scholarly journals FUERZA DE LA COMPETENCIA EN EL SECTOR PERIODÍSTICO: El Caso de los Diarios Formales de Lima

1995 ◽  
pp. 41-57
Author(s):  
Javier Antonio ◽  
◽  
Ricardo Cornejo ◽  
Raquel Reinoso ◽  
Fanny Soto ◽  
...  
Keyword(s):  
Bargaining Power ◽  
Competitive Advantages ◽  
Barriers To Entry ◽  
Print Journalism ◽  
Know How ◽  
Competitive Forces ◽  
Formal Style

Applying Porter's methodology of the well-known five competitive forces to analyze the nature of competition, this article seeks to demonstrate that the competitive advantages obtained by the companies are a function of the structure of the industry and the strategies developed by the intervening companies. To this end, we analyze the Peruvian print journalism sector, that of non-specialized newspapers, exponents of a formal style of presentation of information and aimed at traditional readers, a segment made up of: El Comercio, Expreso, La Republica and La Nación. The results show that, of the five competitive forces, the most relevant for the segment studied are the high barriers to entry, mainly due to the high levels of investment and know-how required; the permanent possibility of substitution by television and radio; and the bargaining power of clients, exercised by distribution agents and advertisers. It can be said that there are two aspects on which the newspapers analyzed have developed their competitive advantages: the barriers created and the positioning achieved.

scholarly journals Peran Faktor Internal Dan Faktor Eksternal Pada Keberlangsungan Start-Up Bisnis Kota Surabaya

2016 ◽  
Vol 9 (1) ◽  
Author(s):  
Fransisca Desiana Pranata Sari ◽  
Sri Nathasya Br Sitepu
Keyword(s):  
Human Resources ◽  
Bargaining Power ◽  
External Factors ◽  
Barriers To Entry ◽  
Internal Factors ◽  
Start Up ◽  
Essential Components ◽  
Substitute Products ◽  
Rival Firms ◽  
Internal And External Factors

Business Competition encourages entrepreneurs to have competence in managing the business. Start-up businesses will grow if it is able to manage the internal factors and external factors well. This study focuses on internal factors from the perspective of companies consisting of four components, namely marketing, human resources, finance, and operations. The second focus of this study is the external factor of a business seen from the approach five forces Porter lists five essential components of the external factors, namely: barriers to entry in the industry, threat from substitute products, threat from suppliers bargaining power, threat from buyers bargaining power, Among existing industry and rival firms. The object of this study is a start-up business in the city of Surabaya. This study used descriptive qualitative method with the aim of optimizing the management view of internal and external factors in the success of a start-up business seen from the perspective of the company. Validation of the results using triangulation techniques using: parisipatif observation, interview, and documentation (photos and interviews) to the informant (object) research. The results showed the management of internal factors (marketing, human resources, finance, and operational) and external (barriers to entry in the industry, threat from substitute products, threat from suppliers bargaining power, threat from buyers bargaining power, and rival Among existing industry firms ) is an important component that must be optimized in order to support the success of start-up businesses.

scholarly journals PORTER’S FIVE FORCES INFLUENCE ON COMPETITIVE ADVANTAGE IN TELECOMMUNICATION INDUSTRY IN KENYA

2020 ◽  
Vol 5 (2) ◽  
pp. 30
Author(s):  
Peter Mugo
Keyword(s):  
Competitive Advantage ◽  
Mobile Phone ◽  
Bargaining Power ◽  
Business Environment ◽  
Handheld Devices ◽  
Telecommunication Industry ◽  
Unique Contribution ◽  
Barriers To Entry ◽  
New Entrants ◽  
Substitute Products

Purpose: Competition is at the core of existence of firms. This determines the appropriateness of a firm’s activities that can contribute to its performance, such as innovations, a cohesive culture, or good implementation. Many firms have performed poorly in a competitive environemnt due to failure to analyse and strategise on the Porter’s Five Forces, regardless of the industry sector. Competitive strategy aims to establish a profitable and sustainable position against the forces that determine industry competition. The purpose of the study was to  investigate the influence of Porter’s Five Forces on competitive advantage in telecommunication industry in Kenya. The study aims at establishing the extent to which barriers to entry,  rivalry among established firms, bargaining power of buyers, bargaining power of suppliers and substitute products influence competitive advantage of telecommunication industry in Kenya. Methodology:The study adopted desktopresearch. Specifically, the paper identified documentary evidence in the form of already completed studies that focused on influence of porters five forces on competitive advantage both locally, regionally and globally. Findings:The study findings indicated that there was threat of new entrants in the teleommunication industry in kenya due to presence of various competing firms. In addition, although the suppliers in the industry had formed associations to negotiate prices with the input providers, the buyers bargaining power was high. The firms had to strategize on how to attract and retain the customers to avoid shifting from one company to the other. Findings on   bargaining power of buyers of mobile phone providers indicate that, firms have spent time and energy in ensuring their customers are well protected and incentivized so as to stick to their respective mobile networks. Similarly, findings on intensity of rivalry, indicate that to strategize and win in this highly competitive industry, product differentiation, process innovation, product innovation and technological innovation are some of the strategies the companies use to stay ahead.  Findings on threat of substitute products indicate that, the industry has a number of substitutes that can highly influence the profitability of these companies. The study concludes that porters five forces framework indeed influenced performance of telecommunication firms in Kenya. The study also concludes that the threat of new entrants applies to the mobile phone providers in the Kenyan Telecommunication industry due to the presence of various competing organizations. These organizations are offering similar products and services such as mobile money transfer services, handheld devices, airtime and accessories. Unique contribution to theory, practice and policy The study recommends that the telecommunication firms should keep monitoring their business environment so as to structure the appropriate strategies to keep up with competition and technological changes.

A Resource-Based Approach to Mergers and Concentration of the Banking System in Mexico post Crisis 1994

2014 ◽  
pp. 22-45
Author(s):  
José G. Vargas-Hernández
Keyword(s):  
Banking Sector ◽  
Banking System ◽  
Foreign Banks ◽  
Competitive Advantages ◽  
Subsequent Generation ◽  
Barriers To Entry ◽  
Global Expansion ◽  
Expansion Strategy ◽  
Foreign Competitors ◽  
Resource Based Theory

The strength of the companies is sustained in the resources that it owns that can be considered like a barrier to the entrance for other companies. The case of the banking sector of these resources was affected by the crisis of 1994, devastated with the anti-crisis measures and the entrance of foreign competitors at the end of the 1990s. Under this environment, this chapter analyzes the acceleration of the concentration at the Mexican banking system based on the resource-based theory. To have competitive advantages in resources and a solid global expansion strategy, foreign banks were able to climb to a position in the Mexican banking system, with the subsequent generation of barriers to entry to maintain its leadership.

PERCEIVED COMPETITION AND INNOVATIVE INTENTIONS IN DUTCH SMALL AND MEDIUM-SIZED ENTERPRISES

2011 ◽  
Vol 15 (04) ◽  
pp. 687-707 ◽  
Author(s):  
JEROEN P. J. DE JONG
Keyword(s):  
The Netherlands ◽  
Product Innovation ◽  
Bargaining Power ◽  
Process Innovation ◽  
Three Dimensions ◽  
Complex Relationship ◽  
Product And Process Innovation ◽  
Buyer Power ◽  
Product And Process ◽  
Competitive Forces

This paper explores the complex relationship between competition and innovation by analyzing survey data of 2,281 small and medium-sized enterprises (SMEs) in the Netherlands. We develop and test hypotheses on the relationships between three dimensions of perceived competition (internal rivalry, supplier power and buyer power) and firms' intentions to engage in product and process innovation. Moreover, we analyze if firms' strategic attention for innovation is a moderating variable. We find that specific innovative intentions relate to different perceptions of competitive forces. Intentions to engage in process innovation correlate with the perceived bargaining power of suppliers, while intended product innovation correlates with perceived buyer power and internal rivalry between incumbent firms in the market — but the correlation with internal rivalry is significant only when firms report no strategic attention for innovation.

scholarly journals Five Competitive Forces Model and the Implementation of Porter’s Generic Strategies to Gain Firm Performances

2017 ◽  
Author(s):  
Sirajuddin Omsa ◽  
Ibrahim H. Abdullah ◽  
Hisnol Jamali
Keyword(s):  
Bargaining Power ◽  
Small And Medium Enterprises ◽  
Partial Least Square ◽  
Least Square ◽  
Differentiation Strategy ◽  
Medium Enterprises ◽  
Wooden Furniture ◽  
Focus Strategy ◽  
Generic Strategies ◽  
Competitive Forces

Five competitive forces that comprise bargaining power of buyers, bargaining power of suppliers, threat of newentrants, threat of substitute products or services, and intensity of rivalries have been studied by many researchers for several years. However, linking them with Porter’s generic strategy in order to gain financial and market performance in the Micro, Small and Medium Enterprises (MSMEs) context is very rare. The main purpose of this study is to analyze how those fivecompetitive forces affect generic strategies developed by Porter and how the generic strategies affect firm performances. Questionnaire, survey and deep interview were conducted to figure out the implemented generic strategies by the owners of MSMEs of wooden furniture in East Java, Indonesia. Smart partial least square (PLS) was used to analyse the data. The results show that power of buyers (PoB) significantly affects only differentiation strategy (DS), power of supplies (PoS) significantly affects cost leadership strategy (CLS) and focus strategy (FS) but does not significantly affect differentiation strategy (DS), and threat of rivalries (ToR) significantly affects differentiation strategy (DS) and focus strategy (FC). In regards to the relationship between generic strategies and firm performances (FP), the results of this study show that both DS and FS significantly affect FP, while CLS does not significantly affect FP. Based on these findings, it is suggested that the owners of MSMEs wooden furniture in East Java (Indonesia) consider PoB, PoS, and ToR before performing DS and FS to gain much greater firm performances in the future.

scholarly journals A Importância da Gestão Estratégica de Pessoas no Âmbito Organizacional

2021 ◽  
Vol 24 (40) ◽  
pp. 68-72
Author(s):  
Bruno Gomes de Sousa ◽  
Marcos Aurélio Cavalcante Ayres ◽  
Maycon Da Cruz Marinho ◽  
Rogério Sales Silva ◽  
Thiago Sousa Silva
Keyword(s):  
Human Capital ◽  
Human Being ◽  
Competitive Advantages ◽  
Effective Management ◽  
Knowledge Process ◽  
Know How ◽  
Administrative Management ◽  
The People ◽  
Managing Innovation ◽  
Capital Humano

ResumoO advento da globalização, especificamente, no que se refere à esfera empresarial permitiu a adoção de importantes mudanças em se tratando da gestão administrativa das empresas. Tais mudanças se referem, principalmente, à forma como se encaram as pessoas que compõem as empresas. Acredita-se que sejam as pessoas a parte essencial de todas as empresas. Este artigo pretendeu discutir sobre a importância das pessoas, bem como de saber qual a forma de lidar com elas e como isto pode influenciar, positiva ou negativamente, nos resultados das empresas. Assim, observa-se que para gerir as pessoas não se deve ter apenas visão mecanicista ou mesmo metódica, é necessário que se discuta e compreenda as diferenças existentes entre técnicas obsoletas antigas e as modernas, que atuam conjuntamente com uma gestão eficaz. Precisa ser resgatado o papel que o ser humano representa dentro das organizações quanto a sua atuação nas atividades que executa como colaboradores dentro das empresas. Tal atitude, por parte das organizações, lhes permitirá ver que o capital humano poderá ser o seu grande diferencial em se tratando de competitividade. Diante do exposto, o artigo procurou baseado em diversas literaturas bibliográficas, apresentar uma análise da importância da gestão de pessoas para as organizações, bem como demonstrar o quanto elas possuem um reflexo positivo nos resultados finais das empresas. Afinal, quando uma gestão de pessoas é eficaz, aliada ao processo de gestão da inovação e conhecimento terá condição de garantir muitas vantagens competitivas, que podem ser difíceis ou mesmo impossíveis de serem copiadas pelas empresas concorrentes. Palavras-chave: Empresa. Gestão de Pessoas. Globalização. Resultado. AbstractThe advent of globalization, specifically concerning the business sphere, has allowed the adoption of important changes in the companies administrative management. These changes are mainly related to the way the people who make up the companies are viewed. It is believed that people are the essential part of all businesses. This article aimed to discuss the people’s importance as well as to know how to deal with them and how this can influence positively or negatively in companies' results. Thus, it should be noted that in order to manage people one should not only have a mechanistic or even methodical view, it is necessary to discuss and understand the differences between old and modern obsolete techniques that work together with effective management. The role needs to be rescued that the human being represents within the organizations as to their performance in the activities that perform as collaborators within the companies. Such an attitude on the part of the organizations will allow them to see that human capital can be their great differential when it comes to competitiveness. Considering the above, the article sought based on several bibliographical literatures, present an analysis of the importance of people management for organizations, as well as demonstrate how they have a positive reflection on the companies final results. After all, when people management is effective, allied to the managing innovation and knowledge process will be able to guarantee many competitive advantages that may be difficult or even impossible to be copied by competing companies. Keywords: Company. People management. Globalization. Result.

Historical lessons of potato cooperation

2019 ◽  
pp. 48-58
Author(s):  
Vladimir Osipov
Keyword(s):  
Positive Result ◽  
Market Power ◽  
Bargaining Power ◽  
Economic Conditions ◽  
Direct Impact ◽  
Agricultural Producers ◽  
Institutional Conditions ◽  
Know How ◽  
The Past ◽  
Stage Of Development

The article suggests a discussion about finding solutions to the uneven market power of potato producers and processors. The high bargaining power of individuals who are not directly related to the production of potatoes has a direct impact on the income level of those who create the product. The obvious injustice of such a situation is not the know-how of the modern stage of development of capitalist relations in Russia, but a well-forgotten old, unresolved question from the past. Such a situation, when the producer of the product was in a deliberately subordinate position in relation to the buyer, wholesale processor, breeder, is completely new. And the decision that previously gave a positive result cannot be called new, it is industrial cooperation. There are institutional conditions for its implementation; it seems that economic conditions have ripened to strengthen agricultural producers.

Information Strategy as Enabler of Competitive Advantage

2014 ◽  
Vol 5 (1) ◽  
pp. 30-41 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Contextual Analysis ◽  
Innovation Strategy ◽  
Competitive Advantages ◽  
Information Strategies ◽  
Business Ecosystems ◽  
Comprehensive Manner ◽  
Quality And Reliability ◽  
Competitive Forces

Technology has been continuously improving, causing high business pressures that affect organizations' current and future competitiveness. Gaining competitive advantage is critical for organizations. Among the various resources which organizations deploy to succeed, information is identified as a crucial resource. The success of organizations depends on the decisions made and the excellence of decisions depends upon the quality and reliability of information. If this be so, then information strategies need to be designed and implemented in a comprehensive manner so that the organizations derive competitive advantage. Based on an in-depth literature review and contextual analysis, this paper will review competitive forces and competitive information systems strategies for gaining competitive advantages, explain concepts of value chain, business ecosystems and discuss innovation strategy.

The analysis of barriers to entry into the pharmaceutical market of Ukraine

2021 ◽  
pp. 6353-6358
Author(s):  
Elena Shuvanova ◽  
Olha Rohulia
Keyword(s):  
Market Entry ◽  
Pharmaceutical Market ◽  
Business Strategies ◽  
Entry Barriers ◽  
Competitive Advantages ◽  
Barriers To Entry ◽  
Competitive Situation ◽  
Foreign Companies ◽  
Free Competition ◽  
Legal Nature

The pharmaceutical market of Ukraine is characterized by a tendency to dominate imports over exports, which indicates its economic attractiveness for foreign companies that face various obstacles when entering the market. Entry barriers are understood as factors of an objective or subjective nature that prevent new firms from organizing profitable operations in the industry. The presence and impact of market barriers prove the need for their identification and comprehensive research. It has been established that when entering the pharmaceutical market of Ukraine, there are restrictive barriers related to state policy (for example, licensing, registration of medicines, examination, certification, etc.), barriers due to competition, and barriers of a non-legal nature. The results of the analysis of the competitive situation as a possible barrier characterize the pharmaceutical market of Ukraine as a market of free competition, which contributes to the relatively free entry of foreign manufacturers. Market entry barriers are also caused by anti-competitive behavior such as mergers and acquisitions, unfair competition, informal agreements, and so on. The results of the research can be used in making decisions about entering new markets or market segments for pharmaceutical companies, in forming competitive advantages and business strategies in order to develop potential in the long term.

scholarly journals LIDERES RESILIENTES Y MANAGEMENT DEL EMPORIO COMERCIAL DE GAMARRA DEL DISTRITO DE LA VICTORIA. RESILIENT LEADERS AND MANAGEMENT OF GAMARRA COMMERCIAL EMPORIUM, “LA VICTORIA” DISTRICT.

LOGOS ◽  
2017 ◽  
Vol 5 (1) ◽  
Author(s):  
Mg. Florez Garmendia Pedro ◽  
Mg. Farfán Flores Moisés
Keyword(s):  
Organizational Learning ◽  
Experimental Design ◽  
Qualitative Study ◽  
Economic Crisis ◽  
Business Management ◽  
Organizational Resilience ◽  
Competitive Advantages ◽  
Know How ◽  
Financial Uncertainty ◽  
Challenging Environment

RESUMENEn un mundo lleno de cambios, transformaciones e incertidumbre económica y financiera,  ¿por qué algunas organizaciones fracasan y otras llegan a recuperarse con, incluso mejores resultados que antes.? Más que centrarse en las causas que generan esta situación, la resiliencia  organizacional y en especial los lideres resilientes , crean ventajas competitivas  sobre otras empresas, al saber administrar–management– las adversidades internas y externas , enfrentándolas, sobreponiéndolas  y aprendiendo  de ellas para  fortalecerse.Las empresas que desarrollan la resiliencia son capaces de seguir proyectándose en el futuro a pesar de tener delante un entorno difícil y complicado que la crisis económica les está imponiendo, pero hay empresas que presentan un desempeño superior a otras, que no sólo subsisten sino que aún mejoran sus resultados.¿En qué se diferencian estas organizaciones de las  que  en su  gran  mayoría  sufren  los  embates perniciosos de las situaciones críticas?Las empresas resilientes transmiten optimismo, resisten a la adversidad, saben adaptarse al entorno que les rodea, aprenden y desaprenden sin limitaciones, son capaces de mantener la confianza en lo que hacen, en su proyecto de empresa.  El estudio, Lideres  resilientes y management del emporio comercial  de Gamarra, estuvo enmarcado dentro del nivel de investigación tipo descriptivo y explicativo con un estudio cualitativo y un diseño no experimental y se buscó determinar, como  los lideres  resilientes influyen  en los procesos  del  management  del emporio comercial  de Gamarra del Distrito de la Victoria. La población estuvo conformada  con una población de 364 comerciantes  y una muestra 48 confeccionistas y textiles .Se privilegia la teoría de  Wolin & Wolin  (1993)  que  privilegia  los argumentos de  la resiliencia.Palabras  claves : Lideres  resilientes, Empresas resilientes,  Management , Aprendizaje organizacional. SUMMARYIn a world full of changes, transformations and economic and financial uncertainty, why some organizations fail and others achieve to recover with even better results than before? Rather than focusing on the causes of this situation, especially organizational resilience and resilient leaders, create competitive advantages over other companies, to know how to manage - management - internal and external adversities facing them, endure them and learning from them to become stronger. Companies that develop resilience are able to continue projecting into the future despite having ahead a difficult and challenging environment that the economic crisis is imposing them, but there are companies that have a performance superior to others, which not only persist but even improve their results.What these organizations that mostly suffer the pernicious attacks of critical situations differ?Resilient companies transmit optimism, resisting adversity, know how to adapt to the environment around them, learn and unlearn without limitation, they are able to maintain confidence in what they do in their business project. The study, Resilient Leaders and management of the commercial emporium of Gamarra, was framed within the level of descriptive and explanatory type research with a qualitative study and a non-experimental design and sought to determine, as the resilient leaders influence the processes of management of the Emporium Gamarra commercial district of Victoria. The population consisted of a population of 364 dealers and a sample 48 garment manufacturers and textile .The theory favors Wolin & Wolin (1993) that favors the arguments of resilience. Keywords : Leaders resilient, resilient Business, Management, Organizational Learning.

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