scholarly journals COMPETITIVE STRATEGIES OF COMPANIES IN THE FOREIGN MARKET

2021 ◽  
Vol 116 (3) ◽  
pp. 12-22
Author(s):  
DUGINETS Ganna ◽  
KOLESNYKOVA Olena
Keyword(s):  
Competitive Strategy ◽  
Foreign Market ◽  
Enterprise Development ◽  
Competitive Strategies ◽  
Foreign Markets ◽  
Competitive Position ◽  
Goods And Services ◽  
Key Features ◽  
The Competitiveness Of Enterprises

The types and key features of competitive strategies, the process of forming a competitive strategy of enterprises and the main ways to increase the competitiveness of enterprises in foreign markets are substantiated. The competitive positions of Ukrainian companies were studied and the importance of competitive strategies for sustainable enterprise development, high profitability and competitiveness in modern markets of goods and services was analyzed. The mechanism of improving the competitive position of Ukrainian companies in foreign markets is determined.

scholarly journals Conceptual principles of evaluation of competitiveness of the enterprise in the conditions of entry into new international markets

2021 ◽  
Vol 2021 (2) ◽  
pp. 91-98
Author(s):  
Olena Mukan ◽  
◽  
A. Sharuk ◽  
Keyword(s):  
International Markets ◽  
Competitive Advantages ◽  
Foreign Markets ◽  
Goods And Services ◽  
Advantages And Disadvantages ◽  
National Market ◽  
Market Choice ◽  
The Right ◽  
Effective Assessment ◽  
The Competitiveness Of Enterprises

In today's market economy, competition is an important concept. Today, issues of competition and competitiveness are especially relevant due to the processes of globalization and intensification of competition between producers of goods and services. As a result, the question arises as to what makes one producer better than another and whether he is able to fully meet the needs of his consumer, thus ensuring his profit? Therefore, assessing the competitive advantages, production, personnel, technological and marketing capabilities of the enterprise, as well as identifying ways to improve them affect the competitiveness of the enterprise in both domestic and foreign markets, as well as the possibility of expanding into new markets. Assessing the competitiveness of the enterprise allows to determine its advantages and disadvantages in comparison with competitors, identify ways to improve it, strengthen the company's position in the national market and identify new target markets. The article provides a review of scientific literature, research and publications on the subject of research, describes the methods, their advantages and disadvantages for assessing the competitiveness of the enterprise in terms of entering new international markets. The stages, the sequence of which must be followed when assessing the competitiveness of enterprises, are summarized. The main indicators, factors, as well as some characteristics of the product that affect the competitiveness of enterprises are presented. It is established that for effective assessment of the competitiveness of the enterprise in terms of entering new international markets, it is advisable to use a set of several valuation methods using a certain sequence. The evaluation results influence the choice of strategy and forms of the company's entry into new international markets, market choice, sales policy, and also allows to effectively assess the company's performance and ability to respond quickly and effectively to external changes, make the right management decisions and take measures to improve competitiveness of the enterprise.

scholarly journals ANALYSIS OF KEY COMPETITIVE STRATEGIES EMPLOYED BY INTERNATIONAL COMPANIES

2018 ◽  
Vol 2 (6(18)) ◽  
pp. 47-50
Author(s):  
Korinnyi S. O. ◽  
Holianchuk A. R.
Keyword(s):  
Competitive Strategy ◽  
Theoretical Ground ◽  
Key Factors ◽  
Competitive Strategies ◽  
Key Features ◽  
The Way ◽  
International Companies

Today there are plenty of companies that compete for customers’ attention and loyalty. But some companies are successful and win in this battle, and others are being disappeared from markets. The reason of this is a successful or failing competitive strategy. There are a lot of factors that cause this choice and define its results. In the article there is provided a theoretical ground of types and key features of competitive strategies. It is proved with examples of companies that use them and the way they do it. There is also given an analysis of key factors that make these strategies and companies in general successful.

scholarly journals Formation of the generalized technology for the enterprise adaptive competitive strategy development in conditions of entering new foreign markets

2021 ◽  
Vol 11/3 (-) ◽  
pp. 13-16
Author(s):  
Mariana BORTNIKOVA ◽  
Yuliia CHYRKOVA
Keyword(s):  
Competitive Strategy ◽  
External Environment ◽  
Foreign Market ◽  
Strategy Development ◽  
Stable Operation ◽  
Foreign Markets ◽  
Industrial Enterprises ◽  
Graphic Modeling ◽  
Business Entities ◽  
Key Aspects

Introduction. The issues of industrial enterprises management systems adaptation are quite sharply expressed in the aspect of European integration processes since external factors have always influenced the activities of any enterprise and required measures of adaptation to them. Therefore, under the influence of the external environment uncertainty, business entities are forced to periodically make changes to their own management system, respectively, the importance of adaptation processes of enterprises increases directly in the context of all its varieties. The purpose of the paper is to study the key aspects and methodological foundations of building a generalized technology for the developing of an adaptive competitive strategy of an enterprise when entering foreign markets. The methodological and theoretical basis of the research within the framework of this work is the fundamental scientific works of leading scientists. To achieve the set goals and solve certain problems, general methods of cognition (analysis, observation, comparison, etc.) were used in the formation of the main provisions of the study; methods of structural decomposition and graphic modeling in the development and display of the proposed technology for the development of an adaptive competitive strategy of an enterprise when entering new foreign markets. Results. Based on the study, the essence of adaptive management is revealed. The principles of the adaptive competitive strategy formation are systematized. The influence of factors of the internal and external environment on the adaptation system of the enterprise is characterized. A generalized technology for developing an adaptive competitive strategy of an enterprise when entering new foreign markets is recommended, which provides for the implementation of the following stages: setting goals and objectives, analyzing the internal and external environment of an enterprise, diagnosing the influence of external and internal factors; choosing methods for entering new foreign markets, assessing strategic alternatives and choosing a strategy, planning implementation adaptive competitive strategy of the enterprise, the application of the adaptive competitive strategy of the enterprise, control and regulation of the adaptive competitive strategy implementation when entering new foreign markets. Conclusion. According to the results of the study, it was found that the implementation of the proposed technology stages will allow the development and implementation of measures for the adaptive competitive strategy application in the selected foreign market, as well as contribute to the stable operation of the enterprise both in the domestic and foreign markets.

scholarly journals Urgensi Lingkungan Bisnis Dan Strategi Dalam Menciptakan Keunggulan Kompetitif

2021 ◽  
Vol 13 (2) ◽  
pp. 156-174
Author(s):  
Lena Ellitan
Keyword(s):  
Business Strategy ◽  
Competitive Strategy ◽  
Business Performance ◽  
Small And Medium Enterprises ◽  
Business Environment ◽  
Research Approach ◽  
Competitive Strategies ◽  
Market Segments ◽  
Operational Strategies ◽  
Goods And Services

This study has several main objectives as follows: (1) To explore how SMEs develop strategies based on their strengths, weaknesses, opportunities, and challenges. (2) Explore the various efforts of SMEs in anticipating the uncertainty of the business environment. (3) Exporting the efforts of SMEs to formulate their competitive strategies. (4) Exploring how environmental uncertainty affects the choice of a SMEs competitive strategy. (5) Explore the efforts of SMEs to formulate their operational strategies. (6) Exploring how competitive strategy affects SME operational strategies. (7) Exploring how competitive strategy and operating strategy affects SMEs business performance. This study uses a descriptive research approach that seeks to identify and map (mapping) the potential and characteristics of SMEs in Surabaya and its surroundings (Sidoarjo, Gresik) with the aim of obtaining an accurate and detailed descirption of the potential characteristics of small and medium enterprises in the Surabaya area and surroundings. Based on the phenomena found in this study, there are several things that can be underlined: uncertainty in the business environment does not affect the company’s business strategy. In carrying out their business strategy, SMEs usually use the following strategis: (1) Concering the development of skills to respond to the opportunities created by companies in the first market. What often happens is that many imitators improve or modify goods and services to create higher value for buyers. If so, entrepreneurs need to shift their competitiveness to other market segments by dominating small market segments that large companies sess as having no oppurtunity. (2) Changes in product, market, or industry characteristics based on innovation. This strategy is carried out by changing existing products and services, for example changing benefits, values, and other economic characteristics. 

scholarly journals A Dyadic Perspective on Determinants of Entry Choices in the Global Hospitality Industry

2017 ◽  
Vol 53 (4) ◽  
pp. 77-92
Author(s):  
Kun Yang ◽  
John D. Buschman
Keyword(s):  
Brand Equity ◽  
Market Segmentation ◽  
Hospitality Industry ◽  
Foreign Market ◽  
Resource Dependency ◽  
Foreign Markets ◽  
Specific Knowledge ◽  
Firm Level ◽  
New Form ◽  
Management Contract

AbstractThis paper discusses the firm-level determinants of international hotels’ foreign markets entry choices, contrasting acquisition with management and franchise contracts, based on a resource-dependency perspective and appropriability theory. It points out that brand equity, relatedness of products and market segmentation, partner-specific knowledge of hotels, international experience, and the duration of proprietary knowledge impact hotels’ decisions on how to enter a foreign market. In addition, the paper suggests the existence of entry choices sequence favorable to acquisition probability after the end of management contract when the franchisors’ or management companies’ proprietary knowledge attenuates. Contract activity is likely to be renewed after the acquisition, once the management company has established a new form or a higher level of proprietary knowledge.

PROBLEMS OF SMALL AND MEDIUM-SIZED BUSINESS OF KHABAROVSK KRAI IN ENTERING THE FOREIGN MARKET

2021 ◽  
pp. 15-20
Author(s):  
E. A. Aleksandrova ◽  
T. S. Boiko
Keyword(s):  
Foreign Market ◽  
Innovative Development ◽  
Foreign Markets ◽  
Khabarovsk Krai ◽  
Systemic Problems

The article analyzes the problems of small and medium-sized business of Khabarovsk Krai, in particular, the problems associated with the process of entering the foreign markets. It is concluded that the key problems of small and medium-sized business of Khabarovsk Krai are the issues of logistics and innovative development. These are the strategic and systemic problems

scholarly journals The Dynamic Impacting Study of Competitive Strategies to Import Retail E-Commerce Sellers

2018 ◽  
Vol 16 (4) ◽  
pp. 53-66
Author(s):  
Xuanxuan Zhang
Keyword(s):  
Panel Data ◽  
Foreign Trade ◽  
Competitive Strategy ◽  
Practical Significance ◽  
Competitive Advantages ◽  
Competitive Strategies ◽  
Structure Adjustment ◽  
Theoretical Significance

The authors investigated several import retail e-commerce sellers through questionnaires and selected several types of variables based on Porter's competitive strategy theory. Then the authors used the panel data to empirically verify theoretical consumptions based on samples got by Python method from Jingdong Global Purchases and Tmall International, the top two e-commerce platforms in China. Results validated the three major competitive strategies that could enhance the competitive advantages to import retail e-commerce sellers. As it was not applied to all platforms and commodities, sellers should make different strategies through different platforms and commodities. This article has theoretical significance that filled in the gaps on import retail e-commerce sellers' competition. It also has certain practical significance by providing references for sellers on how to improve their competitive advantages, promote healthy competition and development of the import retail e-commerce, even to facilitate the structure adjustment of consumption and foreign trade in China.

scholarly journals DIRECTIONS OF INCREASING THE COMPETITIVENESS OF ENTERPRISES IN THE CONDITIONS OF MARKET CHANGE

2017 ◽  
Vol 19 (1(63)) ◽  
pp. 205-215
Author(s):  
V.M. Osipov ◽  
N.S. Palamarchuk
Keyword(s):  
Regional Level ◽  
Operating Costs ◽  
Innovative Development ◽  
Enterprise Development ◽  
Market Change ◽  
Regional Aspect ◽  
Comprehensive Development ◽  
The Relationship ◽  
The Competitiveness Of Enterprises ◽  
External Growth

The article explores the features of the interpretation of the concept of the competitiveness of enterprises by modern domestic and foreign economists. The directions of increasing the competitiveness of enterprises in modern conditions are justified, namely: innovative development of enterprises based on internal and external growth reserves and investment support for the comprehensive development of enterprises. The relationship between the investment and innovation components of enterprise development and their competitiveness under market conditions is determined. The implementation of these areas will contribute to improving the efficiency of the operation of the enterprise, improving its performance. Simultaneous combination of the use of these areas will increase the competitiveness of enterprises at the regional level and the level of the state as a whole. In the process of studying the competitiveness of modern enterprises, emphasis is placed on the regional aspect of their functioning. It is determined that in order to increase the competitiveness of enterprises, it is necessary to take into account the limitations and type of the market on which the enterprise operates. The main tools of the theory of restrictions are the passage, investment and operating costs of the enterprise. The management of these tools at the enterprise will increase the profitability and productivity of the enterprise and as a result - will increase the level of competitiveness of the enterprise in the conditions of market change.

scholarly journals MOTIVATION BEHIND THE FOREIGN EXPANSION OF ŁÓDŹ VOIVODESHIP COMPANIES

2019 ◽  
Vol 18 (3) ◽  
pp. 29-36
Author(s):  
Wojciech Grzegorczyk
Keyword(s):  
Foreign Market ◽  
Primary Research ◽  
Foreign Markets ◽  
New Markets ◽  
Market Expansion ◽  
Innovative Solutions ◽  
Strategic Goals ◽  
The Subject ◽  
Strategic Motivation

The aim of the article is to present the motivation behind foreign expansion of small and medium-sized enterprises (SMEs) based in Łódź Voivodeship. In order to carry out the project the researchers analysed the literature on the subject and conducted primary research on the sample of the selected companies with the use of survey and interview questionnaires that the managers of the companies surveyed responded to in 2017 and 2018.The decisions to enter foreign markets also resulted from the fact that companies wanted to increase their turnover and profits and in some cases, as the research proved, they were also motivated by factors concerning the companies productivity. Companies perceive foreign market expansion as an opportunity to expand their product offer, enter new markets, implement innovative solutions or achieve the previously set strategic goals, which is referred to as the so called strategic motivation.

scholarly journals Planning a market exit strategy for manufacturers of consumer goods when entering foreign markets

2017 ◽  
Vol 1 (1) ◽  
pp. 7
Author(s):  
Maik Döring
Keyword(s):  
Market Entry ◽  
Planning Process ◽  
Foreign Market ◽  
Consumer Products ◽  
Market Penetration ◽  
Exit Strategy ◽  
Foreign Markets ◽  
Worst Case ◽  
Market Exit ◽  
Planning Processes

Aim: The internal market for manufacturers of consumer products companies is often too small in order to grant long-term success. Therefore, companies expand and enter foreign markets. This paper presents a planning process for market penetration for the selected foreign market, which will show the possibility of a withdrawal and shows also whether an exit scenario is planned by manufacturers of consumer products and when companies tend to think about a market exit.Design / Research methods: First, the literature was studied. Based on this, hypothesis were prepared. This was followed by a telephone survey of decision-makers from German manufacturers of the consumer products companies. Conclusions / findings: A planning process for market penetration was developed, which shows next to the market entry also the market exit. Additional this paper shows that manufacturers of consumer products companies can be better prepared for a market exit than companies without an exit strategy, in particular, if the manufacturer sets out relevant economic parameters for the foreign market which determine whether to remain in the market or leave.Originality / value of the article: When analysing literature on planning processes for market entry, it becomes clear that an exit strategy is not planned. This may indicate that the authors did not consider a market exit and/or anticipate this as a worst case in their market entry assumption.Implications of the research: The last market entry of the surveyed companies usually occurred recently. For market exit results to be determined, a further consultation of the companies examined should be undertaken over a longer period of time.

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