تقييم الأداء المالي لشركات التامين في دولة قطر باستخدام DUPONT SYSTEM

2021 ◽  
Vol 2020 (67) ◽  
pp. 29-50
Author(s):  
م. كفاح جبار حسن
Keyword(s):  
Optimal Investment ◽  
Profit Margin ◽  
Insurance Companies ◽  
Insurance Company ◽  
Financial Leverage ◽  
Return On Equity ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Utility Index ◽  
Cost Leadership Strategy

The study of the mutual relationship between return and risk is prepared by the DUPONT SYSTEM for a period of 10 years from 2008 to 2017 in Qatari insurance companies. Costs, which characterized the Qatar General Insurance Company by achieving the highest average profit margin of 99,699 and the AU Asset Utility Index, which measures the efficiency of management in using its assets to achieve its revenues, which characterized Doha Insurance Company as it achieved the highest asset benefit of 34,771 Financial leverage EM, or the so-called ownership multiplier index, which is the ratio that measures the risks related to the use of ownership money, which characterized Qatar Insurance Company, as it achieved the highest rate of raising money of 267,677. The aim of using DUPONT SYSTEM is to compare the performance of companies in the same industry as network analysis to predict future changes, thus adding another dimension to the evaluation of Qatari insurance companies for optimal investment based on sound performance evaluation. The results of the study showed that companies that follow the policy of cost leadership strategy may It achieved a lower return than that which followed the policy of differentiation strategy. The research hypotheses were tested using ANOVA, and the following was found: 1- The existence of statistically significant differences between Qatari companies operating in the insurance field due to the return on equity (ROE). 2- The existence of statistically significant differences between Qatari insurance companies due to the financial leverage index Equity On Multiplier (EM). 3- There are statistically significant differences between Qatari insurance companies attributable to the Return On Asset index (ROA). 4- There are statistically significant differences between Qatari insurance companies due to the Profit Margin (PM) indicator. To confirm the results, a Multiple Comparisons Tukey was performed

The Impact of Strategic Relevance and Assurance of Sustainability Indicators on Investors' Decisions

2014 ◽  
Vol 34 (1) ◽  
pp. 131-162 ◽  
Author(s):  
Mandy M. Cheng ◽  
Wendy J. Green ◽  
John Chi Wa Ko
Keyword(s):  
Strategic Alignment ◽  
Investment Decisions ◽  
Company Strategy ◽  
Cost Leadership ◽  
Nonprofessional Investors ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Strategy Versus ◽  
The Impact ◽  
Cost Leadership Strategy

SUMMARY In this study, we report two 2 × 2 between-subjects experiments that investigate the effect of strategic relevance of reported sustainability information and its assurance on nonprofessional investors' investment decisions. The first experiment manipulates strategic relevance of reported environmental, social, and governance (ESG) indicators between “high” and “low” by varying the company strategy (sustainability-based differentiation strategy versus cost leadership strategy unrelated to sustainability). The second experiment manipulates the strategic alignment of the ESG indicators (holding strategy constant). We also manipulate the presence (absence) of assurance in both experiments. Results from both experiments document that investors perceive ESG indicators to be more important, and are more willing to invest in the company if ESG indicators have higher strategic relevance. Experiment one also provides evidence that assurance increases investors' willingness to invest to a greater extent when ESG indicators have high relevance to the company strategy. Our findings suggest that the assurance of ESG indicators has a beneficial signaling role in communicating the importance of this reported information to investors.

scholarly journals Profiting from Green Innovation: The Moderating Effect of Competitive Strategy

2018 ◽  
Vol 11 (1) ◽  
pp. 15 ◽  
Author(s):  
Jiawen Chen ◽  
Linlin Liu
Keyword(s):  
Competitive Strategy ◽  
Innovation Management ◽  
Green Innovation ◽  
Competitive Strategies ◽  
Theoretical Understanding ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Green Product Innovation ◽  
Green Process Innovation ◽  
Cost Leadership Strategy

Despite the importance of green innovation, empirical evidence on its relationship with firm performance is mixed. This study endeavors to address this inconsistency in the evidence by investigating the value-capturing role of competitive strategy. It argues that firms tend to choose appropriate a competitive strategy to maximize performance of green innovation, especially in highly competitive contexts. We collected data from 195 firms in China. Our results suggest that the performance implications of green innovation (including green product innovation and green process innovation) are moderated by competitive strategies (including differentiation strategy and cost-leadership strategy), and these moderating effects are more prominent when competitive intensity is high. The findings of this study enrich theoretical understanding both of green innovation and of competitive strategy and have practical implications for green innovation management.

FATMOLS lodges of Zambia: reaching international travelers

2017 ◽  
Vol 7 (1) ◽  
pp. 1-18
Author(s):  
Marlene M. Reed ◽  
Steven Sikobela
Keyword(s):  
Customer Service ◽  
Low Cost ◽  
First Century ◽  
Content Type ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Original Intention ◽  
Leadership Strategy ◽  
General Business ◽  
Cost Leadership Strategy

Study level/applicabilityUndergraduate.Case overviewThis case deals with a Zambian entrepreneur named Frank Ngambi who had developed several lodges in Ndola and Lusaka, Zambia. His original intention had been to build lodges that would provide inexpensive lodging for domestic travelers. That strategy had succeeded, and the lodges had been so successful that Frank had been able to increase the size of his lodges in both cities. However, by the summer of 2015, Frank had decided to seek the patronage of international travelers. He knew that this change in strategy would be difficult to achieve. After analyzing one of his competitors, the Intercontinental Hotel in Lusaka, he realized that he needed to increase his product offerings and also offer outstanding customer service. One problem in attaining that goal was the fact that there was very little training for human resources involved in the hospitality industry in Ndola where two of his lodges were located. Another problem he faced was figuring out how to market his lodges to international travelers, as he had never sought that segment of the market before.Expected learning outcomesAt the conclusion of the case discussion, the student should be able to apply Michael Porter’s General Business-Level Strategy to the present and anticipated strategies for the FATMOLS Lodges; to identify tactics that would apply to a low cost leadership strategy; to identify tactics that would apply to a differentiation strategy; to discuss reasons tourism has increased in Zambia in the twenty-first century; to analyze the financial strategy used in developing the FATMOLS Lodges; and to develop a plan for moving a company from a low-cost leadership strategy to one of differentiation.Supplementary materialsTeaching notes are available for educators only. Please contact your library to gain login details or [email protected] request teaching notes.Subject codeCSS 11: Strategy.

scholarly journals Market Orientation And Performance: Does Organizational Strategy Matter?

2011 ◽  
Vol 18 (1) ◽  
Author(s):  
Kamalesh Kumar ◽  
Ram Subramanian ◽  
Karen Strandholm
Keyword(s):  
Firm Performance ◽  
Market Orientation ◽  
Customer Orientation ◽  
Positive Impact ◽  
Low Cost ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Competitor Orientation ◽  
Cost Leadership Strategy

Data from a survey of 159 hospitals was used to test the relationship between market orientation and firm performance for low cost and differentiation strategies. Hospitals pursuing a differentiation strategy had stronger market orientation than those pursuing a cost leadership strategy. Market orientation had a more positive impact on the performance of organizations pursuing a differentiation strategy than on those pursuing a cost leadership strategy. In the cost leader group, the inter-functional coordination component of market orientation significantly affected firm performance, while in the differentiator group the customer orientation and competitor orientation components of market orientation had significant impact on performance. The implications of these findings for managers also are discussed.

scholarly journals Generic Strategies and Performance of Pharmaceutical Manufacturing Companies in Nairobi County, Kenya

2021 ◽  
Vol 3 (1) ◽  
pp. 17-35
Author(s):  
Grace Wanjiru Ngugi ◽  
Esther Gitonga
Keyword(s):  
Pharmaceutical Manufacturing ◽  
Manufacturing Companies ◽  
Differentiation Strategy ◽  
Pharmaceutical Firms ◽  
Leadership Strategy ◽  
And Performance ◽  
The Cost ◽  
Focus Strategy ◽  
Generic Strategies ◽  
Cost Leadership Strategy

Pharmaceutical industry has been facing a lot of competition both from the inside and outside the country (importers of raw materials who also manufacture finished product). A report by the Kenya Pharmaceutical Sector Profile in 2018 indicated that imports have been rising sharply and grew by more than 30% between 2017 and 2018 in other sectors but a decline from the pharmaceutical manufacturing sector which could be attributed to the low-quality pharmaceutical products. The aim of this study was to analyze the generic strategies and performance of pharmaceutical manufacturing companies in Nairobi County, Kenya. The specific objectives were to: assess the effect of cost leadership strategy, differentiation strategy and focus strategy on performance of pharmaceutical companies in Nairobi County, Kenya. The study was informed by Porter’s Five Forces Model and Resource Based View theory. The study used descriptive research design. The population of this study was all the 22 pharmaceutical manufacturing companies in Nairobi County. The target population was the managers in the pharmaceutical manufacturing companies. The study was a census of all pharmaceutical manufacturing companies in Nairobi. A structured questionnaire was used for data collection. The questionnaire was pilot tested to determine its validity and reliability. The study used primary data which was gathered from the managers. Data collected was organized in spreadsheets for the purpose of analysis. It was coded and entered in Statistical Package for Social Sciences (SPSS, Version 22.0) for analysis. Correlation and regression analysis were conducted to find the relationship between the independent and dependent variables. The study found that cost leadership strategy, product differentiation strategy and focus strategy positively and significantly influenced performance of pharmaceutical companies in Nairobi County, Kenya. The study concluded that managing the production expenses enhances business performance because of increased profit value. Also, the study concluded that using technology to automate business operations lowers the cost thus increasing profitability. In addition to that, the study concluded that providing high quality products to customers builds customer loyalty which translates to improved performance. Similarly, the research concluded that lowering prices relative to that of competitors attracts more customers leading to increased sales volume. It was recommended that pharmaceutical firms should always aim at lowering the cost of production to reap optimal profits. However, these products should meet the quality demands in the market. It was also recommended that businesses should conduct customer satisfaction surveys to bridge the niche that may be identified. This way, businesses will be able to offer the relevant products and services and gain customer loyalty which eventually leads to increased profitability. In addition, it was recommended that non price competition strategies such as product packaging should be adopted by pharmaceutical firms to increase profitability. Customers would prefer to buy uniquely packaged products as they appear appealing. Future areas of study should focus on other competitive strategies since the three generic strategies that were identified did not account for 100% of the variation in performance of pharmaceutical firms.

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 KINERJA KEUANGAN DAN HARGA SAHAM

2018 ◽  
Vol 1 (2) ◽  
pp. 75
Author(s):  
Siti Atikah ◽  
RR Sapto Hendri BS ◽  
Intan Rakhmawati ◽  
Wirawan Suhaedi ◽  
Baiq Rosyida
Keyword(s):  
Profit Margin ◽  
Total Asset ◽  
Financial Leverage ◽  
Current Ratio ◽  
Return On Equity ◽  
Turnover Ratio ◽  
Net Profit ◽  
Asset Turnover ◽  
Equity Ratio

Salah satu faktor yang menjadi bahan pertimbangan seorang investor atau calon investor saham dalam menentukan harga tawaran beli  maupun tawaran jual adalah kinerja keuangan. Berbagai literatur menyatakan bahwa mahal atau murahnya harga saham ditunjukkan oleh kinerja keuangan. Penelitian ini bertujuan untuk menguji secara empiris arah atau hubungan kinerja keuangan dengan harga saham  pada  perusahaan  sektor  pertanian dan sektor pertambangan pada periode 2013 hingga 2015. Penelitian ini juga mengelompokkan kinerja keuangan berdasarkan harga saham yang kurang dari Rp 500 dan harga saham diatas Rp 500  Hasil analisis menunjukkan bahwa current ratio, debt to equity ratio, net profit margin, return on equity, earning per share, dan price earning rasio perusahaan  sektor  pertanian  memiliki  arah  yang  negatif  terhadap  harga saham, sedangkan arah positif ditunjukkan oleh asset turnover ratio, debt to total asset, financial leverage dan gross profit margin. Hasil yang berbeda terjadi   pada   harga saham   perusahaan   di   sektor   pertambangan.   Aset turnover ratio, debt to total asset, financial leverage, gross profit margin dan price earning ratio perusahaan sektor pertambangan memiliki arah yang negatif terhadap harga saham.

scholarly journals IS SMEs ABLE TO CONSTRUCT BUSINESS STRATEGY TO IMPROVE ITS PERFORMANCE USING ITS OWN ABILITY? (STUDY ON SMEs KARAWO HANDICRAFT IN CITY OF GORONTALO, INDONESIA)

2017 ◽  
Author(s):  
Ariawan ◽  
Made Sudarma ◽  
Djumahir ◽  
Ghozali Maskie
Keyword(s):  
Human Capital ◽  
Business Strategy ◽  
Capital Investment ◽  
Structural Equation ◽  
The Body ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Focus Strategy ◽  
Cost Leadership Strategy

Status: Preprint (belum di terbitkan pada Jurnal manapun)The objectives of this study were to analyze and investigate the human capital resource of SMEs to achieve the expected level of performance and to see if the quality of human capital had been appropriate enough to be able to apply certain business strategy. This study also intended to see if the cost leadership strategy, differentiation strategy, as well as appropriate focus strategy to improve the performance of SMEs. This study employed a survey design in which researcher conducted a survey to managers or owner of 68 SMEs of Karawo handicraft in Gorontalo city. This study also employed the structural equation or PLS approach using warpPLS application to analyze the data. The finding of this study showed that the ability of the human capital owned by the SMEs had not yet maximized in improving its performance. The role of the mediation business strategy (cost leadership strategy and differentiation strategy) have been appropriate and matched the ability of the human capital to improve the performance of SMEs. The result of this study enriches the body of knowledge related to the resource based theory and the development of strategic management of the human capital investment for the implementation of business strategy to achieve good performance and system. This study also offers practical benefit for managers or owners of SMEs, and government in developing the business. The data were collected using cross sectional strategy by analyzing the opinions and perception of the managers or owners of the business. Future researchers are encouraged to expand this by involving bigger number of sample and broader scope of study. Future researcher may also develop this study using mix method research design to verify and take action on the interesting result of this study related to the implementation of focus strategy based on the ability of the human capital which has been confirmed to have the highest coefficient path, yet did not have significant effect to the improvement of the performance without the involvement of mediational variables such as the combination of focus-cost strategy or focus-differentiation strategy.

scholarly journals Analysis of Company's Strategy and Characteristics of Earnings Quality

2021 ◽  
Vol 12 (2) ◽  
pp. 79-95
Author(s):  
Suwindha Idhastari
Keyword(s):  
Ownership Structure ◽  
Audit Quality ◽  
Earnings Quality ◽  
Institutional Ownership ◽  
Managerial Ownership ◽  
Company Size ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Leadership Strategy ◽  
Cost Leadership Strategy

This study aims to determine the effect of company strategy proxied by­ cost leadership strategy, differentiation strategy and investment opportunity set, and company characteristics proxied by company size, managerial ownership structure, institutional ownership structure and audit quality on earnings quality in manufacturing companies listed on the Indonesia Stock Exchange 2015-2019. The population in this study were 175 companies with a total sample size 37 compenies. The method used in determining the number of samples in purposive sampling. Regression analysis in this study using multiple linier regression. The result of this study indicate that the cost leadership strategy, investment opportunity set, managerial ownership structure, and institutional ownership structure have no effect on earnings quality. Meanwhie, the differentiation strategy, company size and audit quality have an effect on earnings quality. The result of multiple liniear regression analysis showed an adjusted R2 value of 0,342. This shows that the level of reletionship between the variable cost leadership strategy, differentiation strategy, investement opportunity set, company size, managerial ownership, institutional ownership, and audit quality on earnings quality is 34,2% and the remaining 65,8% is explained by other variables in beyond the research model.

scholarly journals Interdependensi Strategi Pemasaran Terhadap Kinerja Perusahaan (Suatu Penelitian pada Perusahaan Asuransi Indonesia yang sudah Go Public)

2014 ◽  
Vol 5 (1) ◽  
pp. 18
Author(s):  
Cecep Hidayat ◽  
Iskandar Putong ◽  
Rini Kurnia Sari
Keyword(s):  
Organizational Performance ◽  
Profit Margin ◽  
Insurance Companies ◽  
Return On Assets ◽  
Public Insurance ◽  
Return On Equity ◽  
Operating Profit ◽  
Net Profit ◽  
Study Population ◽  
Redundancy Index

This study aims to analyze the interdependence between the variables of marketing strategy and organizational performance of insurance companies using canonical correlation analysis with multiple multivariate analysis approach. The interdependent correlation value may explain the subgroup which the dominant variable affects other subgroups on the company based on the value of redundancy index. The study population was 9 go public insurance companies when the study was conducted in 2013. Given two exogenous variables, i.e. variables Effectiveness Strategy (STRAEFEK) and Efficiency Strategy (STRATEFIS). Endogenous variable is the Debt to Asset Ratio (DAR), Debt to Eqiity Ratio (DER), Return on Assets (ROA), Return on Equity (ROE), Operating Profit Margin (OPM) and Net Profit Margin (NPM).

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