scholarly journals AN INDEX FOR MEASURING HORIZONTAL DIFFERENTIATION IN HOSPITALITY

2020 ◽  
pp. 539-553
Author(s):  
María D. Illescas-Manzano ◽  
◽  
Manuel Sánchez-Pérez ◽  
Sergio Martínez-Puertas ◽  
◽  
...  
Keyword(s):  
Competitive Advantage ◽  
Hospitality Industry ◽  
Horizontal Differentiation ◽  
Product Analysis ◽  
Great Range ◽  
Differentiation Strategy ◽  
A Value ◽  
Quality Signals ◽  
Objective Quality ◽  
Resources And Capabilities

Amid a continuous and evolving offer of new services, the hospitality industry is immersed in a highly competitive changing environment, being differentiation an essential strategy to survive and gain a competitive advantage. As a consequence, a differentiation strategy is continuously being defined and adapted. Beyond the vertical differentiation, focused on objective quality signals, horizontal differentiation offers more chance and alternatives to hoteliers for using own resources and capabilities to gain a competitive advantage. In particular, product analysis and competition evaluation are a must-be to offer a value proposition co-created with the customer. Considering the great range of services, and the need to compute all properly and understandably, this work aims to design and index that can integrate all services of a hotel and allow comparison to evaluate the level of differentiation.

Strategi Diferensiasi sebagai Upaya Mewujudkan Keunggulan Bersaing pada UKM Furniture

2020 ◽  
Vol 8 (1) ◽  
pp. 20
Author(s):  
Arsy Permatasari Zahara ◽  
R. Deni Muhammad Danial ◽  
Acep Samsudin
Keyword(s):  
Competitive Advantage ◽  
Strong Correlation ◽  
Business Owners ◽  
Research Data ◽  
Added Value ◽  
Differentiation Strategy ◽  
A Value ◽  
Product Service ◽  
The City ◽  
Research Show

Competitive advantage is an ability to create products that have more added value that can be used as strength to win the competition. The study was conducted on the furniture business of the City of Sukabumi, which wants to win the competition in an increasingly increasing number of competitors with similar businesses. The purpose of this study is to determine and understand the effect of differentiation strategies as an effort to realize competitive advantage in furniture SMEs. Starting with the desire to realize competitive advantage, the company needs to create a difference or privilege that is not owned by competitors to be used as strength in winning the competition. The method used to process this research data is quantitative with associative methods. With 50 respondents, namely furniture business owners or managers using IBM SPSS Version 23. The results of this research show that this research is categorized as having a very strong correlation with a value of 0.896. So that the conclusions in this research reveal the differentiation strategy has an influence in realizing competitive advantage by creating a difference both from product, service, personnel and image.

Discovering a Rosetta Stone for Firm-Side Authenticity: An Empirical Investigation

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Ian Parkman ◽  
Samuel Holloway
Keyword(s):  
Competitive Advantage ◽  
Empirical Investigation ◽  
Identity Management ◽  
Academic Research ◽  
Corporate Identity ◽  
Organizational Contexts ◽  
Rosetta Stone ◽  
Innovation Capacity ◽  
Resources And Capabilities ◽  
Four Quadrant

While most academic research has considered authenticity from the consumers perspective, this paper proposes and tests a new empirical operationalization of Beverlands (2005) widely cited proposition that firm-side authenticity is…partly true and partly rhetorical (p.1008). Our study presents a model based on the Competitive Advantage (CA) that results from congruence between the partly true aspects of the firms internal culture, resources, and capabilities measured as Innovation Capacity (IC), alongside Corporate Identity Management (CIM) as the organizations partly rhetorical outwardly-directed corporate branding and marketing promotions activities. Our findings are interpreted through a four-quadrant Rosetta Stone framework for evaluating firm-side authenticity across organizational contexts and environments describing how high-IC/high-CIM (i.e., Authentic) firms create differentiation from low-IC/low-CIM Inauthentic organizations and low-IC/high-CIM Faux Imitators competitors who attempt to compensate for their lack of IC through increased investments in CIM.

scholarly journals The Perception of Job-related Motivators When Choosing a Career in the Tourism and Hospitality Industry – A Comparative Study Between Polish and Spanish Students

2017 ◽  
Vol 53 (2) ◽  
pp. 84-106 ◽  
Author(s):  
Aleksandra Grobelna
Keyword(s):  
Competitive Advantage ◽  
Rapid Growth ◽  
Career Paths ◽  
Hospitality Industry ◽  
Staff Turnover ◽  
Motivating Factors ◽  
Tourism Experience ◽  
Tourism And Hospitality Industry ◽  
Tourism And Hospitality

AbstractThe recent rapid growth of the tourism and hospitality industries raises a question about the quantity and quality of the workforce needed in these sectors. In the tourism/hospitality industry, where most services are delivered directly by employees, competitive advantage is primarily attained through people (employees), who are perceived as an integral component of tourism experience. This creates challenges for an industry suffering from high rates of staff turnover, especially of young employees who leave their jobs after graduation, choosing other career paths.This study presents the job related motivators that students found important when considering their future careers, and investigates the extent to which those motivators can be found in the tourism and hospitality industry. Is the industry able to offer the motivators that will keep the employees willing to choose this particular path? We focus on two groups of potential employees – Polish and Spanish students. The study reveals that both groups generally do not believe that a career in the TH industry offered these motivating factors. We also contrast and compare both groups’ perceptions in this area.

Resources, capabilities and competitive advantage of minor export crops farms in Sri Lanka

2018 ◽  
Vol 28 (5) ◽  
pp. 478-502 ◽  
Author(s):  
Vilani Sachitra ◽  
Siong-Choy Chong
Keyword(s):  
Sri Lanka ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Process Management ◽  
Relationship Building ◽  
Future Research ◽  
Content Type ◽  
Resources And Capabilities ◽  
Physical Assets ◽  
Export Crops

Purpose The agribusiness sector has long been acknowledged as a major source of livelihood to many people in developing countries. Hence, determining the resources and capabilities influencing farm-level competitive advantage are vital to better understand and formulate appropriate strategies to increase the competitiveness ofminor export crops farms. This study aims to understand of the link between resources-capabilities-competitive advantage for appropriate measures to be recommended to enhance the competitive position of the smallholding farms. Design/methodology/approach This study adopts the resource-based view in combination with dynamic capabilities. The scope comprises owners of farms who possess experience in commercial cultivation of minor export crops in Sri Lanka. A self-administrated structured questionnaire was used to collect data. Findings Based on the responses from 456 farm owners, results of the multiple regression analysis indicate that variables representing resources such as human assets, physical assets, financial assets, institutional capital, collective action and entrepreneurial identity; and dynamic capabilities such as organisational learning, relationship building, quality management and marketing are significantly associated with competitive advantage of the minor export crops farms. Reputation and farm process management capability are the only two insignificant variables. Taken together, the resources and dynamic capabilities investigated explain 89.3 per cent of the variation in competitive advantage, in which 82 per cent is contributed by resources. Originality/value The findings provide useful insights not only in terms of understanding the link between resources, dynamic capabilities and competitive advantage but also how resources and capabilities can be channelled and leveraged to bring about competitive advantage to the minor export crops farms. Theoretical and practical implications as well as future research directions are provided.

scholarly journals Strategic Communication and Competitive Advantage: Assessing CEO Letters of Global Airline Alliances

2021 ◽  
Vol 13 (1) ◽  
pp. 57-72
Author(s):  
Gang-Hoon Seo ◽  
Munehiko Itoh ◽  
Zhonghui Li
Keyword(s):  
Competitive Advantage ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Strategic Communication ◽  
Aviation Industry ◽  
Competitive Advantages ◽  
Differentiation Strategy ◽  
Airline Alliances ◽  
Executive Officers

Abstract For the last several decades, global airline alliances have ensured their market presence in the aviation industry. Scholars have focused on the effects of alliance affiliation for airlines and what the competitive advantages of alliances are. However, these issues have been discussed in relation to operational aspects. The quality of strategic communication can be an important factor in achieving a competitive advantage and realizing a differentiation strategy. This study assessed the differences in quality of strategic communication between the three leading alliance groups (oneworld, SkyTeam, and Star Alliance) and a non-alliance group. Comprehensive content analysis was implemented using the letters of chief executive officers (CEOs) of 46 airlines. We found that the non-alliance group has more ideal CEO letters than the alliance groups, and the main topics and quality of CEO letters of alliance group differed. This study provides a novel insight into the competitive advantage of global airline alliances.

scholarly journals Sustainability as “Value of Cooperatives”—Can (Wine) Cooperatives Use Sustainability as a Driver for a Brand Concept?

2021 ◽  
Vol 13 (22) ◽  
pp. 12344
Author(s):  
Barbara Richter ◽  
Jon H. Hanf
Keyword(s):  
Management Practices ◽  
Brand Management ◽  
Agricultural Cooperatives ◽  
The European Union ◽  
Differentiation Strategy ◽  
A Value ◽  
Brand Concept ◽  
The One ◽  
Definition Of ◽  
Shed Light

Similar to the number of agricultural cooperatives in the European Union, the number of German wine cooperatives is decreasing. The main purpose of the wine cooperatives is to support the member businesses with the highest possible payouts for their grapes. Wine cooperatives can fulfil this purpose by implementing a differentiation strategy. On the one hand, brands can be used for differentiation. On the other hand, cooperatives can use particular values in the communication with customers that correspond to the target group’s values. Based on the definition of the International Co-operative Alliance, cooperatives are a sustainable form of enterprise. Therefore, the question arises whether it is possible to use sustainability as a value that corresponds to cooperatives as a form of enterprise as well as to a strong societal value that gains importance. Which role does social capital play in the context of social sustainability? The aim of this paper is to shed light on the understanding of brands, to show which cooperative-specific characteristics might pose a challenge to cooperatives in terms of brand management and to examine the understanding of the sustainability construct as well as sustainable management practices applied by wine cooperatives to date. Two exploratory, qualitative studies have been conducted.

scholarly journals The Circular Economy

2019 ◽  
Vol 1 (1) ◽  
pp. 298-309 ◽  
Author(s):  
José G. Vargas-Hernández ◽  
Marlene De Jesús Morales Medrano
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Circular Economy ◽  
Social Impact ◽  
Point Of View ◽  
Economy Model ◽  
Operational Level ◽  
Resources And Capabilities ◽  
The Right

The purpose of this document is to analyze the Circular Economy (CE) model from the point of view of the resources and capacities of the organization. How is the application of the Circular Economy model related to Strategic Management? At first glance, it seems that the CE is operating within an operational level with a social impact, but it also has implications that allow us to think that it can be used as an internal resource of the company that, if applied in the right way, can become a competitive advantage, in other words, the application of the CE is related to Strategic Management through the point of view based on resources and capabilities. Therefore, the present investigation has a descriptive-correlational nature, which was analyzed through Peng's VRIO framework.

An Analysis of Knowledge Space Concept and Recursive Approach for Servitizing in Manufacturing Industries

2014 ◽  
pp. 273-291
Author(s):  
H. M. Belal ◽  
Kunio Shirahada ◽  
Michitaka Kosaka
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Manufacturing Industry ◽  
Manufacturing Companies ◽  
Knowledge Space ◽  
Creation Process ◽  
A Value ◽  
A Company ◽  
Analysis Of Knowledge ◽  
Space Concept

This chapter proposes a knowledge space concept and a recursive approach to servitizing in the manufacturing industry. Manufacturing companies need to move up the value chain and compete on the basis of value delivered rather than on the basis of typical products. Therefore, more corporations are adding value to their core corporate offerings through services, which is called servitization, and the strength of service activities within the manufacturing industry (servitization) has become the main source of competitive advantage. This chapter identifies two exclusive approaches to adapting servitization in the manufacturing industry called the knowledge space concept and recursive approach, which also explains the value co-creation process with customers through integrating “B-to-B to C,” which produces a company that is a value provider.

Strategic Transcultural Marketing Management and Global Competitiveness

2014 ◽  
pp. 1226-1248
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Schools ◽  
Global Strategy ◽  
Education Programs ◽  
Competitive Position ◽  
Leadership Culture ◽  
Global Competitiveness ◽  
Resources And Capabilities

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.

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