scholarly journals Analysis of Competitive Strategies of Tourism Industry in the Midst of Covid-19 Pandemic: A Case from Philippines

2021 ◽  
Vol 17 (2) ◽  
pp. 71
Author(s):  
Fhrizz S. De Jesus ◽  
Annalene Grace E. Co ◽  
Czarina P. Zolete
Keyword(s):  
Sampling Procedure ◽  
Tourism Industry ◽  
Competitive Strategies ◽  
Focus Strategy ◽  
Take All

This study described the Analysis of Competitive Strategies and Challenges of Tourism Industry in the Midst of Covid-19 Pandemic and provide recommendations. Specifically, it looked into the challenges and recommendations of the owners of operational tourist spots in the selected municipalities in Nueva Ecija which are Bongabon and Laur and analyzed how comparative strategies contribute to the challenges and recommendations of the owners of operational tourist spots. This study used the descriptive-evaluative method and total enumeration for its sampling procedure. As to its findings, to improve the tourism operation of the respondents amidst the Covid-19 pandemic, the result shows that the respondents “always” used competitive strategies in their businesses. Based on the result, the focus-strategy which is one of the elements of comparative strategies was ranked number one, it means that the owners of operational tourism spots wanted to take all the challenges they were encountered amidst pandemic, it is not a barrier for them to stop their businesses that is why they want to know in a market due to their pleasing tourist spots compared to its competitors and they have recommendations on how to innovate and improve their operational tourist spots.

scholarly journals Social media marketing and business competitiveness: evidence from South African tourism SMMEs

2017 ◽  
Vol 15 (2) ◽  
pp. 411-423 ◽  
Author(s):  
Patient Rambe
Keyword(s):  
Social Media ◽  
South African ◽  
Tourism Industry ◽  
Online Marketing ◽  
Social Media Marketing ◽  
Competitive Strategies ◽  
Media Technologies ◽  
Business Competitiveness ◽  
Medium Enterprises ◽  
The Impact

The increasing prominence of social media marketing in advancing the global reach and visibility of products and services is ideal for the South African tourism industry, which depends on local and international visitors for leveraging its business activities and competitiveness. However, what remains under-explored in tourism literature is the depth of integration of social media marketing into the competitive strategies of emerging tourism small, micro and medium enterprises (SMMEs). To address this grey area, this study explored the extent to which tourism SMMEs utilize social media technologies (SMTs) to extend their market share and the implications thereof for the competitiveness of their business operations. Drawing on a quantitative approach, a survey was conducted on 234 tourism SMMEs’ owner/managers in the Free State province of South Africa to establish the impact of social media marketing on the competitiveness of their businesses. Evidence suggests that tourism SMMEs employed social media marketing predominantly for online marketing of their products/services, promoting their products/services, attracting existing customers, and sometimes, for integrating it into their marketing strategies. Results of correlation analysis revealed that social media marketing is positively and significantly related to the competitiveness of tourism SMMEs. The recommendations for leveraging the integration of social media marketing into the competitive strategy of the small business are provided.

scholarly journals Competitive Strategy Analysis from Entrepreneurship Stories

2019 ◽  
Author(s):  
Şeyma Gün Eroğlu ◽  
Ayşe İrmiş
Keyword(s):  
Production Process ◽  
Local Market ◽  
Competitive Strategies ◽  
Strategy Analysis ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
The Cost ◽  
Focus Strategy ◽  
Cost Leadership Strategy

Organizations apply two basic competitive strategies in general. These are the cost leadership strategy and the differentiation strategy. The application of any of the mentioned strategies by focusing on a smaller field in the market is called a focus strategy. Companies gain value in the eyes of customer with the strategy they choose. The aim of this study is to analyze the competitive strategies applied by the enterprises and the results of these strategies. A semi-configured interview on the entrepreneurs of two firms which open to a wider market from local market in Denizli with their own brands, was conducted. The first enterprise, which has been maintaining its existence for 80 years and has many branches in the different provinces, is a firm producing sugar and sugar products (Firm A). The second, which has been maintaining its existence for 84 years and has branches in close neighbor cities and provinces, is a firm producing soft drinks (Firm B). The common feature of both firms is that they keep their local characteristics and take their competitive power from the local people. In the research, the competitive strategies of entrepreneurs have been defined and analyzed by benefiting from the entrepreneurship stories that have been brought up to the present day. It was concluded that firm A applied differentiation strategy in the product, production process, and market, while firm B differentiated in the production process without any differentiation in the product and used the focus strategy in the market.

scholarly journals Competitive Strategies Applying in Cultural Museums through Tourism Industry: The Case of Taiwan Hualien

2015 ◽  
Vol 9 (1) ◽  
pp. 83
Author(s):  
Maw-Cherng Lin
Keyword(s):  
Literature Review ◽  
Swot Analysis ◽  
Matrix Theory ◽  
Critical Issue ◽  
Analytic Network Process ◽  
Tourism Industry ◽  
Competitive Strategies ◽  
Interactive Model ◽  
Network Process ◽  
Depth Interviews

<p>In the competition of leisure resources and reduction of governmental budgets over the years, the way in which cultural museums survive and develop is a critical issue. Using the Hualien Hakka Cultural Museum as an example, this study conducted a literature review and analysis, and held local forums, workshops and in-depth interviews using a bottom-up model and an interactive model, in order to collect opinions from industry, government and academia. Through SWOT analysis, TOWS matrix theory and Analytic Network Process (ANP), this study identified the effective Co-opetition Strategy of cultural museums as a reference for the future operation of local Hakka cultural museums.<strong></strong></p>

Role of Social Media in Travel Planning and Tourism Destination Decision Making

2020 ◽  
pp. 36-51 ◽  
Author(s):  
James Malitoni Chilembwe ◽  
Frank Wadilika Gondwe
Keyword(s):  
Decision Making ◽  
Social Media ◽  
Simple Random Sampling ◽  
Sampling Procedure ◽  
Tourism Industry ◽  
Survey Study ◽  
Tourism Destination ◽  
Travel Planning ◽  
Planning Decisions

Today, tourism firms use social media to communicate and inform their clients about tourism destination offerings. Trip planners are utilizing social media to make informed decision making about tourists' destinations. With information technology and social media, travelers can get updates on their booked flights and hotels at a tourist destination. The growth of social media usage in tourism industry influences most of the firms to start adopting using social media. This chapter, therefore, focuses on the role of social media in travel planning and tourism destination decision making. It evaluates five cases whereby clients' use travel planning decisions but also changes or curtail plans as a result of social media communication. The survey study uses a simple random sampling procedure and interviewed 792 travelers using a structured questionnaire in ten tourist destinations covering developed and developing countries. The key results revealed that 92% of travelers make a booking but also change or curtail travel planning decisions for holidays through social media alerts.

scholarly journals Role of Focus Strategy in Performance of NHIF Accredited Hospitals in Kenya

2020 ◽  
Vol 15 (8) ◽  
pp. 16
Author(s):  
Grace K. A. Ochodo ◽  
Margaret Oloko ◽  
John Yabs
Keyword(s):  
Quantitative Result ◽  
P Value ◽  
Insurance Fund ◽  
Coefficient Estimate ◽  
Competitive Strategies ◽  
Hospital Administrators ◽  
And Performance ◽  
Level Of Significance ◽  
Focus Strategy

The mandate of the National Hospital Insurance Fund (NHIF) is to enable all Kenyans to access quality and affordable services. Consequently, NHIF accredited hospitals are positioned to facilitate the fulfilment of the said mandate, necessitating identification of competitive strategies employed by the hospitals for them to remain competitive. This study aimed at establishing the role of focus strategy on the performance of NHIF accredited hospitals within Kenya. A mixed research design was adopted based on non-experimental, descriptive and causal approaches taking into account both qualitative and quantitative techniques. The population of study comprised NHIF accredited hospitals with a bed capacity of 100 and above which stood at 150 hospitals as at July 2016. A sample of 109 hospitals was selected through stratified and convenient sampling techniques. Data was collected using semi structured questionnaires and interviewing schedules and administered to hospital administrators and CEO&rsquo;s respectively of the sampled hospitals. Quantitative data collected from the questionnaires was analysed by the help of SPSS while the qualitative data from the CEOs was analysed using thematic content analysis. The results of the study revealed that there is a positive and significant relationship between the focus study and performance of hospitals based on the regression coefficient estimate found to be &beta;= 0.646, P value of the coefficient estimate of the focus study which is less than 0.05 level of significance. The quantitative result was further validated by the CEOs responses that indicated that they focus on niche market that remained unexploited.

scholarly journals AN ANALYSIS OF THE EFFECT OF COMPETITIVE STRATEGIES ON PERFORMANCE: A SURVEY OF MFIS IN KENYA

2016 ◽  
Vol 1 (2) ◽  
pp. 21
Author(s):  
Priscilla Wanjiru Kung’u ◽  
Mr. Vincent Machuki
Keyword(s):  
Competitive Strategy ◽  
Ease Of Use ◽  
Microfinance Institutions ◽  
Competitive Strategies ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Data Collection Instrument ◽  
Value Disciplines ◽  
Focus Strategy ◽  
Descriptive Survey

Purpose: The purpose of the study was to investigate the competitive strategies being adopted by MFIs and the effect of such strategies on firm performanceMethodology: The study adopted a descriptive survey research design. The targeted population of the study was derived from the 41 members of Association of Microfinance Institutions. A census was carried out.  The questionnaire was the main data collection instrument due to its convenience and ease of use. The data will be analyzed through both descriptive statistics and regression statistics.Results: The findings of the study indicated that MFIs used cost leadership competitive strategy, differentiation strategy, focus strategy and value disciplines. Findings indicated that there was a relationship between competitive strategies and the performance of MFIs.Unique contribution to theory, practice and policy: It was recommended in the study that the MFIs should continue the use of the competitive strategies as they were impacting positively to their performance. The suggested area of research was to determine most preferred dominant competitive strategy being used by MFIs and also to ascertain the truth of the “being split in the middle phenomena” advocated by porter (1998).

scholarly journals Generic Competitive Strategies and Organizational Performance in Manufacturing Industries in Rwanda: A Case of Sulfo Industries Ltd

2022 ◽  
Vol 6 (1) ◽  
pp. 9-25
Author(s):  
Hope Ingabire ◽  
◽  
Eugenia Nkechi Irechukwu ◽  
Keyword(s):  
Organizational Performance ◽  
Business Models ◽  
Sampling Technique ◽  
Manufacturing Industries ◽  
P Value ◽  
Clear Understanding ◽  
Organization Performance ◽  
Competitive Strategies ◽  
Differentiation Strategy ◽  
Focus Strategy

The business models incur high costs, limited uniqueness of feature of products and fewer resources that present the significant negative effect on organization performance. The overall study of this research is to assess generic competitive strategies and organization performance in Rwanda. The specific objectives were to determine the effect of cost leadership strategy on performance of Sulfo Industries Ltd, to examine the effect of differentiation strategy on performance of Sulfo Industries Ltd and to assess the effect of focus strategy on performance of Sulfo Industry Ltd. In research methodology, researcher used a descriptive research in both quantitative and qualitative. The target population was 135 from which a sample of 100 respondents was selected using formula developed by Slovenes. Therefore, researcher used a simple random sampling technique and data were analyzed using Statistical Package for Social Science version21. Findings and recommendations for this research provided a clear understanding and guidance for better management of Sulfo Industries Ltd. The information collected from respondents showed that 83.2% strongly agreed that Sulfo Industry applies generic competitive strategies where low costs led to desired performance. This was also agreed or confirmed by 13(12.9) of surveyed respondents. Therefore, differentiation strategy shows the uniqueness and premium price of products. This was as strongly agreed by 37(36.6) and 81(60.4) respectively. The information collected also revealed that 64(63.4) of surveyed respondents strongly agreed that the focus strategy aims at increasing the market share in a niche market to achieve performance. This was also agreed by 33(32.7) of surveyed respondents. However, the magnitude of association is indicated by regression of 1.040, which is statistically significant as the p-value is 0.000 as < 0.05. Moreover, it is highly recommended to maintain generic competitive strategies of Porters, which play a great role on organization performance within competitive market. The industry needs to establish code of conducts, undertake training opportunities, reduce unnecessary cost and encourage quality and quantitative products all these will lead to the desired performance. Keywords: Generic Competitive Strategies, Organizational Performance, Manufacturing Industries, Sulfo Industries, Rwanda

scholarly journals STRATEGI BERSAING UNTUK MENINGKATKAN DAYA SAING SEKOLAH TINGGI TEOLOGIA DI UNGARAN

2016 ◽  
Vol 3 (2) ◽  
pp. 164
Author(s):  
I Putu Ayub Darmawan ◽  
Sutriyono Sutriyono
Keyword(s):  
Theological Education ◽  
Group Discussion ◽  
Communication Strategy ◽  
Marketing Communication ◽  
Cost Advantage ◽  
Competitive Strategies ◽  
Differentiation Strategy ◽  
Education Class ◽  
Focus Strategy ◽  
The Church

<p><em>This </em><em>study aimed</em><em> to design a competitive strategy to improve the competitiveness of STT Simpson. This study </em><em>was</em><em> a research and development</em><em>. The data were </em><em>collected</em><em> through observation, FGD (Focus Group Discussion) and interviews. Competitive strategies of STT Simpson </em><em>are</em><em> 1) Differentiation strategy: STT Simpson can offer theological education class in the evening to optimize the facilities owned for the churches in Ungaran and its surrounding; 2) Cost advantage strategy: STT Simpson has an advantage in some types of costs but STT Simpson still have to adjust the tuition course to prevent the gap with another STT and keep maintaining its competitiveness; 3) Focus strategy: STT Simpson perform its marketing by focusing on youth of the church around GKII; and 4) Marketing communication strategy with various forms of marketing communications utilizing the technologies esvolving by offering characteristics possessed.</em><em></em></p>

scholarly journals Competitive Strategies for Wine Cooperatives in the German Wine Industry

2020 ◽  
Vol 9 (2) ◽  
pp. 83-98
Author(s):  
Barbara Richter ◽  
Jon Hanf
Keyword(s):  
Bargaining Power ◽  
Wine Industry ◽  
Market Environment ◽  
Competitive Strategies ◽  
Wine Production ◽  
And Shifts ◽  
External Forces ◽  
The Cost ◽  
Competitive Rivalry ◽  
Focus Strategy

The wine industry is significantly affected by globalization and changes in consumption habits and shifts in lifestyle, which lead to changes in the market environment and intensity of competition in the wine markets. Overall, wine cooperatives have a market share of more than 40 % in Europe. In Germany, they account for around one third of the total wine production. The decreasing number of wine cooperatives and their members leads to the assumption that wine cooperatives have difficulties adapting to the different market environment and though, need to select and implement competitive strategies. The aim of this paper is to identify and develop competitive strategies for wine cooperatives in the German wine industry. Therefore, the external forces affecting competitive rivalry in the wine industry are being evaluated for wine cooperatives in Germany. A qualitative approach has been applied including in-depth interviews with managing directors and chairmen of the board (n=15). Data were transcribed verbatim and content analysed. Results showed that the intensity of rivalry among existing competitors is high. Bargaining power of wine cooperatives towards buyers and suppliers strongly depends on their size. However, generally the bargaining power of retailers is high, although this depends on the retail channel (discounters, food retail, specialized retail, specialized wholesale, gastronomy). Five main strategy dimensions emerged: (1) the cost leadership and cost focus strategy, (2) the differentiation and differentiation focus strategy, (3) collaboration among producers, (4) offering additional services, and (5) options for improved membership relations and increased youth involvement.

Sign in / Sign up

Export Citation Format

Share Document