scholarly journals Flowers retail trade market: an application of Porter’s Strategic Taxonomy

2020 ◽  
Vol 26 (2) ◽  
pp. 236-243
Author(s):  
Adilson Anacleto1* ◽  
Luciane Scheuer1 ◽  
Amanda Casubek Cury ◽  
Luana Rodrigues de Azevedo de Oliveira
Keyword(s):  
Retail Trade ◽  
Exploratory Research ◽  
Competitive Advantages ◽  
Differentiation Strategy ◽  
Current Scenario ◽  
Good Potential ◽  
South Of Brazil ◽  
Sustainable Competitive Advantages ◽  
Focus Strategy ◽  
Competitive Forces

Abstract The flowers retail trade has shown good potential for development in agribusiness, despite the growth. Thus, in order to support a better understanding of the current scenario, it is presented the result of a research that sought to promote a classification by Porter’s Strategic Taxonomy, revealing what were the main lasting competitive advantages in the segment. In this context, a descriptive exploratory research was carried out between July and October 2019, where 23 flowers retailers in Paraná Coast, South of Brazil agreed to participate in the survey. The result of the classification of Porter’s taxonomy revealed that most retailers use the differentiation strategy (n = 52%), followed by the focus strategy (n = 48%), with no retailers that adopt the strategy of leadership in cost. The main threats from competitive forces were the bargaining power of the suppliers and the threat of substitute products. The main commercial tactics, which in the interviewees’ perception resulted in lasting competitive advantage, were the quality of the flowers sold, the experience in the flower segment that generated differentiated service, the offer of products different from the traditional ones and lower prices. The strategic typologies of Porter’s taxonomy adopted by retailers in Paraná Coast, in the current scenario, seem to be able to minimize the effects of competitive forces and they are able of generating sustainable competitive advantages.

scholarly journals Five Competitive Forces Model and the Implementation of Porter’s Generic Strategies to Gain Firm Performances

2017 ◽  
Author(s):  
Sirajuddin Omsa ◽  
Ibrahim H. Abdullah ◽  
Hisnol Jamali
Keyword(s):  
Bargaining Power ◽  
Small And Medium Enterprises ◽  
Partial Least Square ◽  
Least Square ◽  
Differentiation Strategy ◽  
Medium Enterprises ◽  
Wooden Furniture ◽  
Focus Strategy ◽  
Generic Strategies ◽  
Competitive Forces

Five competitive forces that comprise bargaining power of buyers, bargaining power of suppliers, threat of newentrants, threat of substitute products or services, and intensity of rivalries have been studied by many researchers for several years. However, linking them with Porter’s generic strategy in order to gain financial and market performance in the Micro, Small and Medium Enterprises (MSMEs) context is very rare. The main purpose of this study is to analyze how those fivecompetitive forces affect generic strategies developed by Porter and how the generic strategies affect firm performances. Questionnaire, survey and deep interview were conducted to figure out the implemented generic strategies by the owners of MSMEs of wooden furniture in East Java, Indonesia. Smart partial least square (PLS) was used to analyse the data. The results show that power of buyers (PoB) significantly affects only differentiation strategy (DS), power of supplies (PoS) significantly affects cost leadership strategy (CLS) and focus strategy (FS) but does not significantly affect differentiation strategy (DS), and threat of rivalries (ToR) significantly affects differentiation strategy (DS) and focus strategy (FC). In regards to the relationship between generic strategies and firm performances (FP), the results of this study show that both DS and FS significantly affect FP, while CLS does not significantly affect FP. Based on these findings, it is suggested that the owners of MSMEs wooden furniture in East Java (Indonesia) consider PoB, PoS, and ToR before performing DS and FS to gain much greater firm performances in the future.

scholarly journals Between flowers and fears: the new coronavirus pandemic (COVID-19) and the flower retail trade

2021 ◽  
Vol 27 (1) ◽  
pp. 26-32
Author(s):  
Adilson Anacleto ◽  
Anna Paula de Araújo Bornancin ◽  
Silas Hallel Camilo Mendes ◽  
Luciane Scheuer
Keyword(s):  
Online Courses ◽  
Retail Trade ◽  
Just In Time ◽  
Exploratory Research ◽  
Inventory Costs ◽  
Positive Effects ◽  
Current Scenario ◽  
Financial Transactions ◽  
Number Of Customers ◽  
Complementary Actions

Abstract In order to support a better understanding of the current scenario of the crisis installed by the New Coronavirus (SARS-CoV-2: COVID-19) in the flower retail trade, it is presented a descriptive exploratory research carried out between April and May 2020 with 30 flower shop managers located in the Southern region of Brazil. The results showed that the most significant impacts were the drop in the number of customers, which reduced the company’s income when compared to the values sold before the pandemic, and that the pandemic scenario generated a 45.3% reduction in financial transactions on average. Among the flower shops in this survey, 70% of flower shops were closed for an average of 21.4 days, when they were reopened with restrictions on attendance related to hours or the number of people inside the stores. The e-commerce and social media were the main tools to confront this situation, and the most used Apps were WhatsApp and Instagram. But other actions such as discounting on purchases by quantity, free delivery and marketing in the surrounding were also registered. Among the possible complementary actions in order to face this crisis and which can have positive effects, it is highlighted the online courses directed to the trade of gardening kits, the adoption of the Just In Time (JIT) methodology that can result in partnerships with local producers in order to reduce inventory costs and purchase prices, and the organization of collective purchasing groups to bargain prices with wholesalers, as well as the reduction of transportation and operational costs at Veiling in Holambra.

scholarly journals Forming the enterprises strategy of focusing as a method of achieving its competitive advantages

2020 ◽  
pp. 16-19
Author(s):  
Oleksandra ROZHENKO
Keyword(s):  
Competitive Advantage ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Enterprise Development ◽  
Product Price ◽  
Market Growth ◽  
Focus Strategy ◽  
Competitive Forces

The article deepens the theoretical and methodological foundations of strategic management of determining and achieving competitive advantages of the enterprise. To objectify the evaluation parameters of competitive advantages, a technique of competitive advantage analysis is proposed, which includes the following sequence of stages: determination of the basic strategy of enterprise development by the Thompson-Strickland model, determination of the competitive strategy of enterprise development by the Porter model, analysis of the competitive forces of the enterprise by the Porter model, systematization of components strategic potential of the enterprise according to the Borden-McCarry model; and determination of sustainable competitive advantage of the enterprise. According to the proposed method of analysis of competitive advantages of the enterprise, the following components of strategic potential are attributed to the directions of its strategic focus: product, price, promotion, place, people, process, physical environment. Most focus is on sustainable competitive advantage. According to the results of strategic analysis of a subsidiary's enterprise, its stable competitive advantage is formed. The method of analysis of competitive advantages of the enterprise is described. The essence of forming a focus strategy as a way of achieving competitive advantages of the enterprise is revealed. The disclosure of formation of competitive advantages of the investigated enterprise is improved. The technique of the analysis of competitive advantages of the enterprise through the mechanism of focusing on them is offered. The strategy of focusing the enterprise as a way to achieve its competitive advantages has been formed. The strategy of focusing of the conditional enterprise as a way of achieving its competitive advantages is formed. It is determined that the conditional enterprise has a strong competitive position and slow market growth. A competitive product focus strategy means leading the niche in the services provided, focusing all of the conditional enterprise's efforts on the quality of the services provided.

scholarly journals Market Generic Strategy pada Usaha Warkop Angkringan Berbasis Internet (WiFi) di Kab Mojokerto

2020 ◽  
Vol 5 (2) ◽  
pp. 192-199
Author(s):  
M. Syamsul Hidayat ◽  
Kasnowo ◽  
Tatas Ridho Nugroho
Keyword(s):  
Descriptive Analysis ◽  
Group Discussion ◽  
Complete Information ◽  
Service Differentiation ◽  
The Internet ◽  
Exploratory Research ◽  
Coffee Shop ◽  
Differentiation Strategy ◽  
Generic Strategy ◽  
Focus Strategy

The purpose of this research is to measure the Market Generic Strategy that is used by the owner of the internet (wifi) coffee shop / UMKM in Mojokerto Regency to be able to compete, be sustainable and achieve goals and get maximum profit. This research is an exploratory research that uses a qualitative approach in the form of a Focus Group Discussion. The sample consisted of 25 people, who were taken based on certain criteria. The technique of collecting data is by conducting open-ended interviews with the hope of obtaining complete information from these respondents. Data analysis using descriptive analysis method. The results showed that the Internet-based Market Generic Strategy of Warkop Angkringan (wifi) is a product differentiation strategy, service differentiation, personnel differentiation and focus strategy. Meanwhile, the way to retain customers is the availability of fast and friendly service, a variety of drinks and food, comfortable seating and room facilities as well as good cleanliness and layout.

scholarly journals Strategic management competitive potential of the enterprise

2019 ◽  
Vol 11 (4) ◽  
Author(s):  
Durbalova N. ◽  
Sedikova I.
Keyword(s):  
Strategic Management ◽  
Average Level ◽  
Competitive Advantages ◽  
Effective Strategy ◽  
Differentiation Strategy ◽  
Integration Strategy ◽  
High Level ◽  
Sustainable Competitive Advantages ◽  
Baking Industry ◽  
Niche Strategy

The purpose of this article is to scientifically substantiate methods and develop tools for managingthe competitive potential of enterprises. The main strategies for the development of the baking industry havebeen outlined, namely: for the enterprises with a high level of utilization of competitive potential the mostcost-effective strategy will be adequate; for enterprises with an average level of utilization of competitive potential the integration strategy is recommended; a differentiation strategy is recommended for an enterprisewith low competitive potential. It was emphasized that a niche strategy should be one of the key strategiesfor the development of the industry, providing sustainable competitive advantages. Managing the competitiveedge of the businesses being researched should be related to the product component.

Rediseñando las Organizaciones del Futuro. El impacto de la transformación digital en el mundo del trabajo

2019 ◽  
Vol 1 (1) ◽  
pp. 199-226
Author(s):  
Ricardo M. Piñeyro Prins ◽  
Guadalupe E. Estrada Narvaez
Keyword(s):  
Industrial Revolution ◽  
New Technologies ◽  
Third Sector ◽  
Digital Transformation ◽  
Digital Culture ◽  
Exploratory Research ◽  
The People ◽  
Technological Advances ◽  
Current Scenario ◽  
The Way

We are witnessing how new technologies are radically changing the design of organizations, the way in which they produce and manage both their objectives and their strategies, and -above all- how digital transformation impacts the people who are part of it. Even today in our country, many organizations think that digitalizing is having a presence on social networks, a web page or venturing into cases of success in corporate social intranet. Others begin to invest a large part of their budget in training their teams and adapting them to the digital age. But given this current scenario, do we know exactly what the digital transformation of organizations means? It is necessary? Implying? Is there a roadmap to follow that leads to the success of this process? How are organizations that have been born 100% digital from their business conception to the way of producing services through the use of platforms? What role does the organizational culture play in this scenario? The challenge of the digital transformation of businesses and organizations, which is part of the paradigm of the industrial revolution 4.0, is happening here and now in all types of organizations, whether are they private, public or third sector. The challenge to take into account in this process is to identify the digital competences that each worker must face in order to accompany these changes and not be left out of it. In this sense, the present work seeks to analyze the main characteristics of the current technological advances that make up the digital transformation of organizations and how they must be accompanied by a digital culture and skills that allow their successful development. In order to approach this project, we will carry out an exploratory research, collecting data from the sector of new actors in the world of work such as employment platforms in its various areas (gastronomy, delivery, transportation, recreation, domestic service, etc) and an analysis of the main technological changes that impact on the digital transformation of organizations in Argentina.

scholarly journals The Effect of Strategic Human Resource and Knowledge Management on Sustainable Competitive Advantages at Jordanian Universities: The Mediating Role of Organizational Innovation

2021 ◽  
Vol 13 (15) ◽  
pp. 8445
Author(s):  
Fieras Alfawaire ◽  
Tarik Atan
Keyword(s):  
Knowledge Management ◽  
Human Resource ◽  
Organizational Innovation ◽  
Strategic Human Resource Management ◽  
Education Sector ◽  
Competitive Advantages ◽  
Convenience Sample ◽  
Mediating Role ◽  
Private And Public ◽  
Sustainable Competitive Advantages

The higher education sector faces considerable competition around the world. Accordingly, universities need to make more efforts to increase their competitive advantages. This study aimed to empirically investigate the effect of organizational innovation (OI), knowledge management (KM), and strategic human resource management (SHRM), with a dependent variable of sustainable competitive advantages (SCAs), at Jordanian Universities. For this aim, a specially designed questionnaire has been distributed to study a convenience sample of 400 academic and administrative staff at Jordanian private and public universities, to obtain the required quantitative data. The study’s hypotheses were verified by Baron and Kenny’s mediation regression approach using the software Statistical Package for the Social Sciences (SPSS). The results of the study demonstrate that there is a significant positive relationship between the following pairs of variables: KM and SCA; SHRM and SCA; SHRM and OI; KM and OI; and OI and SCA, whereas OI was found to have a partial and indirect significant mediation impact on the direct relationship between KM and SHRM and universities (organizations) gaining SCAs. Finally, it was concluded that more attention needs to be paid to the OI aspect in organizations and to integrate it with KM and SHRM in a way that promotes SCAs. In addition, we propose that similar studies should be conducted in industries other than education or the education sector in different countries in a way that obtains generalized and representative results.

Case Study on the Implementation of G Company’s Strategic Corporate Social Responsibility

2020 ◽  
Vol 11 (10) ◽  
pp. 398-409
Author(s):  
Lu Sun ◽  
◽  
Yuan-Yuan Huang ◽  
Yi-Ling Luo
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Corporate Strategy ◽  
Listed Company ◽  
Competitive Advantages ◽  
Industrial Economics ◽  
Whole Process ◽  
G Company ◽  
Corporate Social ◽  
Sustainable Competitive Advantages

Over the years, scholars have verified that corporate social responsibility activities can bring sustainable competitive advantages to enterprise, but few have studied how to apply the corporate social responsibility theoretical framework to corporate activities. This paper selects G company, a listed company in China, as the case. It is an excellent company rated as “five-star social responsibility fulfillment enterprise” by CFIE (China Federation of Industrial Economics) from 2014 to 2017, we explore the way of combining social responsibility activities with corporate strategy, so as to provide experience and reference for other companies in fulfilling social responsibility continuously. We found that G company took the R&D of green silicone material products as the main driving force to fulfill its social responsibility, and closely combines its core business activities with social responsibility activities, runs the concept of social responsibility through the whole process of production and operation, and strives to build a social responsibility management mechanism with the characteristics of company, thus bringing sustainable competitive advantages of enterprise.

COMPETITIVE STRATEGIES FOR INNOVATION AND INVESTMENT DEVELOPMENT OF AGRICULTURAL PRODUCTION ENTITIES

2019 ◽  
Vol 4 (4) ◽  
pp. 411-418
Author(s):  
Anna Orel
Keyword(s):  
Agricultural Production ◽  
Competitive Advantages ◽  
Competitive Strategies ◽  
Agricultural Producers ◽  
The Sustainable Development ◽  
Five Elements ◽  
Definition Of ◽  
Sustainable Competitive Advantages ◽  
Innovative Orientation

Introduction. Ensuring the sustainable development of domestic agricultural producers involves achieving and maintaining a sufficient level of economic efficiency and competitiveness for the implementation of expanded reproduction. This, first of all, implies the formation of an appropriate level of competitiveness through the creation of sustainable competitive advantages of products and manufacturers. This process is impossible without attracting investment resources and introducing innovations in order to create competitive advantages, strengthen market positions and increase the level of concentration of productive capital. The latter necessitates a comprehensive strategic planning, which would be based on the innovative orientation of investment activities. The purpose of the article is to form theoretical and methodological and applied principles of competitive strategies formation of innovation and investment development of agricultural production entities. Method (methodology). Methods of comparison, analysis, theoretical and logical generalization are applied in the course of research. The dialectical method of research became the methodological basis. Results. The author’s vision of the definition of “competitive strategy” is offered in the article. The classification of competitive strategies is developed. A model of a strategic rhombus is proposed as a theoretical basis for determining areas for improving the mechanisms of managing the competitiveness of agribusiness entities, which includes five elements: arena; conductor; differentiators; sequence; economic logic. The proposals of applied character concerning realization of competitive strategies of innovative-investment development of subjects of agricultural production are substantiated. Key words: competitive strategies, subjects of agricultural production; innovation and investment development; competitiveness management.

Using structural equation modelling to assess the sustainable competitive advantages provided by the low-cost carrier model

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vedant Singh ◽  
S. Vaibhav ◽  
Somesh Kr. Sharma
Keyword(s):  
Structural Equation Modelling ◽  
Structural Equation ◽  
Structural Equation Models ◽  
Low Cost ◽  
Future Research ◽  
Competitive Advantages ◽  
Content Type ◽  
Equation Modelling ◽  
Five Factors ◽  
Sustainable Competitive Advantages

PurposeThe purpose of this study is to examine the relationships between the dimensions of sustainable competitive advantages in the Indian low cost airlines.Design/methodology/approachThis study used structural equation modelling methods to identify the factors that significantly affect the sustainable competitive advantages enjoyed by Indian low-cost carriers (LCCs). Specifically, this study is based on the data from 208 airline experts that populate multiple structural equation models.FindingsResults indicate that indigenous efficiency, the LCCs perceptions of threat, dexterity, strategic persuasion and the LCC adopting an enabling role positively affect LCCs’ competitive advantages. These five factors were all correlated with each other. The results also show that relative to an LCC’s dexterity, indigenous efficiency is a stronger predictor of an LCC’s competitive advantages.Originality/valueThis study provides low-cost airlines with valuable information for designing effective strategies for obtaining competitive advantages in the LCC sector. To conclude the paper, the authors offer practical recommendations for managers and suggest some avenues for future research in this area.

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