scholarly journals The Mutual Benchmarking Method for Smes’ Competitive Strategy Development

2013 ◽  
Vol 5 (2) ◽  
pp. 81-96
Author(s):  
Katarzyna Rostek
Keyword(s):  
Competitive Advantage ◽  
Competitive Strategy ◽  
Competitive Environment ◽  
Strategy Development ◽  
Collaborative Network ◽  
Sustainable Competitive Advantage ◽  
Group Members

Abstract Competitive advantage is a relative feature, evaluated in respect of other competing enterprises. The gaining of sustainable competitive advantage is conditioned by knowledge of own performance and the results of the competitive environment. SMEs have limited opportunities to obtain such information on their own. The method of mutual benchmarking changes this situation by introducing the collaborative network. The aim of the cooperation is to support each of the group members to achieve sustainable competitive advantage, which is the result of a conscious strategy, and not only a matter of chance. This cooperation is based on the collecting and processing of data and sharing information through a common IT platform: for example, a group of Polish SMEs was shown how to implement such a common IT solution and how to provide the information preparing within the proposed service. The whole is a complete proposal for effective support of creating a competitive strategy in SMEs.

CONCEPTS AND MECHANISMS OF COMPETITIVE STRATEGY REALIZATION OF AGRICULTURE ENTERPRISES OF RUSSIA

10.12737/7730 ◽  
2014 ◽  
Vol 9 (4) ◽  
pp. 9-13
Author(s):  
Егорова ◽  
Anastasiya Egorova ◽  
Кузнецов ◽  
Viktor Kuznetsov
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Competitive Strategy ◽  
Strategy Development ◽  
Sustainable Competitive Advantage ◽  
Strategy Formation ◽  
Agricultural Enterprises

The article discusses and clarifies the concept of “competitive strategy”, based on an analysis of the proposed definitions of domestic and foreign scholars in the field of strategic management. The authors systematized problems, associated with the competitive strategy development, during the survey of managers and employees of agricultural enterprises. Taking into account identified problems, the mechanism of competitive strategy formation and implementation of agricultural enterprises was given, which is aimed to achieving a sustainable competitive advantage in strategic areas.

scholarly journals Application of RBV Concepts in Implementing Strategy of Jordanian Higher Education

2019 ◽  
Vol 12 (7) ◽  
pp. 96
Author(s):  
Zead M. Alhawamdeh ◽  
Nayef Raji Alomyan
Keyword(s):  
Higher Education ◽  
Competitive Advantage ◽  
Competitive Strategy ◽  
Low Cost ◽  
Sustainable Competitive Advantage ◽  
Cost Producer

This study chose Porter’s (1980) conceptualization of competitive strategy, since this conceptualization is academically well accepted and internally consistent (Dess and Davis, 1984). Porter (1980) identified two generic ways in which an organization can gain sustainable competitive advantage over other firms in the industry: ‘low cost’ and ‘differentiation’. A ‘low-cost’ strategy emphasizes the need to be the low-cost producer in the industry. A ‘differentiation’ strategy is based on creating and offering a product that is perceived industry-wide as unique

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,

Analyzing A Product’s Competitiveness Based On The Customer’s Value

2019 ◽  
Vol 118 (11) ◽  
pp. 448-455
Author(s):  
Tinik Sugiati ◽  
Dian Masita Dewi ◽  
Maya Sari Dewi
Keyword(s):  
Competitive Advantage ◽  
Analytical Hierarchy Process ◽  
Customer Value ◽  
Global Market ◽  
Competitive Environment ◽  
Sustainable Competitive Advantage ◽  
Color Design ◽  
Professional Assistance ◽  
Business Competitiveness ◽  
Hierarchy Process

Local government is responsible for developing local products. The products need to have sustainable competitive advantage. So far, many superior goods have been managed by local SME’s with some difficulties. Regarding this, customer value plays an important role in competitive environment. However, businessman need professional assistance in building customer value and help them competing in global market. Furthermore, SME’s (Small Medium-sized Enterprises) competitive advantage data is needed in order to enhance their business competitiveness. Thus, this research is conducted to analyze the competitive advantage of sasirangan fabric in Martapura’s SME, Banjarmasin, the province of South Kalimantan along with the competitive advantage hierarchy. The object of this research is sasirangan fabric that is managed by local SME in Martapura river, Banjarmasin. The data is obtained through questionnaires with Likert scale given to customers and SME managers. Following this, Analytical Hierarchy Process (AHP) with PriEst software is used to analyze the data. The result shows that the main competitive advantage of sasirangan fabric as the superior goods is its purpose to represent The province of South Kalimantan identity and culture, followed by color, design, and price. Yet, sasirangan fabric need to continuously increase its customer value.

scholarly journals A Theoretic Approach to History of Brand and Brand Strategies

2014 ◽  
Vol 10 (1) ◽  
pp. 1762-1766
Author(s):  
Yakup DURMAZ ◽  
Filiz CAYIRAGASI ◽  
Zafer KILIC
Keyword(s):  
Competitive Advantage ◽  
Competitive Environment ◽  
Theoretic Approach ◽  
Sustainable Competitive Advantage ◽  
Product Range ◽  
History Of ◽  
Large Product ◽  
Brand Strategies ◽  
The Mind

Trademark, in todays conditions where competitive environment is getting harder and harder, is not only a name; but also, as products ID, a tool for business which is constituted in the mind of customer and guides the customer in the process of buying. Today, trademark does not seem to be a tool for trading as different from goods and service, and is categorized in the long-term asset. Trademark Strategies are really important for business firms that have large product range in the issue of sustainable competitive advantage pushed up by the trademark. In this respect, in this study firstly information about trademark and sproperties of trademark were given; and then the types of trademark and trademark strategies were handled.  

The dynamic capabilities of AccorHotels in Brazil

2019 ◽  
Vol 3 (2) ◽  
pp. 253-269 ◽  
Author(s):  
João Henrique de Paiva Costa ◽  
Yákara Vasconcelos Pereira
Keyword(s):  
Competitive Advantage ◽  
Service Sector ◽  
Dynamic Capabilities ◽  
Tourism Industry ◽  
Competitive Environment ◽  
Sustainable Competitive Advantage ◽  
Strategic Decisions ◽  
Content Type ◽  
Business Practitioners ◽  
Hotel Chain

Purpose AccorHotels commenced operations in Brazil in the 1970s. Since then, the company has experienced several economic crises in that country and almost gone bankrupt. Using the dynamic capabilities (DCs) framework, the purpose of this paper is to understand how the company managed to maintain its competitive advantage in such a turbulent and competitive environment over the years. The study sought to identify the main DCs developed in the company between 1974 and 2018 and understand how they were developed based on the analysis of their key microfoundations. Design/methodology/approach The study adopted a qualitative approach. The data were collected in 22 interviews, including with top management and the founder of the hotel chain in Brazil. The interviews took place in three different years, 2005, 2016 and 2018. The investigation is supported by content analysis of the data. Findings The four main DCs identified at AccorHotels were capability to innovate; qualification capability; renewal capability; and capability to manage threats and mitigate risks. In addition to shedding light on the origins of the DCs, the importance of microfoundations is discussed. Research limitations/implications The model presented in the theoretical framework and results should not be generalized, since this limitation is inherent to qualitative research. On the other hand, there are academic implications relevant to the development of the DCs in the service sector by revealing four capabilities that can enable sustainable competitive advantage. Practical implications The results provide business practitioners in the hotel sector with information about DCs and microfoundations to face the external and competitive environment throughout its trajectory. Specifically, it shows the way to develop the capabilities that can collaborate in the exploration of opportunities. Social implications Executives have the responsibility to make appropriate strategic decisions to stay in the market, meeting the expectations of stakeholders. However, the demand is not only financial, employees of tourism businesses are part of family units. Given this context, society gains when studies of this type are developed, because from the socialization of the results obtained from Accor Hotels, leaders can make organizations thrive and foster the professional development of workers, and tourism industry in general. Originality/value This is the first study of DCs undertaken with an international hotel chain. In addition, studies on DCs in the tourism industry are still scarce, and Brazil is an environment where hotels have shown steady growth.

Developing Strategies for Competitive Advantage

2011 ◽  
pp. 58-79
Author(s):  
Tamio Shimizu
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.

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

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