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1
Kharaishvili, Eter, Badri Gechbaia und Gela Mamuladze. „Vegetable market: competitive advantages of Georgian product and competition challenges“. Innovative Marketing 14, Nr. 3 (08.11.2018): 8–16. http://dx.doi.org/10.21511/im.14(3).2018.02.
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The paper evaluates the level of competition on the vegetable market. Based on the analysis of the production development trends and resource potential, dynamics and ratio of export and import of agricultural products, including vegetables are presented; dynamics of self-sufficiency ratio of these products is studied; challenges of food security and competitive advantages of Georgian vegetables are identified.The article concludes that the country has a significant potential for exporting vegetables both to the countries of Europe and Middle East. The paper discusses the factors that hinder export of vegetables; in addition, the ways for reducing dependency on seasonality, opportunities for the development of modern greenhouses and mechanisms for supplying goods to customers all year round are suggested.On the basis of analyzing the level of competition on the vegetable market, vegetable business is considered as monopolistic. In addition, it is calculated that, currently, local vegetables products account for only 75% of the market.The paper evaluates the outcomes of high market power caused by monopoly in vegetable business; the impact of market power on pricing mechanism and the welfare of population is determined. In accordance with the problems identified, conclusions are made and recommendations for solving these problems are suggested.
2
Katsikeas, Constantine S. „Export Competitive Advantages“. International Marketing Review 11, Nr. 3 (Juni 1994): 33–53. http://dx.doi.org/10.1108/02651339410067049.
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Webster, D. G. „Leveraging Competitive Advantages“. Journal of Environment & Development 16, Nr. 1 (März 2007): 8–31. http://dx.doi.org/10.1177/1070496506298187.
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Contrary to expectations, fishing countries have established relatively effective management plans for a few international fisheries. The model described in this article explains how such multilateral regulation can evolve in spite of strong political and economic barriers to cooperation. Qualitative cases from the International Commission for the Conservation of Atlantic Tunas were used to test the model. Although there was not enough political will to maintain stocks at sustainable levels, fishing countries developed successful rebuilding plans for some overfished stocks. Developing countries played a critical role in this arena because the growth of their fleets provided incentives for developed countries to prefer stronger management. When powerful countries with high costs of production began to lose market share under open access, they turned to negotiated access rights in order to protect their fleets. This system also benefited developing countries when they garnered concessions and side payments for their cooperation.
4
Zhao, Jie, Xin Xu und Yun Long Ding. „Dynamic Mechanical System Analysis-Empirical Research of Wooden Window Enterprise“. Advanced Materials Research 694-697 (Mai 2013): 11–16. http://dx.doi.org/10.4028/www.scientific.net/amr.694-697.11.
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Competitive advantage is influenced by dual mechanical system: endogenous system and exogenous competitive system. Compared with uncontrollable exogenous competitive elements, endogenous competitive elements exerting structural competitive advantage is of vital importance for companies to battle against disadvantages and achieve competitive advantaged independently. Endogenous competitive elements comprise: firm culture, dynamic capabilities, and complementary assets. At the strategic level, firm culture influences firm decisions; at the organizational level, dynamic capabilities create core competence of a corporation; at the practice level, complementary assets erect barriers to competitors. This study empirically analyzed Firm Sayyas, a leading firm in wooden windows industry having encountered countless structural changes of competitive elements, to uncover how SMEs can achieve competitive advantage. The empirical analysis shows that, cultivating endogenous competitive elements based on “firm culture, dynamic capabilities, and complementary assets” in the dynamic competition is an effective way to maintain SMEs’ competitive advantages.
5
Goncharov, Yuriy, und Olena Kupper. „MANAGEMENT OF ENTERPRISE COMPETITIVE ADVANTAGES“. Economic Analysis, Nr. 27(1) (2017): 178–81. http://dx.doi.org/10.35774/econa2017.01.178.
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In conditions of current competition it is extremely difficult to retain market positions which were acquired. Achievement of competitive advantage by the enterprise is one of the most important categories of market economy. It can characterize the company's ability to timely and efficiently adapt to the conditions of external market environment that can rapidly change, to resist the economic crisis phenomena, to survive and develop. The essence of the concepts "competitiveness" and "competitive advantage" are considered in the article. The definition of "competitive enterprise" is proposed. The main approaches to the management of enterprise competitiveness in the modern world are analysed. In the article the "Conceptual model of sustainable competitive advantage" by IA Kuznetsov is shown. This model demonstrates that sustainable competitive advantages are formed at the intersection of using external and internal opportunities of unique properties of enterprise. These properties are expressed through industry success factors and key capabilities of the organization. The article examines the types of competitive advantages according to the forms of origin and manifestation (internal and external). It is concluded that the main demand of modern enterprise management competitiveness is the scientific study of strategic competitive advantages and maintaining the achieved position for a long time.
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Pugachevska, Kateryna, und Mykola Gomba. „GENESIS OF ESSENCE OF ENTERPRISE COMPETITIVE ADVANTAGES“. Scientific Bulletin of Mukachevo State University. Series “Economics” 1(13) (2020): 113–18. http://dx.doi.org/10.31339/2313-8114-2020-1(13)-113-118.
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MPETITIVE ADVANTAGES The article determines, that the problems of competitive advantage formation will always be relevant for enterprises operating in a market economy. It has been established, that at this stage of development of the global economic system the ability to generate competitive advantages ensures the further development of enterprises in general. Therefore, the study of approaches to the formation of sustainable competitive advantages is of particular relevance for modern enterprises. It has been determined, that more in-depth consideration requires some aspects of competitive advantage formation in the enterprise, in particular, their identification, concretization of stages, mechanisms of formation and opportunities for development of competitive advantages in the changing competitive environment. The purpose of the article is theoretical research of the genesis of competitive advantages theory and identification of key features of the modern stage of its development. The article discusses and generalizes approaches to determining the competitive advantages of enterprises. The main characteristics and possibilities of ensuring the enterprise competitiveness have been highlighted. The content of the concept of "competitive advantage" has been disclosed. The factors of formation of enterprise competitive advantages in the conditions of changing external environment have been researched. The place and role of competitive advantages in the system of competitive relations have been determined. Causal relationships between the interconnected concepts "competitive advantage" and "competitiveness" have been established. The role of competitive advantages in ensuring the competitiveness of the enterprise has been shown, their essence has been revealed. The expediency of taking into account the competitive advantages of enterprises has been justified, taking into account the real conditions of their activity. There are five stages: “factor”, “cost”, “quality”, “adaptive” and “innovative” in the evolution of key sources of competitive advantage. Features of formation and use of competitive advantages of the trading enterprise have been given. It has been emphasized, that the peculiarity of entrepreneurial activity in trade is that there is essentially a "lower" entry barrier to the industry, which in practice means, that there is a real threat of new competitors. The degree of entry barrier into the industry is determined by a number of reasons: the dominant type of production organization, the level of industry cost, the level of product standardization, the level of diversification, the availability of distribution channels, the need for additional capital investments, the organization of an existing supply system. It has been established, that the enterprises need to develop Науковий вісник Мукачівського державного університету, 2020 118 their own unique abilities, which in combination with resources become the basis of the enterprise strategy and provide it with the formation of competitive advantages. It has been substantiated, that competitive advantage is possible through the implementation of a competitive strategy. The competitiveness of the enterprise characterizes its existence in the market, it allows to evaluate the current and future state, to select different variants of management decisions (alternatives), that ensure the transition from one state to another. New requirements for of competitive advantages formation by business entities are put forward above all by the current stage of development of the global economic space. Economic globalism and continuous internationalization of life are accompanied by the rapid development of the information market, the global knowledge market and the intensification of competition in all spheres of management. The priority is the formation of the most stable competitive advantages (higher level advantages), which provide competitiveness in the long run, using competitive advantages, strengthening the market position, increasing opportunities for strategic development of the enterprise in the future. Keywords: competitive advantages, competitive strategy, trade enterprise, competitiveness, consumer, marketing, value.
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Miraza, Zuwina, und Hafriz Rifki Hafas. „Dampak Sumber Daya VRIN terhadap Keunggulan Bersaing dan Kinerja (Studi pada UKM di Medan)“. Jurnal Manajemen dan Organisasi 6, Nr. 2 (03.06.2016): 91. http://dx.doi.org/10.29244/jmo.v6i2.12241.
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<p><em>In order to achieve positive performance growth in this era of global competition, Small Medium Enterprises (SMEs) must have sustainable competitive advantages. Competitive advantages can be obtainedif SME have Valuable, Rare, Inimitable and Non-substitutable (VRIN) resources. Therefore this research aimed to study the effects of VRIN resources to competitive advantages and performance. The subjects of this study was 187 SMEs listed in Cooperation Office and SME of Medan. Using path analysis, the obtained result shows that rareness gave direct effects to performance and in-immitable gave indirect effects to performance through competitive advantages as intervening.</em></p><em>Keywords: VRIN, competitive advantage, performance, small medium enterprises</em>
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Fonseka, M. M., Xing Yang und Gao-liang Tian. „Does Accessibility To Different Sources Of Financial Capital Affect Competitive Advantage And Sustained Competitive Advantages? Evidence From A Highly Regulated Chinese Market“. Journal of Applied Business Research (JABR) 29, Nr. 4 (28.06.2013): 963. http://dx.doi.org/10.19030/jabr.v29i4.7908.
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We investigate whetheraccess to different financial capital sources offers competitive advantages inChina's highly regulated market. To identify sources and analyze financialcapital relationships that affect competitive advantages, we study 6750firm-year observations from 2000-2009. Firms gain competitive advantages whenthey can access internal and external financing in equities, bonds andequity-financed capital. Financial industry reforms benefit large private andgovernment-owned firms. Regional institutional developments help to accesssources of external financial capital. Implications include the need tomobilize external financial resources for small and private firms and furtherreform security regulations to ensure fair competition and sustainability.
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Clarry, John W. „Innovation and National Competitive Advantages in Global Competition“. Journal of Euromarketing 3, Nr. 3-4 (18.08.1994): 37–76. http://dx.doi.org/10.1300/j037v03n03_04.
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Novita, Dian, und Nurul Husna. „COMPETITIVE ADVANTAGE IN THE COMPANY“. TECHNOBIZ : International Journal of Business 3, Nr. 1 (30.04.2020): 14. http://dx.doi.org/10.33365/tb.v3i1.643.
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Competitive advantage is one of the aims pursued by most corporation in order to sustain in the business. Once the company could achieve a competitive advantage, it can increase the value and enhance the performance of the company. Competitive advantage is one of the aims pursued by most corporation in order to sustain in the business. Once the company could achieve a competitive advantage, it can increase the value and enhance the performance of the company. The purposes of this research are firstly is to analyze the concept of competitive advantages in orderly and secondly it is to analyzed the benefit of competitive advantages for the company. The method of this study is content analysis. This research is different from the previous one, it is present the competitive advantages in orderly, that has never been researched in advance and especially investigating competitive advantages. This paper result some propositions related to the competitive advantages concept. From this this research we can conclude the three things firstly, competitive advantages are rooted in superiority in performance, finance, and market positioning. And secondly, competitive advantages can create an added value for a company. Thirdly, competitive advantages suggest the meaning of the company’s having an excellent position relative to its competitors. The drawback of this research is incompleteness of the definition of competitive advantages which occurs every year
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Akopyan, A. R., A. M. Arakelyan, Yu V. Vorontsova und V. V. Krysov. „Online cinemas competitive advantages formation“. Vestnik Universiteta, Nr. 1 (02.03.2022): 146–56. http://dx.doi.org/10.26425/1816-4277-2022-1-146-156.
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With the development of the Internet, consumers began to strive for unconventional ways of viewing content, which soon led to the development of video-on-demand services. Content costs are a strategic streaming services resource in the struggle to attract users, as competition in the field of streaming platforms becomes more and more acute every year. Under these conditions, the formation of original content makes it possible to increase the competitive advantage by changing the position of the main players in the market while winning and retaining the audience. The article investigated the factors that form the competitive advantages of online cinemas. Based on statistical data, the user experience was analysed according to the selected factors, because of which the leaders of the streaming service were selected and the active participation of exclusive content in the streaming services differentiation was revealed. Based on the results of the study on the factors generated, the authors concluded that almost all platforms have similar parameters, so the platform selection will depend on the quality level of its own content, which will allow the platform to provide itself with an additional competitive advantage.
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Wijayaningsih, Agata Asri, Berta Bekti Retnawati und Thomas Indrajaya. „Analysis on Resources and Organizational Culture as Sustainable Competitive Advantages in a Printed Newspaper Company in Semarang“. Journal of Management and Business Environment (JMBE) 4, Nr. 2 (13.01.2023): 162–77. http://dx.doi.org/10.24167/jmbe.v4i2.5323.
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Competition in printed media business is getting severe in the digital era due to the growing number of online media. Online media presents more varied news in faster ways for the public. The covid-19 pandemic exacerbates the condition as a lot of hotels, government institutions, banks, and private companies stop subscribing printed newspaper. The research aims to analyze whether resources and organizational culture of a printed newspaper company in Semarang imply sustainable competitive advantages. This research implemented qualitative method which was by interviewing three managers and employees of four departments to obtain data. The VRIO analysis was used to analyze the data. The results show that not all company’s resources imply sustainable competitive advantages; only human resources, organizational structure, and market do so. The financial and physical resources possess temporary competitive advantages. In terms of organizational culture, only kinship implies sustainable competitive advantage. Disciplinary and honesty have competitive parities and identity and policy have temporary competitive advantages
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Chorna, Maryna Vitaliivna, Tamila Borysivna Kushnir und Anatoly Mykhailovych Volosov. „FORMATION OF COMPETITIVE ADVANTAGES OF THE RETAIL ENTERPRISE“. SCIENTIFIC BULLETIN OF POLISSIA, Nr. 3(15) (2018): 75–82. http://dx.doi.org/10.25140/2410-9576-2018-3(15)-75-82.
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Urgency of the research. Rapid changes require retail enterprises to create competitive advantages, strengthen their competitive potential, allowing them to stay on the crest during intensive growth of competition. Target setting. Formation of competitive advantages is one of the most important and complex tasks for each enterprise of domestic retail. Actual scientific researches and issues analysis. The theoretical and methodological basis of scientific research in the area of competitive advantage consists of the works of J. Schumpeter, M. Porter, M. Tracy, F. Viersem, H. Hamel, K. Prahal, P. Drucker, K. Kristensen, A. Matveev, S. Orlova, V.Tsarev, in the retail sector – S. Domínguez, A. Mazaraki, T. Melnyk. Uninvestigated parts of general matters defining. There is a need to deepen and improve the theoretical and methodological foundations of the system of forming competitive advantages of the retail enterprise on the basis of using the internal (existing competitive potential) and external (favorable factors of the external environment) sources. The research objective. The justification of the process of forming the competitive advantages of the retail enterprise, which is represented by a number of successive stages, deserves particular attention. The statement of basic materials. The system of formation of competitive advantages of a retail enterprise on the basis of the use of internal and external sources is considered in this article. The authors present a step-by-step sequence of forming competitive advantages, developed technology for the formation of competitive advantages, a comprehensive multi-criteria system for assessing the internal capabilities (competitive potential) of the retail enterprise. Conclusions. The presented system of formation of competitive advantages on the basis of use of internal and external sources provides practical tools for creating a set of actual competitive advantages of the retail enterprise in order to increase its competitiveness.
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Abderzag, Fouzi Tahar. „Markets and the creation of competitive advantages in companies according to an internal marketing orientation“. International Journal of ADVANCED AND APPLIED SCIENCES 8, Nr. 10 (Oktober 2021): 93–107. http://dx.doi.org/10.21833/ijaas.2021.10.011.
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The objective of this study was is to examine the relationship between internal marketing orientation and the creation of competitive advantages and determine whether this is useful in light of the continuous growth in competition. For modern companies, competitive advantage has become a necessary and inevitable prerequisite for their continued survival in the market. Internal marketing policies, which are an element of modern marketing, have, therefore, become a pillar for building and sustaining competitive advantages. However, there is insufficient focus on strategic internal marketing and its impact on a firm’s competitiveness. Indeed, nuanced insights suggest that the competitive advantage of a company can actively increase its financial performance by maintaining and increasing its market share and distinguishing it from its competitors, which is especially useful during highly competitive periods. Finally, this research uses an updated approach to build on the current literature and provide managers with insights into the drivers and outcomes of strategic internal marketing. These insights about internal-marketing-driven competitive advantages suggest that internal marketing can help companies achieve diversification and stability.
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ROZHENKO, Oleksandra. „Forming the enterprises strategy of focusing as a method of achieving its competitive advantages“. Economics. Finances. Law, Nr. 4/3 (30.04.2020): 16–19. http://dx.doi.org/10.37634/efp.2020.4(3).3.
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The article deepens the theoretical and methodological foundations of strategic management of determining and achieving competitive advantages of the enterprise. To objectify the evaluation parameters of competitive advantages, a technique of competitive advantage analysis is proposed, which includes the following sequence of stages: determination of the basic strategy of enterprise development by the Thompson-Strickland model, determination of the competitive strategy of enterprise development by the Porter model, analysis of the competitive forces of the enterprise by the Porter model, systematization of components strategic potential of the enterprise according to the Borden-McCarry model; and determination of sustainable competitive advantage of the enterprise. According to the proposed method of analysis of competitive advantages of the enterprise, the following components of strategic potential are attributed to the directions of its strategic focus: product, price, promotion, place, people, process, physical environment. Most focus is on sustainable competitive advantage. According to the results of strategic analysis of a subsidiary's enterprise, its stable competitive advantage is formed. The method of analysis of competitive advantages of the enterprise is described. The essence of forming a focus strategy as a way of achieving competitive advantages of the enterprise is revealed. The disclosure of formation of competitive advantages of the investigated enterprise is improved. The technique of the analysis of competitive advantages of the enterprise through the mechanism of focusing on them is offered. The strategy of focusing the enterprise as a way to achieve its competitive advantages has been formed. The strategy of focusing of the conditional enterprise as a way of achieving its competitive advantages is formed. It is determined that the conditional enterprise has a strong competitive position and slow market growth. A competitive product focus strategy means leading the niche in the services provided, focusing all of the conditional enterprise's efforts on the quality of the services provided.
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Bomford, Michael K. „(411) Companion Choice, Crop Density, and Mixture Ratio Affect Polyculture Yield Advantage“. HortScience 40, Nr. 4 (Juli 2005): 1070E—1071. http://dx.doi.org/10.21273/hortsci.40.4.1070e.
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Polycultures are thought to offer yield advantages over monocultures when net competition between plants of different species is less than that between plants of the same species. Planting density and crop ratios may both alter these competitive effects. To observe such effects, dicultures of basil (Ocimumbasilicum L.), brussels sprout (Brassica oleracea L.), and tomato (Lycopersicumesculentum Mill.) were grown organically at a range of ratios and densities (1–47 plants/m2) over two field seasons. Relative land output (RLO) values were calculated from field data and from modeled yield-density-ratio surfaces. Both methods showed yield advantages from polyculture at high planting densities (RLO = 2.20 @ top density), but not at low densities. Dicultures offered a 19% yield advantage, on average. Competition for resources was compared by measuring canopy light interception and soil moisture content, showing tomato to be the most competitive crop, followed by brussels sprout, then basil. Diculture yield advantages were most pronounced when individuals of a less competitive species outnumbered those of a more competitive species. Yield advantages were 36% and 20% for dicultures dominated by basil and brussels sprout, respectively. Dicultures dominated by tomato offered no yield advantage. The results are discussed in terms of the current ecological understanding of plant interactions, and possible advantages to be derived from small-scale intercropping, popularly termed companion planting.
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Nguyen, Thich Van, Nam Cao Nguyen und Ockie J. H. Bosch. „Identifying key success factors in supply chain management for increasing the competitive advantages of Vietnamese coffee“. Competitiveness Review: An International Business Journal 27, Nr. 5 (16.10.2017): 438–61. http://dx.doi.org/10.1108/cr-10-2016-0066.
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Purpose The purpose of this paper is to identify the leverage points in the Vietnamese coffee supply chain (SC) that would be used for increasing competitive advantages of the product. Design/methodology/approach A sequential approach by combining two established modelling techniques (causal loop diagram and Bayesian belief networks) was applied to identify the leverage points in the Vietnamese coffee SC for increasing the competitive advantages of the product. Data for the study were collected from a series of workshops and in-depth interviews with numerous relevant stakeholders of the coffee industry in the central highland of Vietnam. Findings The systems’ archetypes were developed and a sensitivity analysis was conducted to identify potential factors that can increase the competitive advantages of coffee production. The results indicate that higher investment in all elements of the coffee SC will lead to an enhanced competitive advantage. Originality/value Supply chain management (SCM) has become a potentially valuable method for improving competitive advantages, as competition is no longer only between organizations but also among SCs. Therefore, this research focus on enhancing the competitive advantages of production via SCM.
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Purwohandoko, Purwohandoko. „ENTERPRISES PERFORMANCE THROUGH INTERNAL RESOURCE INTEGRATION AND MARKET ORIENTATION BASED ON COMPETITIVE ADVANTAGES“. JEMA: Jurnal Ilmiah Bidang Akuntansi dan Manajemen 15, Nr. 01 (16.01.2018): 61. http://dx.doi.org/10.31106/jema.v15i01.781.
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Every company tries to achieve goals to gain profit and win the competition. To achieve this goal, the company must be able to demonstrate a competitive advantage. Therefore, the company always strives to gain competitive advantage by identifying, managing and optimizing their internal resources in the form of tangible and intangible assets that have superior characteristics as the power of generating competitive advantage. The sustainable competitive advantage by empowering their internal company resources can be defined as Research-Based View (RBV). The importance of research based views is contradicting with Market Based View (MBV) which stated that the more market oriented the more superior their competitive position. By using qualitative research (literature review), this study aims to understand and investigate how to create company performances through both point of views which is internal resources integration and market orientation based on competitive advantages.
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Cahyani, Dema Puteri Ayu, R. Deni Muhammad Danial und Kokom Komariah. „The Role of Social Media towards Competitiveness in Food and Beverage MSMEs“. Almana : Jurnal Manajemen dan Bisnis 5, Nr. 3 (27.12.2021): 319–25. http://dx.doi.org/10.36555/almana.v5i3.1576.
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Competitive advantage is where a company can formulate strategies that are placed in a way that is more profitable than competitors. This research was conducted at food MSME companies in Sukabumi City, the purpose of this study was to understand and the influence of social media on competitive advantage. With the desire to realize competitive advantages in Food and Beverage MSMEs in Sukabumi City, a company that has advantages in its field is created and has featured in the eyes of consumers to win the market competition. The data analysis technique used is simple linear regression using a quantitative approach. With 40 respondents, namely the owners or managers of Food and Beverage MSMEs using the IBM SPSS Version 24 software. This research concludes that it shows the significant influence of social media variables on competitive advantage.
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Шмалій, Наталія Анатоліївна. „СУТНІСНИЙ ЗМІСТ КОНКУРЕНТНИХ ПЕРЕВАГ У ДОСЯГНЕННІ СТРАТЕГІЧНИХ ЦІЛЕЙ“. Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 147, Nr. 3 (29.12.2020): 116–25. http://dx.doi.org/10.30857/2413-0117.2020.3.10.
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The article seeks to explore the contemporary issues of meaningful content of a competitive advantage in achieving strategic goals. The study offers an attempt to provide a deeper understanding of competitive advantage origin and generation and suggests two patterns: competitive advantage as an outcome of effective resource management and the performance efficiency (activity success) as an outcome of gaining a competitive advantage. The relationship between the organizational knowledge categories and enterprise strategy is presented. It is argued that innovative knowledge shapes a favourable environment for building competitive advantages. The literature review on modern approaches to building company competitive advantages has allowed identifying three main areas: market-based approach, resource-based approach and partnership-based approach. It is suggested to differentiate each of the above approaches to generating competitive advantages from the three basic perspectives: in terms of the source of competitive advantage, barriers to imitation of competitive advantages and from the position of the company strategic goals. A retrospective analysis of the meaningful content of a competitive advantage concept contributed to providing the author’s interpretation of this category with an emphasis on the relevance of its consideration within three projections – market position, unique resources / opportunities and partnership interaction with further focus on specific drivers of competitive advantages as an impetus for partnership collaboration in the business environment. Among the factors able to boost competitive advantages the study considers the following: innovative knowledge exchange possibilities and building the capacity to create additional resources / opportunities (tangible and intangible). A competitive advantage within the scope of this study is viewed as company's ability to respond quickly to market demands through the effective use of unique resources / opportunities (own and derived from partnerships in the current business environment) in order to most effectively meet the customer needs and expectations.
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Williamson, Peter J. „The competitive advantages of emerging market multinationals: a re-assessment“. critical perspectives on international business 11, Nr. 3/4 (06.07.2015): 216–35. http://dx.doi.org/10.1108/cpoib-02-2014-0008.
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Purpose – The purpose of this paper is to re-assess both the nature and sources of the competitive advantages which multinationals expanding from home bases in emerging economies (EMNEs) may enjoy in the global market. Design/methodology/approach – The paper analyses the results of 12 concurrent studies undertaken by a group of experts who were asked to examine how strategies for innovation, international value chain configuration and foreign mergers and acquisitions contributed to the competitive advantages of multinationals emerging from Brazil, Russia, India and China (the BRICs), respectively. Findings – EMNEs do have competitive advantages that can underpin their expansion abroad, but these are mainly “non-traditional” advantages that have been built by finding innovative ways to leverage advantages of their home countries. EMNE’s internationalisation is as much about accessing new resources and knowledge to enable them to extend their competitive advantage, as it is a route to exploiting existing advantages over a larger set of markets. As a result, the global value chain structure of EMNEs tends to be fundamentally different from that chosen by incumbent multinationals. Research limitations/implications – The study is limited to EMNEs from the BRIC countries, but implications for EMNEs emerging from other countries are discussed. Originality/value – We bring to bear extensive data and a systematic approach to understanding the new breed of multinationals emerging from the BRIC countries; their sources of competitive advantage; and how they are using innovation, foreign investment and overseas acquisitions to transform global competition.
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Bernytska, Dariia. „FEATURES OF COMPETITIVE ADVANTAGES DEVELOPMENT OF THE ENTERPRISE IN MODERN FUNCTIONING CONDITIONS“. Regional’ni aspekti rozvitku produktivnih sil Ukraїni, Nr. 23 (2018): 34–39. http://dx.doi.org/10.35774/rarrpsu2018.23.034.
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The article sums up approaches of different scientists to determine the sources’ formation of competitive advantages. The basis of the general competitive advantage of the enterprise is determined - internal competitive advantages, which reflect the potential of the enterprise to achieve its competitive positions. External competitive advantages, on the one hand, orient the enterprise to develop and use different internal advantages, but on the other - provide it with stable competitive positions, since they are oriented towards the purposeful satisfaction of a specific group of consumers’ needs. It is specified that the process of forming competitive advantages of an enterprise begins with the idea of its creation by determining the appropriate source under the influence of internal and external factors, between which there is a close relationship. It has been established that the list of sources of competitive advantage is quite large and varied, but an important factor in ensuring the competitive advantage of the company in the domestic and foreign markets is the correlation of price and quality. It has been proven that the successful formation of competitive advantages should be based on qualitative, quantitative and cost approaches through the development of qualitative and quantitative characteristics of the process or products.
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Chulkova, O. O. „Competitive Advantages of the University“. Izvestiya MGTU MAMI 5, Nr. 2 (20.01.2011): 310–16. http://dx.doi.org/10.17816/2074-0530-70051.
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The author considers the classification of the competitive advantages of the university, depending on the internal and external environmental factors, by type of functional capacities. The article also presents a classification of competitive advantage based on tangible and intangible resources.
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Farida, Ida, und Doddy Setiawan. „Business Strategies and Competitive Advantage: The Role of Performance and Innovation“. Journal of Open Innovation: Technology, Market, and Complexity 8, Nr. 3 (13.09.2022): 163. http://dx.doi.org/10.3390/joitmc8030163.
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This study aims to examine the effect of business strategies to improve the competitive advantages of small and medium enterprises (SMEs). Further, our study considers the importance of performance and innovation as mediating variables in the relationship between business strategies and competitive advantage. The sample of the study consists of 150 SMEs in the construction and real estate industry. Our findings show that business strategies have a positive impact on competitive advantage. Better business strategies improve the competitive advantage of SMEs. Further, business performance and innovation also mediate the relationship between business strategies and competitive advantages. These results provide evidence of the importance of performance and innovation to improve the competitive advantage. It is suggested that SMEs improve their performance and innovation capability to strengthen their competitive advantages.
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CHAUDHARY, MANJULA. „MEDICALTOURISM IN INDIA:TRENDSAND COMPETITIVE ADVANTAGES“. ASEAN Journal on Hospitality and Tourism 8, Nr. 1 (06.12.2009): 31. http://dx.doi.org/10.5614/ajht.2009.8.1.03.
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Berawi, Mohammed Ali, Nyoman Suwartha, Muhamad Asvial, Ruki Harwahyu, Muhammad Suryanegara, Eko Adhi Setiawan, Isti Surjandari, Teuku Yuri M. Zagloel und Imam Jauhari Maknun. „Digital Innovation: Creating Competitive Advantages“. International Journal of Technology 11, Nr. 6 (05.12.2020): 1076. http://dx.doi.org/10.14716/ijtech.v11i6.4581.
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Burtseva, K. Yu. „INTERNATIONAL COMPETITIVE ADVANTAGES OF UNIVERSITIES“. Vektor nauki Tol'yattinskogo gosudarstvennogo universiteta. Seriya Ekonomika i upravlenie, Nr. 3 (2016): 11–17. http://dx.doi.org/10.18323/2221-5689-2016-3-11-17.
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Chobanyan, Armen, und Laurence Leigh. „The competitive advantages of nations“. International Journal of Emerging Markets 1, Nr. 2 (April 2006): 147–64. http://dx.doi.org/10.1108/17468800610658316.
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Fleishon, Howard B. „Strategic management: Creating competitive advantages“. Journal of the American College of Radiology 1, Nr. 7 (Juli 2004): 529. http://dx.doi.org/10.1016/j.jacr.2004.01.003.
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Leonard, Jim. „Competitive advantages of the kaisha“. Competitive Intelligence Review 1, Nr. 2 (1990): 4–7. http://dx.doi.org/10.1002/cir.3880010204.
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Erokhin, Vasilii, Li Diao und Peiran Du. „Sustainability-Related Implications of Competitive Advantages in Agricultural Value Chains: Evidence from Central Asia—China Trade and Investment“. Sustainability 12, Nr. 3 (04.02.2020): 1117. http://dx.doi.org/10.3390/su12031117.
Annotation:
More stable value chains in agriculture allow countries to take the best advantage of their factor endowments and thus achieve the UN Sustainable Development Goal on ending hunger. It is, however, difficult to interpret such advantages properly due to the multivariate effects of natural, technological, and economic variables on agricultural output and food supply. The authors attempt to tackle this challenge by developing the approach to the identification of competitive advantages and matching them with the production capabilities of agricultural sectors in Central Asia. The application of Revealed Comparative Advantage (RCA), Relative Trade Advantage (RTA), Lafay Competitive Advantage (LI), and Domestic Resource Costs (DRC) indexes to the array of 37 products results in the revealing of comparative, trade, competitive, and production advantages of five Central Asian economies for labor-intensive horticultural products and grains. Capital and technology-intensive sectors of animal husbandry and food processing are recognized as low competitive. Taking Central Asia–China collaboration as a model, the authors elaborate policy measures aimed at support, promotion, or establishment of competitive advantages. The application of the measures facilitates the concentration of the resources toward competitive and conditionally competitive products, allows to protect fragile advantages in marginally competitive sectors, and contributes to the overall improvement of stakeholders’ performance across agricultural value chains in the region.
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Supriyadi, Supriyadi. „Analysis Effect of Resources and Dynamic Capabilities to Sustainable Competitive Advantages and It’s Implications to the Firms Performance“. International Business Research 10, Nr. 10 (25.09.2017): 209. http://dx.doi.org/10.5539/ibr.v10n10p209.
Annotation:
The objective of this research are to find out the effect : (1). resources on sustainable competitive advantages; (2). dynamic capability to continuous competitive advantage; (3). resources on company performance; (4). dynamic capability to company performance; (5). sustainable competitive advantage on company performance; (6). dynamic resources and capabilities on sustainable competitive advantages ; (7). dynamic resources and capabilities as well as the competitive advantage of sustainable. sample unit in this research using survey 69 companies which producing coffee in lampung, with interview to manager and director with total number of responden 345 respondents and all hypothesis accepted and positive effect to this research. the conclusion of this reserach are : (1). resources affect sustainable competitive advantage; (2). dynamic capabilities affect sustainable competitive advantage; (3). resources affect the firm's performance; (4). dynamic capability affects the firm's performance; (5). sustainable competitive advantage affects the company's performance; (6). resources and dynamic capabilities together affect sustainable competitive advantage; (7). resources, dynamic capabilities and sustainable competitive advantages jointly affect the company's performance the effect of resource, dynamic capability and sustainable competitive advantage simultaneously on company performance is positive and significant, with sustainable competitive advantage variables having the most dominant influence on firm performance. this shows that positively improving the effectiveness of resources, dynamic capabilities and sustainable competitive advantage will result in improved corporate performance.
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Sirenko, Natalia. „Ways to Achieve Competitive Advantage of Agricultural Sector Entities in a Market Environment“. Modern Economics 32, Nr. 1 (20.04.2022): 92–97. http://dx.doi.org/10.31521/modecon.v32(2022)-12.
Annotation:
Abstract. Introduction. In terms of market transformations subjects high competitiveness of the agricultural sector is the key to obtaining high and stable profits and is the main condition for the development and functioning of the company. Achieving competitive advantage requires the analysis of environmental factors, emerging market space and adversely affect the competitive advantage of companies: the political situation, the level of solvency of buyers, unstable tax legislation, exchange rate, unfair actions of competitors, thereby ensuring further development of the agricultural business sector market environment requires improving ways to achieve competitive advantages with the development tools to implement them. Purpose. The study is disclosing how to achieve competitive advantages subjects agricultural sector indicating instruments for their implementation and the possibility of changing the state of the market environment. Results. Ways of achieving competitive advantages for big agribusiness entities will �cost leadership� and �state change of the market environment� while the �differentiation� and �innovative activity� is available to all agricultural producers products. The system of competitive advantages should be based on the need to establish a specific relationship in manufacturer of agricultural sector between how the planned achievement of competitive advantage, and those which fit better with the focus. Conclusions. In terms of market reforms in support of previous competitive advantages and create new entities of the agricultural sector should develop instruments implementing the system achieve competitive advantage because of their size. Further research perspective serves to develop methodological tools of analysis of the external and internal environments to achieve competitive advantages subjects agricultural sector according to the requirements of the market environment.
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Postova, Valentyna V. „Features of Development and Implementation of Competitive Advantages of Establishments of Restaurant Economy in Modern Market Conditions“. Scientific Bulletin of Mukachevo State University Series “Economics” 8, Nr. 1 (24.03.2021): 58–67. http://dx.doi.org/10.52566/msu-econ.8(1).2021.58-67.
Annotation:
The relevance of the study of the development of competitive advantages is related to the need to ensure the competitiveness of restaurants, given the current market conditions. The purpose of the study is to investigate the ways of developing a strategy to ensure and implement the competitive advantages of restaurants. Theoretical and methodological framework of the study included general scientific methods (methods of scientific generalisation and comparison), specific methods (methods of analysis and synthesis). The study defines that indirect criteria are used to assess competitiveness, which can be divided into two main groups: consumer and economic criteria. It is analysed that for different categories of consumers and groups of goods competitiveness is provided by different types of prices: purchasing, selling, and consumer. The sources of development of competitive advantages are determined. The study also provides the competitive advantages of restaurant establishments, which have different forms of manifestation. The diagnostics of the competitive environment is carried out, which requires not only the analysis of the state of various methods of competition, but also the study of the image of the product, as well as the image of the enterprise. The main factors of competitive advantage of restaurants were considered. The study analysed the factors of competitive advantage of the organisation, which are divided into external and internal. It is determined that the factors of consumer preferences are divided into four groups: psychological, informational, sales, and economic. It is established that each group has certain measures, the consistent implementation of which, in the end, leads either to the development or maintenance of consumer preferences
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Soebroto, Gatot, und Budiyanto Budiyanto. „The Role of Competitive Advantage as Mediating The Effect of Strategic Planning on Company Performance“. IJEBD (International Journal of Entrepreneurship and Business Development) 4, Nr. 2 (29.03.2021): 121–33. http://dx.doi.org/10.29138/ijebd.v4i2.1290.
Annotation:
Purpose: The purposes of this research are to determine the role of competitive advantage as mediating the effect of strategic planning on company performance.
Design/methodology/approach: The steps are first, determine the influence of strategic planning on competitive advantages; second, determine the influence of competitive advantages on company performance, third determine the role of competitive advantages as a mediating variable from the influence of strategic planning on company performance.
Findings: The results showed that strategic planning has a positive and significant effect on competitive advantages and organizational performance. Competitive advantage has a positive and significant effect on organizational performance. Competitive advantage played a role in mediating the effect of strategic planning on company performance.
Research limitations/implications: The research data set had collected using a questionnaire. After the data set had collected, an analysis had been finished using PLS
Practical implications: Strategic planning can improve company performance through increased competitive advantage as an intervening variable.
Originality/value: The paper is original.
Paper type: The type of this research is causal research because the purpose of this study is to determine the effect of variables on other variables.
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Olga Sosnovska, Olga Sosnovska. „COMPETITIVE ADVANTAGES OF INSURER IN THE CONTEXT OF DIGITAL TRANSFORMATIONS OF INSURANCE BUSINESS IN UKRAINE“. Socio World-Social Research & Behavioral Sciences 05, Nr. 03 (17.06.2021): 34–43. http://dx.doi.org/10.36962/swd05032021034.
Annotation:
The paper substantiates the need to ensure the competitiveness of insurance companies as an imperative of their successful functioning and innovative development. It is noted that in the context of the development of digitalization and changing the conditions of market competition, the key task is the presence of competitive advantages in the insurer – its unique characteristics, skills, resources, results and opportunities that allow withstanding the competition that exists in the insurance market. Based on indicators of insurance companies assessment by potential consumers of insurance services, internal and external competitive advantages are systematized as the main competences of ensuring the competitiveness of the insurer. It has been established that the current stage of the development of the insurance business is accompanied by a large-scale digital transformation in all spheres of economic activity, and the progressive digitalization of insurance relations is a key competitive advantage of insurance companies. The necessity of changing traditional business models and introduction of technological innovations to ensure a new level of quality of insurance services and preservation of competitive positions in the insurance business environment is substantiated. The directions of providing competitive advantages of the insurer on the basis of digitalization are proposed, among them the development of online communications through the Internet and social networks, a flexible approach to the offer of insurance services, automation of the insurer's key business processes, underwriting on the basis of big data and advanced analytics, interaction with InsurTech companies. The advantages and disadvantages of the insurance business development on the basis of digitalization are determined. Keywords: digitalization, competitiveness, competitive advantages, competencies, insurance business, technological innovations.
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Dudzianyi, S. I. „TYPES AND SOURCES OF COMPETITIVE ADVANTAGES FORMATION OF CEMENT INDUSTRY ENTERPRISES“. THEORETICAL AND APPLIED ISSUES OF ECONOMICS, Nr. 47 (2023): 49–62. http://dx.doi.org/10.17721/tppe.2023.47.5.
Annotation:
The purpose of the article is systematization of types and analysis of features of competitive advantages sources at cement industry enterprises. The result is the formation of measures to strengthen the competitive advantages of enterprises in this industry. Types of competitive advantages are distinguished using methods of analysis and synthesis based on M. Porter's basic competition strategies: diversification strategy involves the development of unique product quality as a competitive advantage, cost leadership strategy - low costs for its production and sales. Sources of competitive advantages of cement industry enterprises are considered using the modeling method, based on M. Porter's value creation chain, in which all activities of enterprises in the industry are divided into primary and support activities. As a result of the technical-technological, statistical analysis of the experience in the cement industry of Ukraine and other countries of the world, it was established that the most significant sources of creating competitive advantages in the industry are research and development, inbound and outbound logistics, production, marketing and sales, service, material and technical supply. Greening of the primary and support activities is defined as an important additional source of competitive advantages of cement manufacturers. As a result of the analysis of the primary and support activities of cement manufacturers, measures to strengthen the competitive advantages of enterprises in this industry were summarized. The main ones are: cooperation with clients and research institutions to regulate the construction and technical properties of cement; territorial location of production close to sources of raw materials, transport junctions or main buyers; production using the dry method of production, absorption of small and medium-sized producers, product packaging; organization of 24-hour self-service warehouses, establishment of a dealer network; consulting construction companies; use of industrial waste instead of traditional raw materials and fuel, use of energy-efficient equipment for grinding raw materials.
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Bereziuk-Rybak, I. R., und S. V. Rotte. „STRENGTHENING THE COMPETITIVE ADVANTAGES OF THE COMPANY THROUGH THE PRISM OF SOCIALLY RESPONSIBLE BEHAVIOR“. Proceedings of Scientific Works of Cherkasy State Technological University Series Economic Sciences, Nr. 63 (21.12.2021): 75–81. http://dx.doi.org/10.24025/2306-4420.63.2021.248539.
Annotation:
The role and importance of corporate social responsibility as a tool for forming the company's competitive advantages in modern conditions are researched in the article. Competition as a basic principle of a market economy forces companies to consider the problem of strengthening competitive positions differently.
The role of corporate social responsibility in strengthening the competitive advantage of companies is growing, and the relationship between trust and social activity of business in the face of intensifying international competition is becoming more and more visible. Hypercompetition is a specific feature of the new behavioral paradigm of modern companies in the world, which is caused by the transition from competition to its new aggressive state. Continuous creation of new competitive advantages is the only way for companies to survive in such conditions.
Sustainable competitive advantage in the long run can provide companies with tools of corporate social responsibility. Socially responsible business behavior can significantly affect the company's reputation, image, brand and reflected in sales.
RepTrak methodology from the international consulting company The RepTrak Company includes a system of indicators that can determine the impact of corporate social responsibility on the formation of the company's reputation. The Global RepTrak100 ranking makes it possible to determine which companies have the highest level of corporate reputation and which factors have the greatest influence on it. The RepTrak Pulse Confidence Index is the average ratio of consumers to a company's reputation on a scale from 0 to 100.
Social responsibility is the company's attitude to product quality, consumers, employees, stakeholders, the environment, so it is a significant competitive advantage in business. The Lego Group's competitive advantage is its high level of customer loyalty, and its socially responsible strategy is to launch social and environmental initiatives according to the Global RepTrak100 rating. The Lego Group is an example of a global leader in honesty, ethics, openness and cleanliness of business.
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Roshchinа, E. V., und T. V. Vasiuta. „RATING OF THE COMPETITIVENESS OF KETCHUPS SALES IN REPUBLIC OF BELARUS“. Food Industry: Science and Technology 14, Nr. 1(51) (11.03.2020): 69–78. http://dx.doi.org/10.47612/2073-4794-2021-14-1(51)-69-78.
Annotation:
The assessment of the competitive advantage is based on the essence of value, which is the source of obtaining an advantage and dependents on its content, the scale of distribution and other conditions. In this case, the use of indicators is the most important condition and understandable for the consumer, because these indicators are the subject of any competition. The analysis of the competitiveness shows that most of the proposed methods are based on the use of various financial coefficients for analyzing the activities of enterprises, the competitiveness of certain types of products. The determination of the competitiveness index allows you to establish the rating strength of the competitive advantages of products trademarks.
In order to determine the competitive advantages of ketchup, presented in the trade network of Belarus taking into account the indexes of consumer and economic parameters, 15 studied samples have been calculated. The authors identified the fallowing competitive advantages of ketchups: composition, category, brand, packing, labeling, quality level. Further, the coefficients of the weight of the competitive advantages of the samples were calculated and the assessment of the total value of the competitive advantages was carried out, taking into account the degree of the weight. Based on the calculated indexes of consumer and economic parameters, the competitiveness of the samples has been determined and the rating of ketchup has been also assigned.
As a result of the research, the rating is the following: among ketchups of the category «extra» — ketchup of the trademark «Schedro», among ketchups of the category «highest» — ketchup «Gusto», among ketchups of the category «the first» — ketchup «Iam Heppy», among ketchups of the category «the second» — ketchup «Tomato Signor».
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Kaleka, Anna, und Neil A. Morgan. „Which Competitive Advantage(s)? Competitive Advantage–Market Performance Relationships in International Markets“. Journal of International Marketing 25, Nr. 4 (Dezember 2017): 25–49. http://dx.doi.org/10.1509/jim.16.0058.
Annotation:
Business scholars and managers stress the importance of achieving and sustaining competitive advantage as a critical strategic step in enabling superior firm performance. Yet which types of competitive advantage may yield the best performance outcomes—and what contingency factors may affect this—remains largely unexplored. This article examines the contribution of price, product, and service advantages to market performance in international ventures. Applying customer value logic to the literature on value creation and value capture, the authors posit that the symmetric achievement of all pairs of advantages leads to increased market performance. The findings confirm this conjecture, while for the product–service advantage pairing, even asymmetry in achievement has a positive market performance effect when the asymmetry is toward service. Using primary data from a sample of U.K. manufacturing exporters, the authors find that price advantage has a direct positive effect on market performance, while the strong positive effect of service advantage is further strengthened (and the nonsignificant effect of product advantage becomes negative) when the distributor has high-quality relationships with the overseas customers and there is available production capacity, even in technologically turbulent environments.
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Zarubina, Yuliya. „EVOLUTION OF COMPETITION PRINCIPLES AND STRATEGIES ECOSYSTEM APPROACH“. Bulletin of the Angarsk State Technical University 1, Nr. 15 (12.01.2022): 235–38. http://dx.doi.org/10.36629/2686-777x-2021-1-15-235-238.
Annotation:
The article describes the development of the concept of competitive advantages, analyzes the change of principles and strategies of competition, sources of competitive advantages, and currently the construction of business ecosystems is singled out as an effective way of competition
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VARDIASHVILI, A. V. „MARKETING AND LOGISTIC COMPONENT OF INCREASING COMPETITIVENESS OF INTEGRATED ENTERPRISES“. Economic innovations 21, Nr. 1(70) (20.03.2019): 22–27. http://dx.doi.org/10.31520/ei.2019.21.1(70).22-27.
Annotation:
Topicality. The inherent element of a modern market economy is competition. It contributes to the progress of a market economy and it is one of the fundamental economic categories. The market itself and its mechanism of action cannot function normally without developed forms of competition.The existence of competition ensures the development of the national economy, contributing to the fact that entrepreneurs in competition struggle to win consumers by raising the quality and lowering the prices of goods, expanding the range, introducing scientific and technological progress, etc., which in general contributes to the improvement of the welfare of the whole society.Competitiveness is one of the main indicators of successful business activity. In this regard, the substantiation of the approaches to its study with a view to further development of a system for managing the competitiveness of enterprises is relevant.Today, taking into account the overall economic and political situation in the country, the issue of increasing the competitiveness of domestic enterprises, both within the national and foreign markets, both in modern conditions and in the future, is particularly acute.Aim and tasks. The key categories for conducting this research are the competitiveness of the enterprise and products, competitive advantages, as well as marketing and logistics activities, which peculiarities of theoretical determination is a priority task.Research results. The article observes competitive advantages from different points of view, including the logistic approach to their formation. Also the strategies for creating competitive advantages in modern conditions are analyzed.Conclusions. Competitive advantage can not be identified with the potential of the enterprise. Unlike opportunities, it is a fact that is fixed as a result of the real benefits of buyers. That is why in business practice the competitive advantages are the main goal and the result of economic activity. As it can be seen from the foregoing, all strategies of creating competitive advantages have significant distinctive features, which allow us to conclude that an enterprise must clearly define for itself which strategy it is planning to implement and in no case mix these strategies. At the same time, it should be noted that there is a certain link between these strategies and this should also be taken into account when creating competitive advantages.
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Wulandari, Sari, Ghina Atha, Putra Fajar Alam und Meldi Rendra. „Identification of Karleen Hijab Fashion SME Competitors Based on Sentiment Analysis Using Naïve Bayes Classifier Algorithm“. JTERA (Jurnal Teknologi Rekayasa) 7, Nr. 2 (31.12.2022): 323. http://dx.doi.org/10.31544/jtera.v7.i2.2022.323-330.
Annotation:
Hijab Fashion Small and Medium-Sized Enterprises (SMEs) need to develop competitive advantages brands as a source of SME competitiveness. However, most Hijab Fashion SMEs experience limitations in developing the competitive advantages of their brands. This research was conducted to find out and understand the competitive advantages of Karleen Hijab Fashion SME competitors as the object of study. The method used is sentiment analysis using the Naïve Bayes algorithm. Sentiment analysis was carried out using online review data of Shopee e-commerce. Sentiment analysis data processing was done using orange data mining software. Sentiment analysis using the Naïve Bayes algorithm produced an average value of AUC, CA, F1, Precision and adequate recall for the entire Hijab Fashion SME brand, which is 0.72, 0.887, 0.856, 0.833, and 0.887. Based on the percentage of the largest positive sentiment on each fashion quality attribute, it is known that competitive advantages of Lozy are in the Fabric Quality Attribute (30.77%), and Good Fit (15.38%), and Halwa's competitive advantage is in the Design attribute (34.19%). Competitive advantages of Hijup are on the Serviceability Attribute (21.74%) and Packaging (15.38%), and Competitive advantages of Lafiye are on the Price Attribute (6.17%). Competitive advantages of Deenay brand are on the Reliability Attribute (20.89%), while Karleen does not have a relative advantage on any fashion quality attribute because the percentage of positive sentiment for each attribute is still below competitors.
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Muhamad Abdul Ghoni, Moch. Saleh Udin und Taufik Akbar. „Strategi Keunggulan Kompetitif Penjualan Ikan Lele Pada Raja Lele Lestari Desa Pagu Kecamatan Wates Kabupaten Kediri“. Journal Economic Excellence Ibnu Sina 1, Nr. 3 (23.09.2023): 134–44. http://dx.doi.org/10.59841/excellence.v1i3.337.
Annotation:
Competition in business is getting tougher, as evidenced by the variety of products released by business people to survive the competition. Increasingly tight business competition requires companies to have their own competitive advantages. Many consider competitive advantage to be a weapon used by companies in the hope of making the company win over its competitors. Raja Lele Lestari is a business that operates in the field of catfish cultivation in Kediri Regency. This research aims to analyze the Competitive Advantage Strategy of Raja Lele Lestari in increasing sales.
This research uses descriptive qualitative methods and SWOT analysis along with the BCG matrix. Data collection was carried out by observation, interviews and documentation. The analysis results obtained in this research show that the analysis shows a very profitable correlation, BCG shows that the company's market share is still low and the SWOT analysis has a SO strategy solution to overcome this which can ultimately support Raja Lele Lestari to reach the peak of competitive advantage.
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Sylvester, Andrew. „A critical evaluation of the proposed treatment of special cost advantages in excessive prices law“. Journal of Economic and Financial Sciences 7, Nr. 4 (30.09.2014): 607–18. http://dx.doi.org/10.4102/jef.v7i4.387.
Annotation:
Firms have a special cost advantage when they receive a discount or subsidy without assuming any risk or without being innovative. It is thus a received benefit, rather than an earned benefit, which results in a cost below the normal competitive level. The treatment of these special cost advantages has been a complicating factor when the firm in question is a dominant firm accused of charging an excessive price. The relevant benchmark against which to assess the price charged by the firm is the notional competitive market price, which in turn is linked to the cost of production under competitive conditions. This led to the Competition Appeal Court recommending that special cost advantages should be excluded from the cost build-up of the dominant firm when assessing excessive prices allegations. This would artificially inflate the dominant firm’s costs and reduce the likelihood of a finding against the firm. This recommendation by the CAC has a number of theoretical and practical problems, and it remains unclear how special cost advantages should be treated in South African competition law cases.
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Hung Cuong, Dr Pham, und Nguyen Van Ngan. „FACTORS AFFECTING THE COMPETITIVE ADVANTAGES OF CITIMART“. Kaav International Journal of Economics , Commerce & Business Management 1, Nr. 4 (12.08.2014): 133–48. http://dx.doi.org/10.52458/23484969.octdec2014.a11.
Annotation:
According to Porter (1985), in the market of competition, competitive advantage lies in the center of business activities of an enterprise. For this reason, one of the most important factors for any kind of business is to build or construct a good and stable competitive advantage. The wealth of a company cannot be durable if the company does not maintain its competitive advantage. Improving the competitive advantage is one of the first and foremost concerns of every business. In the process of integration, all economies have to try their best to fully compete with each other to gain the best. Among the economy sectors, the retail enterprises are of those who have to apply marketing strategies to strengthen their competitive advantage. With good and suitable marketing strategies, businesses can increase the number of their customer, have goods and products attractive to consumers and finally gain the expected profits. In Vietnam, the market economy started at the end of 1986, much later than the world market economy, so the application of competitive advantages from the macro level to micro level (here the enterprise level) has been slow. For the sector of retailing, especially supermarket retailing, the market scale of Vietnam is much smaller than that of other markets in the region. However, there are basic factors for a fast development in Vietnam such as: big population with the kind of young population, high rate of economic growth rate and non-stop improved living standard. That is the fact that the potential for retailing development in Vietnam is not small and supermarket business in the future is big. In Vietnam, especially in Ho Chi Minh market, there are quite a lot of supermarket chains which are in operation nowadays such as Co-op mart, Citimart, Maximart, B-smart, Shop&Go and so on? These supermarkets are trying their best to gain more customers. For this purpose, the researcher chose Citimart as a case study in this research. Citimart is one of most favorable supermarket in Ho Chi Minh. In this thesis, the researcher studies the factors affecting the competitive advantage of Citimart, and then find out the solutions for the policy makers to have good business strategies of Citimart.
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Sokhan, Inna V., und Vitalii H. Popovskyi. „Formation of Competitive Advantages as the Foundation of Strong Competitiveness of Enterprises“. Business Inform 2, Nr. 541 (2023): 236–41. http://dx.doi.org/10.32983/2222-4459-2023-2-236-241.
Annotation:
The purpose of the article is to provide a definition for the «sustainable competitive advantage», outline the different types of advantages and highlight the factors that should be considered when forming such a definition. It is identified that a sustainable competitive advantage is something that a company does better than its competitors for a long period. An advantage can be a company asset, a value, quality, or a characteristic that others find difficult to reproduce. As a result, the advantage factor allows the company to stand out in the market and rise above competitors. Presence of this competition factor helps the company increase sales, increase brand awareness, or make a bigger profit compared to other similar businesses. Several factors affecting an organization’s sustained advantage are allocated, including resource factor, variable cost structure, distribution network, customer service, and intellectual property. The formation of competitive advantages in building a market strategy for the development of a company consists in understanding and successful manipulation with external and internal factors of influence, subject to limited resources and unlimited opportunities. Resources can be combined and developed into abilities, which in turn creates key competencies. Opportunities is a firm’s ability to turn resources into competitive products and processes. They are difficult to document as procedures, and therefore difficult to copy. Intangible resources, as a rule, are the main source of unique strategic opportunities. In turn, capabilities are a more likely source of unique core competencies that create sustainable competitive advantages. The essence of the strategy is to choose actions that differ from competitors – a company can outperform competitors only if it can establish a difference that it will be able to maintain.
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Rozhko, Viktor I., und Danylo D. Aloshyn. „Research and Improvement of Competitive Advantages of the Enterprise“. PROBLEMS OF ECONOMY 1, Nr. 59 (2024): 84–89. http://dx.doi.org/10.32983/2222-0712-2024-1-84-89.
Annotation:
In the scientific literature, there is a variety of approaches to determining the essence of competitive advantages. It is well-known to define competitive advantages as characteristics, consumer properties of a product or brand that give an enterprise an advantage over its competitors. This advantage can be achieved by providing consumers with greater benefits, whether through the sale of more affordable products or the offer of high-quality goods with additional services, at comparatively higher prices. Ensuring competitive advantages is an important aspect of strategic enterprise management in a competitive environment. The variety of approaches to defining the essence of this category testifies to its multifaceted nature. The formation of competitive advantages at the enterprise can be achieved by rationalizing the cost of production, a high level of product differentiation, reasonable market segmentation, the introduction of innovations and a rapid response to market needs. Significant factors for ensuring competitive advantages at the enterprise are also an increased level of labor productivity and personnel qualifications, quality and technical level of manufactured products, managerial expertise and strategic thinking at all levels of management. Important factors influencing competitiveness are also warranty and post-warranty service, advertising, the manufacturer’s image and the market situation, including fluctuations in demand. The process of ensuring competitive advantage requires the enterprise to identify social interaction in the market environment, in particular, responding to criticism, the ability to learn, communicate and maintain connections with stakeholders. This creates the prerequisites for the effective development of the enterprise. In the process of ensuring competitive advantage, it is important to focus on innovations that allow you to gain a competitive advantage, such as new technologies, changes in customer demands, production costs and component availability.
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Rakhmawati, Ita, Widia Faridatul Mukaromah und Erina Musfiatul Rohmah. „Mewujudkan Keunggulan Kompetitif Berbasis Gusjigang Melalui Pengembangan Sentra Bisnis Budaya“. JIEF : Journal of Islamic Economics and Finance 1, Nr. 2 (19.11.2021): 64–75. http://dx.doi.org/10.28918/jief.v1i2.4452.
Annotation:
The purpose of this study is to analyze how to realize a gusjigang based competitive advantage through the development of business and cultural centers as well as to analyze the supporting and inhibiting factors. This research data is primary data type with data collection is done through interviews. The results of this study indicate that efforts to develop business and cultural centers through the Jenang Gusjigang Museum have proven to be able to create competitive advantages for companies in the midst of similar business competition. The advantages of the jenang museum as a business and cultural center are not only on the economic side (marketable) but also able to present the social, educational and cultural side. The company's efforts in realizing competitive advantage are carried out through three aspects, which include creating quality products, superior human resources, and developing marketing networks through excellent service.
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Lupak, Ruslan. „System characteristics of realization of competitive advantages of the economy of the regions of Ukraine“. Ukrainian Journal of Applied Economics and Technology 8, Nr. 3 (30.08.2023): 226–31. http://dx.doi.org/10.36887/2415-8453-2023-3-33.
Annotation:
The purpose of the article is the scientific substantiation of the systemic aspects of the implementation of the competitive advantages of the economy of the regions of Ukraine, providing characteristics of the features of innovative development and competition of industries, according to which the strategic guidelines for ensuring and increasing the level of competitiveness of the region are agreed upon. In the article, scientific assumptions are made based on the existing trends in the economy of Ukraine and its regional character, which made it possible to systematically clarify the strategic orientations and expected results of the realization of the competitive advantages of the regions. The analysis of the latest research made it possible to conclude the existence of different approaches to realizing the competitive advantages of the regional economy, from which those that reveal the aspects of innovative development and regional competition of industries are highlighted. It is emphasized that the leveling of existing obstacles in the development of the regional economy of Ukraine requires the state authorities to stimulate structural transformational shifts and lay the technical, technological, and innovative foundations of a new model of growth of the national economy. Accordingly, the strategic priorities for the realization of the competitive advantages of the regions of Ukraine, which rationally reveal a new model of structuring the regional economy and clear guidelines for the innovative development of industries while not violating the principles of competition but, on the contrary, stimulating and strengthening it, need to be supplemented. A system of tools and expected results for realizing the competitive advantages of the economy of the regions of Ukraine has been formed. The distribution of tools was carried out based on the need to create and increase the scope of activities of local integrated systems and institutional elements of cross-functional and cross-industry cooperation. The regional features of Ukraine’s economy are summarized based on available competitive advantages, namely the high level of industrial production development, the formation of cross-border transit and logistics potential, specialization in agro-industrial production, a high level of scientific and technological development, and the creation of IT services. Keywords: competitive advantages of the regional economy, competitive potential, competition, regional economy.