scholarly journals THEORETICAL PRINCIPLES OF DEVELOPMENT OF COMPETITIVE ENTREPRENEURSHIP STRATEGIES

2019 ◽  
pp. 89-99
Author(s):  
Nataliia Shmalii
Keyword(s):  
Competitive Advantage ◽  
Competitive Strategy ◽  
Continuous Process ◽  
Global Competition ◽  
Competitive Strategies ◽  
Human Needs ◽  
Relevant Today ◽  
Stage Of Development ◽  
Long Run ◽  
The Right

The article is devoted to the research of theoretical bases of formation of competitive entrepreneurship strategies. The current stage of development of the economy and society as a whole is based on constant changes, sharpening of global competition in all its manifestations, continuous process of technical and scientific innovations, limited resources and unlimited human needs, state policy in the field of entrepreneurship, financial market factors, etc. as a consequence for each business entity it is necessary to form and implement its strategy of competitive advantages. After all, the purpose of each enterprise is to receive a reward (profit) as a result of its activity. This issue is particularly relevant today. Therefore, we have analysed the interpretation of the concept of competition and competitive strategy by various economists. The interrelation and interdependence between such economic categories as competition and competitive advantage are justified. The basic approaches to the formation of a competitive advantage strategy have been systematized. The basic competitive strategies of M. Porter, F. Kotler, and A. Little are analysed. These strategies relate to different approaches to the development of a company related to the change of one or more elements: product, market, industry, technology. In order to develop and implement an effective competitive strategy, it is necessary to carry out a detailed analysis of opportunities, resources, market, competitors, to determine the right mechanism by which competitive advantage can generate profit in the long run. With global competition intensifying, competitive advantage is achieved through different methods based on different competitive strategies. What kind of strategy to choose and how to combine these strategies is decided by the enterprise itself, but any of these strategies is aimed at achieving a favorable and long-lasting position in the market, obtaining maximum and sustainable profit, resisting continuous competitive forces in the market.

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.

scholarly journals Modern approaches to the formation of enterprise competitive strategy

2020 ◽  
pp. 109-120
Author(s):  
Inna Kuznetsova ◽  
Valentyna Gorbatiuk
Keyword(s):  
Competitive Advantage ◽  
Continuous Improvement ◽  
Competitive Strategy ◽  
Sustainable Competitive Advantage ◽  
Competitive Strategies ◽  
Cost Leadership ◽  
Advantages And Disadvantages ◽  
Modern Business ◽  
Output Characteristics ◽  
Value Disciplines

The article considers the approaches to the formation of a competitive strategy. The purpose of the article is to systematize existing approaches to the formation of a competitive strategy and highlight modern competitive strategies. The essence of the concepts «strategy» and «competitive strategy» is considered. Based on a critical analysis of the essence of «competitive strategy» concept, three approaches to its interpretation by various researchers are identified: it is aimed at creating a stable position in the market, provides for the creation of a sustainable competitive advantage, and it is aimed at achieving superiority over competitors. Based on the results of interpretations systematization and analysis of the essence of «strategy» concept, the author’s definition of competitive strategy as a direction of forming a competitive advantage for creating a unique value of the product is proposed. The process of choosing a competitive strategy by M. Porter has been analyzed and it has been established that after its development, further continuous improvement is necessary. The process of choosing a competitive strategy by M. Porter is analyzed and it has been established that after its development, further continuous improvement is necessary. The main approaches to the formation of a competitive strategy, which considering modern business trends are investigated: industry positioning, competitive cooperation, value disciplines, evolutionary theory and key competencies. The essence of the considered concepts, their advantages and disadvantages are clarified and two types of competition, typical for these concepts are identified, namely: tough competition; competition and cooperation. A number of competitive strategies, which take into account the specifics of modern enterprises, are investigated and the essence, necessary resources, output characteristics and type of competition for each of them are highlighted. It was substantiated that each of there searched strategies implements one of the basic competitive strategies: cost leadership or focusing. The cost leadership strategy using at domestic enterprises, which is the most acceptable for the modern realities of the functioning and development of business, is proposed,

scholarly journals Competitive strategies for international marketing of hardwood products based on the mining of open questionnaire data

BioResources ◽  
2020 ◽  
Vol 15 (4) ◽  
pp. 7872-7892
Author(s):  
Edgar Arias ◽  
Henry Quesada ◽  
Robert L. Smith
Keyword(s):  
Competitive Advantage ◽  
Forest Products ◽  
Questionnaire Data ◽  
Competitive Strategies ◽  
Foreign Markets ◽  
Domestic Markets ◽  
Time Compression ◽  
Market Shares ◽  
Minimum Requirements ◽  
The Right

International markets for U.S. forest products continue to make a significant contribution to the national economy; sustaining growth in production and job creation as demand from domestic markets is still yet to match that observed during the early 2000s. In this context, industry, government, and academia remain focused on procuring better market shares in foreign markets. The goal of this research is to help hardwood mills to improve their understanding of the needs of potential clients abroad and thus helping them to develop a competitive advantage. An exploratory study based on text mining of questionnaire data was conducted following a competitive criteria-based model on the major foreign markets for U.S. hardwood products. From a sample of buyers attending trade shows in Asia and Europe, this work has identified a series of factors for manufacturers to consider in future export ventures. It was determined that price and quality play multiple roles in developing a competitive advantage. Color-consistency and an adequate stock of the right mix of species are considered minimum requirements to compete in those markets. In contrast, certain time-compression dimensions are perceived as opportunities to add value and, therefore, to stay ahead of the competition.

scholarly journals Competitive Strategy of Sunan Drajat Islamic Boarding School Business in Lamongan

2021 ◽  
Vol 04 (12) ◽  
Author(s):  
Tika Diliana ◽  
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Competitive Strategy ◽  
Swot Analysis ◽  
Boarding School ◽  
Qualitative Approach ◽  
Business Unit ◽  
Competitive Strategies ◽  
Economic Independence ◽  
Differentiation Strategy

Pondok Pesantren Sunan Drajat (PPSD) is one of the Islamic boarding schools that has a high spirit of economic independence, by establishing several Institution-Owned Business. This Business Unit seems to be developing its units so that they are spreading domestically and internationally. This is due to strategic management that accommodates business, especially in its competition. The purpose of this study was to determine the competitive strategy of Pondok Pesantren Sunan Drajat Islamic-owned business. This study uses a qualitative approach that aims to explain the competitive advantage strategy of the PPSD business unit and SWOT analysis. The results showed that the PPSD business unit implemented all competitive strategies based on sharia principles, which in carrying out their activities were based on benefit. In conclusion, PPSD Business Unit uses an image of differentiation strategy in marketing for its products to stay ahead in the midst of many similar business.

KESUKSESAN IMPLEMENTASI INOVASI ORGANISASI

2018 ◽  
Vol 3 (2) ◽  
pp. 175-182
Author(s):  
Sitti Marijam Thawil ◽  
Santi Retno Sari
Keyword(s):  
Social Networks ◽  
Competitive Advantage ◽  
Organizational Innovation ◽  
Business Environment ◽  
Global Competition ◽  
Competitive Advantages ◽  
Key Factors ◽  
Innovation Implementation ◽  
The Right ◽  
Successful Innovation

Innovation is very important for the competitive advantage of organizations to survive severe global competition and the rapidly changing business environment. Organizations or companies must be more innovative to grow, develop, and have competitive advantages and make profits. The success of innovation for the organization lies not only in the right decision to adopt innovation but more importantly in the implementation of innovation. Although there has been a lot of literature discussing innovation, it is still lacking which addresses the implementation of innovation. The present study aims to contribute to existing implementation literature by, first, the key factors of successful innovation implementation. Second, the process of implementing innovation. Third, the strategic aspect of the implementation of innovation. Fourth, discussing innovations that will be different at several levels or multi levels and types and social networks.   Keywords: organizational innovation

Key drivers of SMEs export performance: the mediating effect of competitive advantage

2018 ◽  
Vol 22 (2) ◽  
pp. 257-279 ◽  
Author(s):  
Orlando Rua ◽  
Alexandra França ◽  
Rubén Fernández Ortiz
Keyword(s):  
Competitive Advantage ◽  
Small Firm ◽  
Competitive Strategy ◽  
Textile Industry ◽  
Export Performance ◽  
Methodological Approach ◽  
Mediating Effect ◽  
Leadership Strategies ◽  
Competitive Strategies ◽  
Content Type

Purpose With its focus on the context of small firm internationalization, this paper aims to assess the important contribution of strategic determinants that influence export performance (EP), considering the mediating effect of competitive strategy. Design/methodology/approach Based on survey data from 247 Portuguese small and medium-sized enterprises (SMEs) exporting textiles, members of the Portugal’s Textile Association (ATP), this research adopted a quantitative methodological approach, conducting an exploratory and transversal empirical study. Findings The paper finds suggest that entrepreneurial orientation (EO) has a positive and significant influence on differentiation and EP. Moreover, the results also highlight the role of intangible resources (IR) in the design of both differentiation and cost leadership strategies, which drives EP. Finally, absorptive capabilities (ACAPs) are highly related with EP. Practical implications The paper provides empirical evidence that EO, IR and ACAPs are predictors of competitive strategies and EP. Moreover, and alongside with firm’s resources, this study validates that competitive strategy does matters for small firm managers and the development of one type of competitive advantage is also a major performance enhancer. Originality/value This study provides fresh insights into entrepreneurship and strategic management literature, as it considers the importance of multiple factors to SMEs business growth. Moreover, this paper presents empirical evidences of the strategies that small firm managers should pursue and policy makers should support. Finally, this is an original study applied to the Portuguese textile industry.

scholarly journals PERAN MANAJEMEN SUMBERDAYA MANUSIA SEBAGAI STRATEGI KEUNGGULAN BERSAING PADA ERA KOMPETISI GLOBAL

2011 ◽  
Vol 9 (1) ◽  
Author(s):  
Agung Utama
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Competitive Strategy ◽  
Global Competition ◽  
Role Behavior ◽  
Alternative Approach ◽  
Strategic Perspective

Global competition indicated by the emerging of much competitors operate in the worldmarket and the emerging of the competitors in other countries caused business environmentbecomes dynamic and tightly competition. Pursuing competitive advantage becomes the keyfactor on winning the competition on such environment through managing the activities ofhuman resources based on strategic perspective. Based on this perspective, the strategy ofhuman resource must relevance with the business strategy. Typology of human resourcemanagement strategy is an alternative approach for formulation that strategy. Identifing theneeded role behavior of competitive strategy becoming the important factor on effectivenessof competitive strategy implementation.Key words: Global Competition, Typology of Strategy Of HRM, Competitive Strategy

scholarly journals GENESIS OF ESSENCE OF ENTERPRISE COMPETITIVE ADVANTAGES

2020 ◽  
Vol 1(13) ◽  
pp. 113-118
Author(s):  
Kateryna Pugachevska ◽  
◽  
Mykola Gomba ◽  
Keyword(s):  
Competitive Advantage ◽  
Competitive Strategy ◽  
Theoretical Research ◽  
Entrepreneurial Activity ◽  
Competitive Advantages ◽  
Entry Barrier ◽  
Dominant Type ◽  
Stage Of Development ◽  
Enterprise Competitiveness

MPETITIVE ADVANTAGES The article determines, that the problems of competitive advantage formation will always be relevant for enterprises operating in a market economy. It has been established, that at this stage of development of the global economic system the ability to generate competitive advantages ensures the further development of enterprises in general. Therefore, the study of approaches to the formation of sustainable competitive advantages is of particular relevance for modern enterprises. It has been determined, that more in-depth consideration requires some aspects of competitive advantage formation in the enterprise, in particular, their identification, concretization of stages, mechanisms of formation and opportunities for development of competitive advantages in the changing competitive environment. The purpose of the article is theoretical research of the genesis of competitive advantages theory and identification of key features of the modern stage of its development. The article discusses and generalizes approaches to determining the competitive advantages of enterprises. The main characteristics and possibilities of ensuring the enterprise competitiveness have been highlighted. The content of the concept of "competitive advantage" has been disclosed. The factors of formation of enterprise competitive advantages in the conditions of changing external environment have been researched. The place and role of competitive advantages in the system of competitive relations have been determined. Causal relationships between the interconnected concepts "competitive advantage" and "competitiveness" have been established. The role of competitive advantages in ensuring the competitiveness of the enterprise has been shown, their essence has been revealed. The expediency of taking into account the competitive advantages of enterprises has been justified, taking into account the real conditions of their activity. There are five stages: “factor”, “cost”, “quality”, “adaptive” and “innovative” in the evolution of key sources of competitive advantage. Features of formation and use of competitive advantages of the trading enterprise have been given. It has been emphasized, that the peculiarity of entrepreneurial activity in trade is that there is essentially a "lower" entry barrier to the industry, which in practice means, that there is a real threat of new competitors. The degree of entry barrier into the industry is determined by a number of reasons: the dominant type of production organization, the level of industry cost, the level of product standardization, the level of diversification, the availability of distribution channels, the need for additional capital investments, the organization of an existing supply system. It has been established, that the enterprises need to develop Науковий вісник Мукачівського державного університету, 2020 118 their own unique abilities, which in combination with resources become the basis of the enterprise strategy and provide it with the formation of competitive advantages. It has been substantiated, that competitive advantage is possible through the implementation of a competitive strategy. The competitiveness of the enterprise characterizes its existence in the market, it allows to evaluate the current and future state, to select different variants of management decisions (alternatives), that ensure the transition from one state to another. New requirements for of competitive advantages formation by business entities are put forward above all by the current stage of development of the global economic space. Economic globalism and continuous internationalization of life are accompanied by the rapid development of the information market, the global knowledge market and the intensification of competition in all spheres of management. The priority is the formation of the most stable competitive advantages (higher level advantages), which provide competitiveness in the long run, using competitive advantages, strengthening the market position, increasing opportunities for strategic development of the enterprise in the future. Keywords: competitive advantages, competitive strategy, trade enterprise, competitiveness, consumer, marketing, value.

scholarly journals The right to equal pay as a variety of socio-economic rights.

2021 ◽  
pp. 176-179
Author(s):  
M.O. Pyzhova
Keyword(s):  
The State ◽  
Social Needs ◽  
Human Potential ◽  
High Tech ◽  
Economic Rights ◽  
Human Needs ◽  
Stage Of Development ◽  
Social Standard ◽  
The Right ◽  
Fair Pay

The article considers the right to fair pay in the context of socio-economic rights. International legal acts on the existence of provisions on fair remuneration are analyzed. Emphasis is placed on the fact that fair pay is part of the block of socio-economic rights, which are characterized by a significant number of valuation concepts. It is noted that wages are the most important social standard for society, while the social standard means scientifically sound and socially recognized levels of material, spiritual and social needs, the state of social processes necessary for the proper functioning and development of society.Emphasis is placed on the fact that despite the fact that there is a whole package of international legal documents that describe and normatively establish the general principles and conditions of formation, functioning and development of the welfare state, none of these acts has an unambiguous interpretation of what specifically in terms of the quality and quantity of social benefits provided by the state, the criterion of «fair wages ensures a decent standard of living» is met.It is noted that a serious problem in determining the «fair wage» is the weak development of models for deter-mining the level of human needs, as well as absolute independence, dependence of wage standards on other social norms established by the state.It is concluded that at the present stage of development of the market economy in Ukraine the priority tasks are the restoration and expanded reproduction of human potential; restoration of economic growth as a basis for increasing the welfare of workers; formation of a high-tech national reproductive system and a corresponding modern structure of high-quality labor force; overcoming the relations of alienation and exploitation, including through a significant increase in wages and the development of various systems of employee participation in profits and incomes; formation of cooperation mechanisms for development at both macro and micro levels. This requires the development and implementation of a national program to improve the quality and dignity of work, one of the most important parts of which is the institution of wages.

scholarly journals The Pricing And Competitive Strategies Of U.S. Airlines

2011 ◽  
Vol 5 (2) ◽  
pp. 23 ◽  
Author(s):  
Evan J. Douglas
Keyword(s):  
Competitive Strategy ◽  
Price Competition ◽  
Pricing Strategies ◽  
Competitive Strategies ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Long Run ◽  
Airline Markets ◽  
Short Run ◽  
Good For

This paper argues that price competition is inevitable in the airline markets because passenger air service is a search good. For the same reason, the optimal long run competitive strategy for the airlines is cost leadership, although qualitative advantages should be exploited by a differentiation strategy in the short run. The airlines have devised a variety of creative pricing strategies which are analyzed for their economic content.

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