. Here as a defining barrier the barrier of strategic grouping «the organisation of children's rest» has acted. The special competitive status official bodies which managements owing to specificity are constrained enough in use of marketing toolkit, and also in manoeuvrability and flexibility of undertaken actions also have. It is allocated three strategic groups of competitors with participants – official bodies. The basic players of the market of sanatorium services of Krasnodar territory – the departmental and independent sanatorium organisations, are united in four strategic groups of competitors. Results of segmentation of competitors will allow the sanatorium organisations to define the strategic group on the basis of the revealed barriers of strategic grouping and can be used at formation of the competitive advantages allowing confidently to conduct competitive struggle among similar under strategic characteristics of the organisations. Segmentation of competitors also helps with more well-founded choice of competitive strategy.

EXPRESS: Organizational Herding in Advertising Spending Disclosures: Evidence and Mechanisms

2020 ◽  
pp. 002224372097895
Author(s):  
Huanhuan Shi ◽  
Rajdeep Grewal ◽  
Shrihari Sridhar
Keyword(s):  
Financial Markets ◽  
The United States ◽  
Competitive Advantages ◽  
Strategic Groups ◽  
Strategic Group ◽  
Disclosure Decisions ◽  
Advertising Spending ◽  
Robust Evidence ◽  
Identification Strategy ◽  
Advertising Disclosure

As firms use advertising to gain product market advantages and increase their valuation in financial markets, disclosing their advertising spending is influential—whether it erodes organizational competitive advantages in product markets or signals quality in financial markets. The authors argue that firms learn from peers’ decisions to reduce the uncertainty in their own advertising disclosure, and they empirically investigate information-based organizational herding in the context of advertising spending disclosure, where a 1994 reporting rule made advertising spending disclosures voluntary in the United States. The authors examine whether a firm relies on information from benchmark leaders or similar peers to resolve disclosure uncertainty. A novel identification strategy, which uses partially overlapping strategic groups, to mitigate simultaneity and correlated unobservables, shows robust evidence for herding effects among peer firms in the same strategic group. Moreover, firms are more likely to resolve disclosure uncertainty from similar peers rather than from benchmark leaders. The authors discuss how firms can use knowledge of competitors’ predicted advertising disclosure decisions conditional on their disclosure to their strategic advantage in product and financial markets.

scholarly journals The Dynamic Impacting Study of Competitive Strategies to Import Retail E-Commerce Sellers

2018 ◽  
Vol 16 (4) ◽  
pp. 53-66
Author(s):  
Xuanxuan Zhang
Keyword(s):  
Panel Data ◽  
Foreign Trade ◽  
Competitive Strategy ◽  
Practical Significance ◽  
Competitive Advantages ◽  
Competitive Strategies ◽  
Structure Adjustment ◽  
Theoretical Significance

The authors investigated several import retail e-commerce sellers through questionnaires and selected several types of variables based on Porter's competitive strategy theory. Then the authors used the panel data to empirically verify theoretical consumptions based on samples got by Python method from Jingdong Global Purchases and Tmall International, the top two e-commerce platforms in China. Results validated the three major competitive strategies that could enhance the competitive advantages to import retail e-commerce sellers. As it was not applied to all platforms and commodities, sellers should make different strategies through different platforms and commodities. This article has theoretical significance that filled in the gaps on import retail e-commerce sellers' competition. It also has certain practical significance by providing references for sellers on how to improve their competitive advantages, promote healthy competition and development of the import retail e-commerce, even to facilitate the structure adjustment of consumption and foreign trade in China.

Performance Variations Among Strategic Group Members: An Examination of Individual Firm Capability

1989 ◽  
Vol 15 (4) ◽  
pp. 649-661 ◽  
Author(s):  
Michael W. Lawless ◽  
Donald D. Bergh ◽  
William D. Wilsted
Keyword(s):  
Explanatory Power ◽  
Group Analysis ◽  
Performance Model ◽  
Strategic Groups ◽  
Strategic Group ◽  
Common Strategy ◽  
Firm Capability ◽  
Group Members ◽  
And Performance ◽  
Performance Variations

Because of inconsistent empirical evidence, the membership-performance model pervasive in strategic group analysis is re-examined. We propose that individualfirm capabilities, which reflect capacity to implement or change strategy, moderate the effect of members' shared strategy characteristics on performance. Controlling for market structure, we defined two strategic groups based on common strategy characteristics among 55 manufacturing firms. We found significant differences in performance and capabilities within each group. There was also evidence of a significant correlation between capabilities and performance within each group. We conclude that effects offirms' capabilities should be accountedfor to increase the explanatory power of strategic groups in competitive performance.

CONCEPTUAL APPROACH TO THE FORMATION OF A COMPETITIVE STRATEGY OF A FOOD INDUSTRY ENTERPRISE

2021 ◽  
Author(s):  
В.В. ПРОХОРОВА ◽  
А.С. БАСЮК
Keyword(s):  
Competitive Strategy ◽  
Customer Value ◽  
Food Industry ◽  
Analytical Data ◽  
Industrial Complex ◽  
Competitive Advantages ◽  
Competitive Strategies ◽  
Conceptual Approach ◽  
Differentiation Strategy

На основе анализа тенденций развития агропромышленного комплекса России за последние годы и с учетом изменения роста доходов населения и структуры потребления основных продуктов питания предложены модели построения конкурентных стратегий для предприятий пищевой промышленности. Представлена классификация базовых конкурентных стратегий, описаны их особенности и преимущества в различных ситуациях на рынке. Предложен концептуальный подход к формированию конкурентных стратегий предприятия, основанный на анализе его возможного развития и ситуации в отрасли и предполагающий создание долгосрочных конкурентных преимуществ предприятия на основе его позиционирования на рынке. Рассмотрена стратегия дифференциации и ее особенности в сравнении с другими конкурентными стратегиями. Представлены возможности создания дополнительной покупательской ценности продукта. Предложен алгоритм разработки и реализации конкурентной стратегии предприятия, позволяющий систематизировать аналитические данные, минимизировать разрыв между планируемыми и фактическими экономическими показателями предприятия и способствующий своевременной корректировке избранной конкурентной стратегии. Based on the analysis of trends in the development of the Russian agro-industrial complex in recent years and taking into account changes in the growth of household income and the structure of consumption of basic food products, models for building competitive strategies for food industry enterprises are proposed. The classification of basic competitive strategies is presented; their features and advantages in various market situations are described. A conceptual approach to the formation of competitive strategies of the enterprise, based on the analysis of its possible development and the situation in the industry and involving the creation of long-term competitive advantages of the enterprise based on its positioning in the market, is proposed. The differentiation strategy and its features in comparison with other competitive strategies are considered. The possibilities of creating additional customer value of the product are presented. An algorithm for the development and implementation of the competitive strategy of the enterprise, which allows to systematize analytical data, minimize the gap between the planned and actual economic indicators of the enterprise and contributes to the timely adjustment of the chosen competitive strategy, is proposed.

Effect of Necessary Factors for Deploying E-Business Models on Business Performance in Automotive Industry

2013 ◽  
Vol 4 (1) ◽  
pp. 44-56 ◽  
Author(s):  
Mohsen Shafiei Nikabadi ◽  
Laya Olfat ◽  
Ahmad Jafarian ◽  
Hassan Alibabaei Khamene
Keyword(s):  
Performance Evaluation ◽  
Automotive Industry ◽  
Business Performance ◽  
Positive Relationship ◽  
Business Models ◽  
Competitive Advantages ◽  
Key Factors ◽  
Performance Effect ◽  
Confirmatory Factor ◽  
The Impact

The main goal of this article is to survey effects of necessary factors for deploying e-business models on business performance in automotive industry. Today, application of information technology and internet in business is turned to a critical tool to gain competitive advantages in business. The impact of e-businesses is so that changed competitive approach between companies from traditional to modern models. In this study, first, necessary key factors of implementing e-business in automotive industry are identified. Then different aspects of performance evaluation in automotive industry are recognized. After identifying the different aspects of e-business and business performance, effect of necessary aspects for implementing e-business on business performance are studied. Recognition of different aspects in the field of study is based on confirmatory factor analysis and then type of each determined aspects with business performance is surveyed using correlation analysis. Findings of this study shows positive relationship between necessary aspects of implementing e-business on both aspects of operational and general indexes of business performance evaluation.

Developing Strategies For Competitive Advantage

2011 ◽  
pp. 32-60
Author(s):  
Tamio Shimizu ◽  
Marley Monteiro de Carvalho ◽  
Fernando Jose Barbin
Keyword(s):  
Competitive Advantage ◽  
Competitive Strategy ◽  
Emerging Technologies ◽  
The Other ◽  
Competitive Environment ◽  
Strategic Groups ◽  
Industry Analysis ◽  
Competitive Strategies ◽  
The Real ◽  
Developing Strategies

As in any game, the success of competitive strategies depends on knowing the rules as well as the other players. Nevertheless, in the real competitive environment, the rules are not always clear and can change very quickly, demanding quick responses and making it increasingly difficult to map the moves of the main players. Strong monitoring channels must be maintained to follow changes in the competitive environment and to discern new trends. Changes in the environment can result from emerging technologies or changes in society’s behavior, and thus in clients’ demands. They can also be the result of competitors’ moves in the market. Thus developing a good competitive strategy depends on mapping the environment and constantly monitoring it to be able to capitalize quickly on opportunities or neutralize threats. The focus of this chapter is on mapping the environment. It will show the main aspects of the model for industry analysis and explain the process of forming strategic groups and pressure maps.

Strategic groups and local railway development in China

2020 ◽  
Vol 9 (3) ◽  
pp. 363-374
Author(s):  
Karl Yan
Keyword(s):  
Strategic Groups ◽  
Structured Interviews ◽  
Party Leadership ◽  
Strategic Group ◽  
Content Type ◽  
Government Documents ◽  
Principal Finding ◽  
Archival Work ◽  
Moral Persuasion ◽  
Municipal Level

PurposeWhat are the mechanisms through which Chinese municipal leaders overcome implementation breakdown? This study, through process tracing, archival work and semi-structured interviews, examines the implementation of three sub-municipal-level railway projects involving the same principals and agents over the same period of time.Design/methodology/approachThe analysis was guided by the hypothesis that political coordination and the exercise of political and Party leadership played an indispensable role in the two cases of successful policy implementation, and its absence accounts for the case of implementation breakdown.FindingsThe principal finding is that an informal “strategic group” was created to “herd” cadres to overcome the problem of implementation. Herding here refers to the idea that Party leadership, through the use of moral persuasion, encourages cadres moving towards a desired common goal and direction.Research limitations/implicationsThis study is limited in the number of secondary resources (government documents and government and media releases) available to the field interviewees, which the author heavily relied on to complete the study.Originality/valueBuilding on the conceptual work of “strategic groups” by Thomas Heberer, Anna Ahlers, and Gunter Schubert, this study makes an empirical contribution by tracing the process through which an informal strategic group exercises its power to overcome implementation breakdown.

Sign in / Sign up

Export Citation Format

Share Document