Strengthening Competitive Position: Strategic Orientation in Lithuanian Travel Trade Industry

2011 ◽  
Vol 71 (1) ◽  
Author(s):  
Jurgita Sekliuckiene ◽  
Rimante Hopeniene
Keyword(s):  
Strategic Orientation ◽  
Competitive Position

scholarly journals Mandatory cost and other cost coming from the adoption of quality certifications in the hospitality business

2011 ◽  
Vol 17 (1) ◽  
pp. 153-169
Author(s):  
M. Victoria Sánchez Rebull ◽  
Ana Beatriz Hernández ◽  
Lucia Banchieri ◽  
Fernando Campa Planas ◽  
Matias Ginieis
Keyword(s):  
Strategic Orientation ◽  
The Other ◽  
Environmental Certification ◽  
Competitive Position ◽  
Hospitality Sector ◽  
Hospitality Business ◽  
Relevant Cost

The adaptation to the regulation of hospitality business implies a relevant cost in the profit and loss account. Additionally, some companies in this business decide to add some voluntary quality and environmental certification systems, which also yields to increased costs. The purpose of this paper is to quantify these costs and to analyse if the hotel size influences them. A total of 67 different costs were considered in hotels of all sizes, in the region of Catalonia as one of the most relevant touristic markets in Europe. Data were collected from the regulation applied to the hospitality sector, from specialised consultant companies and from a questionnaire supplied to 472 hotels in August and September 2008. The main results of this study show that the unitary cost by room, considering both, compulsory and voluntary costs, is lower in big hotels. On the other side, the smaller hotels are suffering high unitary costs. These results could be useful for the strategic orientation of hotels due to the relevance of costs to determine the competitive position of a firm. The main contribution of this work is to analyse the effects of compulsory costs and voluntary cost derived from the implementation of quality and environmental certifications in the hospitality sector, which could strongly affect the performance of this industry.

The Influence of Strategic Orientation on Firm Performance Mediated by Social Media Orientation at MSMEs

2018 ◽  
Vol 4 (08) ◽  
Author(s):  
Aekram Faisal ◽  
Asep Hermawan ◽  
Willy Arafah
Keyword(s):  
Social Media ◽  
Firm Performance ◽  
Market Orientation ◽  
Entrepreneurial Orientation ◽  
Two Dimensions ◽  
Strategic Orientation ◽  
Equation Modeling ◽  
Learning Orientation ◽  
Technological Orientation ◽  
Media Orientation

The main purpose of this research is to analyze the influence of strategic orientation on firm performance mediated by social media orientation at MSMEs. Strategic orientation includes market orientation, entrepreneurial orientation, technological orientation, and learning orientation. The design used in this research is hypothesis testing by using Structural Equation Modeling (SEM). The respondent population of this research is all owners or managers of MSMEs located in DKI Jakarta area and have been running their business for at least 2 (two) years, and have used social media in their business. This study used a sample of respondents. The sampling was done by using non-probability sampling technique with purposive sampling method with 321 respondents. The results of this study show that only learning orientation has a direct effect on firm performance, while for market orientation and entrepreneurial orientation requires mediation role from social media orientation, and for technological orientation either directly or after mediation by social media orientation still has no effect significant to firm performance. The variable that has the greatest influence on firm performance after mediated by social media orientation is the entrepreneurial orientation. The results of this study provide insight for MSMEs practitioners, in order to use their strategic activities to increase the use of social media so as to improve the firm performance. This study has limitations, including not detailing the construct dimension of social media orientation into two dimensions of visibility and Sales and business development, and the sample of respondents from this study is only the perpetrators of MSMEs located in the area of DKI Jakarta. This can be a suggestion for further research. The model proposed in this study is to add the role of social media orientation as a mediation variable in the relationship between strategic orientation with firm performance.

Strategy and structure of the hotel industry in Malaysia

2007 ◽  
Vol 4 (1) ◽  
pp. 97
Author(s):  
Salleh Mohd Radzi ◽  
Mohamed Amran ◽  
Abdul Razak Aziz ◽  
Azlan Supardi
Keyword(s):  
Structural Equation Modeling ◽  
Analysis Of Variance ◽  
Structural Equation ◽  
Hotel Industry ◽  
Strategic Orientation ◽  
Equation Modeling ◽  
Major Purpose ◽  
Strategy And Structure ◽  
Relationship Of ◽  
The Relationship

The major purpose ofthis study was to examine the relationship of strategy and structure. Porter s(/980) strategic typology was utilized to classify hotel firms by strategic orientation; and, an analysis of variance was performed to determine the differences in their performance. Structural Equation Modeling was used to confirm the factors underlying the strategy and structure constructs.

Competitive Position of Automobile Producers

1950 ◽  
Vol 6 (2) ◽  
pp. 71-76
Author(s):  
Arthur W. Warde
Keyword(s):  
Competitive Position

POLITICAL AND STRATEGIC COORDINATION AND COOPERATION FOR DEVELOPMENT: THE CASES OF ZPCSA AND GGC

2016 ◽  
Vol 31 (2) ◽  
pp. 19-36
Author(s):  
Paulo Fagundes Visentini ◽  
Analúcia Danilevicz Pereira
Keyword(s):  
South Atlantic ◽  
Strategic Orientation ◽  
International Affairs ◽  
The South ◽  
Strategic Issues ◽  
Strategic Coordination ◽  
Regional Order ◽  
Energy Products ◽  
A Site ◽  
Political Economic

The creation of the Zone of Peace and Cooperation of the South Atlantic (ZPCSA) in 1986 and the Gulf of Guinea Commission (GGC) in 2001 was about changes in the distribution of world power. This article argues that though they emerged at different times, their strategic orientation converges in a number of areas related to the significant interests in the South Atlantic as an area of stability in the region to be marked by strong political, economic and military ties. They also converge on the ideal for development, security and greater projection of power and influence in international affairs. The South Atlantic being a route of passage and trade, as a means of access and flow of energy products, the region became a site for new calculations of regional strategic powers about world affairs. The article also argues that ZPCSA and GGC are therefore crucial for the regional order and the development of higher capacities for cooperation on strategic issues. The actual point of convergence extends to ensuring the sovereignty through dialogue between the states in the region that are involved.

ANALISIS DAYA SAING DAN STRATEGI PENGEMBANGAN AGRIBISNIS GANDUM LOKAL DI INDONESIA

2013 ◽  
Vol 1 (1) ◽  
pp. 9
Author(s):  
Lukman Muhammad Baga ◽  
Agnes A. D. Puspita
Keyword(s):  
Swot Analysis ◽  
Food Product ◽  
Development Strategies ◽  
Alternative Food ◽  
Staple Food ◽  
Competitive Position ◽  
Wheat Production ◽  
Indonesian Government ◽  
High Carbohydrate ◽  
Developing Strategies

<em>Wheat is an alternative food product that contains high carbohydrate, which is currently consumed by many Indonesian people in order to substitute their staple food of rice.  However, Indonesia must import large amount of this product, and during the last decade the imported volume has dramatically increased.  In 2008 the imported wheat reached 4.9 million tons. Since 2001, Indonesian Government has developed domestic wheat agribusiness which aimed to establish industrial villages of domestic wheat production.  However, due to some obstacles, the program is not successful yet. Therefore, it is needed to study the competitive position of wheat agribusiness in Indonesia.  The study’s objectives are (1) to portrait the current domestic wheat agribusiness in Indonesia, (2) to analyze the domestic wheat competitive position, and (3) to formulate strategy for developing domestic wheat agribusiness in Indonesia as an effort to fulfill some part of domestic wheat demand and to build industrial villages of wheat production. The study was conducted in 2009. Data have been analyzed by using the frame of Porter’s Diamond Theory in order to find out the competitive position of Indonesian domestic wheat agribusiness.  Afterwards, SWOT analysis is used to investigate internal strengths and weaknesses as well as external opportunities and threats of Indonesian wheat agribusiness in order to formulate the developing strategies. Finally, the approach of strategic architecture is used to arrange the formulated strategies where it can be easier to get the picture. The conclusion of Porter’s Diamond analysis showed that each subsystems of domestic wheat agribusiness in Indonesia still do not support one to another, therefore, its competitiveness becomes weak. In order to strengthen its competitiveness, domestic wheat agribusiness needs to be developed more properly by paying attention to development strategies which have been consciously formulated and put in mapping of strategic architecture.</em>

IT IN STRATEGIC APPROACH TO TECHNOLOGY DEVELOPMENT

2018 ◽  
Vol 28 (4) ◽  
pp. 1377-1381
Author(s):  
Miodrag Trajković ◽  
Jasmina Jasmina
Keyword(s):  
Strategic Management ◽  
Information Technologies ◽  
Technology Development ◽  
Complete Response ◽  
Present Moment ◽  
Business Policy ◽  
Competitive Position ◽  
Strategic Approach ◽  
Technological Base ◽  
Strategic Manager

The basic direction of the development of society is the development of technology, information flow, organization way, and management. Therefore, the need to use the latest knowledge in defining, selecting and implementing strategies with adequate information technologies is now an unimaginably successful business. Strategic management is a set of management decisions and actions that determine long-term functioning and business policy. The process of strategic management involves establishing a company's relationship with the environment and positioning in it. The strategic goal has a directing role from the existing to the desired position (optimal). The implementation of the strategy in our companies is based on two groups of factors. The first group consists of the organizational structure and the management system of companies, and the second group consists of the human factor in the broadest sense. We also know that at the present moment the economy is almost impossible to survive if it is based on one particular technology. This means that today an increasing number of industries whose technological base is based on a growing number of interconnected different technologies. What technology has to be implemented in order to achieve competitiveness? A complete response includes identifying critical products, processes, applications, and system technology. The key technology provides a competitive advantage, the factor of today's success, they are in the application phase, competitors with them have not implemented enough yet, and offer a significant opportunity for building differentiating properties and for expanding the application. Leading in technology, provides the company support to the existing competitive position, in relation to supporting upcoming technologies which are important for creating a future competitive position. The aim of the paper is to provide the strategic manager of the company a conceptual framework for formulating and implementing strategic options for the application of information technologies in making key decisions in the approach to technology making

Sign in / Sign up

Export Citation Format

Share Document