Financial resources and organizational culture as determinants for competitive strategy of enterprises

Purpose: The aim of this article is to study the scientific approaches for the formation of a competitive strategy of an enterprise through financial resources and organizational culture. Design/Methodology/Approach: We have approached the research using the method of comparison, the method of abstraction, the induction method, the method of systematization, and the method of grouping. The empirical research is based on regression analysis. Findings: Scientific approaches to the essence of “competitive strategy” are arranged in three directions: the action plan, the production of competitive products, and the management solutions. Formation of a competitive strategy is based on the factors of the internal environment and they have been built on the provision of financial autonomy and the skill of building organizational culture. Practical Implications: An important indicator of the effectiveness of financial resources is the assessment of the company’s competitive potential. We propose the most promising methods for assessing the competitive environment at the tactical and strategic levels. Originality/Value: The advantages of building an effective organizational culture as part of the enterprise’s development strategy are represented by a set of factors, which can be adopted by an enterprise to improve effectiveness.peer-reviewe

Methodology of formation and realization of competitive strategy of machine building enterprises

The article views approaches of the Russian and foreign scientists to development and realization of competitive strategy of enterprises. Necessity and importance of development of competitive strategy, oriented at formation of competitive advantages, methods, and means of competitive struggle, predetermined by increased competition and growth of consumers’ requirements to product quality. This process plays a very important role in machine building. Machine building is one of the strategically important spheres which ensure development and security of the country. At the same time, Russian machine building lags behind most of developed countries as to the level of development. Main reasons for such lagging behind are: inaccessibility of credit means, low investment and innovational provision, low qualification of management, and old production and technical base. In order to overcome the existing gap, it is necessary to develop long-term competitive strategy of development of machine building enterprises which ensures conquering certain markets of specific products. Based on the analysis of definitions of scientists and specialists in the sphere of strategic management, the notion “competitive strategy of enterprise” is specified. Methodology of formation and realization of enterprise’s strategy are viewed in detail. Specific examples of missions, strategic vision, and strategic goals of leading enterprises of machine building are given. Significance of development of competitive strategy for effective functioning and development of enterprise is shown. Features which distinguish the process of development and realization of competitive strategy from models of strategic planning that exist in scientific literature are determined. It is proved that development of competitive strategy requires paying special attention to analysis of competitive potential of enterprise and level of its competitive activity – for the purpose of creation of effective strategy which would fully express specifics of activities and individuality of enterprise.peer-reviewe

Guidelines for the Growth of Smes in the Thai Sports Industry

Purpose:  The aim of this study is to examine the variable factor of the guidelines for the growth of SMEs in the thai sport industry and develop a structural equation model.   Theoretical framework:   The concept of competitive advantage Porter (1980) stated that competitive advantage is a strategy to gain competitive advantage over competitors. The organization can differentiate from competitors in 3 aspects, namely cost leadership strategy; differentiation strategy and a strategy to focus on specific markets.   Design/methodology/approach:  The mixed research methodology was employed by starting with qualitative research based on in-depth interviews with nine experts to create tools for quantitative research and conducting a group discussion with 11 experts to find a consensus on the model of this research.   Research, Practical & Social implications: The research is useful for small and medium-sized enterprises in the sports industry business development approach. Leading to creating a competitive advantage in Thailand and to international business

Assessment of Company Competitive Advantage Strategy Through Supply Chain

Abstract— The article discusses the methodological aspects of an enterprise competitiveness improvement based on the strategic development of supply chain management. In modern conditions, a high level of quality provision in enterprise activities is becoming an important factor forming a competitive advantage in the context of enterprise struggle increase both during the economic recovery and during the period of financial decline in various economic and political situations. The aim of the work is to justify the methodological aspects of the company competitive advantage strategy evaluation through the supply chain management. The study proposed an algorithm for a competitive advantage strategy selection using the example of a modern pulp and paper mill, developed the methodology for assessing the impact of strategic competitive abilities on company sustainable development, and identified strategic competitive advantages. Our model confirmed the relationship between supply chain management measures (strategic partnership with supplier, customer relationship management, informing level, informing quality and procrastination) and a competitive advantage’s component

The relationship among customer demand, competitive strategy and manufacturing system functional objectives

Purpose: To ascertain the relationship between the operation system function goal decision making and customer demand and competition strategy, can better discover and integrate all available resources (including important capital resources) to achieve business opportunities, the establishment of sustainable competitive ability. Because, to achieve business development lead policymakers take great uncertainty, which led to the investment behavior required for the operational activities of resources also bear the enormous risks. Design/methodology/approach: Through principal component analysis on the data collected by questionnaires, the manuscript obtains dominant factors for customer demand, competitive strategy and manufacturing system functional objectives respectively. By these factors, it tests its three hypotheses with the data from northeast of China and draws some conclusions. Findings: The results show that customer demand have a significant positive effect on competitive strategy; competitive strategy have positive influence on manufacturing system functional objectives; customer demand affect the functional objectives, by competitive strategy. Research limitations/implications: In this research, competitive strategy and manufacturing system functional objectives are influenced by customer demand. The conclusion of the research can provide theoretical guidance for Chinese enterprises which carry out manufacturing system functional objectives. Originality/value: In this research, a new measure questionnaire of competition strategy, customer satisfaction and operating system function goal was used, analyzed the influence factors of time, quality, cost, efficiency, service and environment, on the operation of the system. The study shows that the effect of competition strategy and customer demand has a direct impact on the operating system functions, customer demand through competitive strategy of indirect effects operating system functions.Peer Reviewe

Strategy Formulation Roadmap Human Capital: Action Research Based Soft System Methodology, Case in PT Angkasa Pura I

Abstract. In the era of war for talent, attracting and retaining the talented people become necessary to gain organization’s competitive advantage. Facing the airport industry in the regional area that become more competitive, PT Angkasa Pura I, try to formulate its key competence called World Class Airport Officer (WCAO). This study aims to formulate strategically within human resources for all PT Angkasa Pura I’s staff. The method of the research is using Soft Systems Methodology (SSM). SSM is implemented with the consideration that the implementation of the Human Capital’s Strategy Formulation is seen as a human activity system, which involves many stakeholders among top executives, Branch Managers, Human Capital Division Head, Training and Development Department Head, Organizational Development Department Head and all employees. The result indicates that management conducted learning process which are systematically desirable and culturally feasible in formulating Human Capital Road Map to achieve WCAO. Furthermore, the competencies of WCAO consists of innovative, professional, collaborative minded, service oriented, integrity and also be proactive.Keywords: Business strategy, soft system methodology, strategic human resource management, strategy formulation, airport industr

Making the case for action learning as an effective framework for strategy making

Action learning encourages individual reflection, insightful questioning and assumption breaking that result in changes in attitude and behaviour. This learning process provides the potential to explore and solve complex organizational problems, such as, the question of how to develop a future business strategy. Existing literature on the process of strategy making presents a multi-faceted debate, with the ‘Learning School’ of strategic management being one of the main approaches to conceptualise strategy formation. This school of thought suggests that strategy making is a process of emergent learning over time, where strategy makers critically reflect on past experience and adapt their strategies accordingly. Learning from action, change and reflection, is therefore, considered to be more useful in strategy making than formal analysis and subsequent strategy formulation. The premises of the Learning School of strategy making are similar to the premises of action learning, yet, the action learning paradigm has made little or no impact in strategic management literature. This is particularly surprising since the fundamental tenets of action learning could enable it to make an important contribution to strategy makers and business strategy development. This paper makes the case for action learning to feature more prominently in strategic management literature, and particularly, in the Learning School. It proposes that using an action learning methodology can effectively contribute to the development of business strategy, particularly for those organizations operating in competitive environments that are complex and unpredictable. In this type of environment, strategic responses tend to evolve from a process of experimentation, trial and error. Action learning is advocated as a suitable framework to encapsulate this emergent and experimental process and provide a platform for the development of effective strategy making

Competitive versus Collaborative: Exploring the Negotiation Strategy Impact on Relational Outcomes in Ongoing Buyer-Supplier Relationships

Negotiations are important interactions in ongoing buyer-supplier relationships. Previous research has identified two commonly utilized types of negotiation strategies that are incorporated into buyer-supplier negotiation encounters. The collaborative strategy seeks to achieve an outcome that is mutually beneficial, while a competitive strategy is focused on individual outcomes. The purpose of this dissertation is to utilize a multi-method research approach to examine the relational impact of negotiation strategies choices. Study One utilized a scenario based experiment methodology. A priori hypotheses were developed based on Social Exchange Theory and its reciprocity tenet. The experimental results indicate that the use of a competitive negotiation strategy decreases levels of relationship specific assets, cooperation, trust, and process integration. Further analysis indicated that the use of a competitive negotiation strategy reduces levels of relationship specific assets and cooperation more in highly interdependent buyer-supplier relationships than in relationships with low levels of interdependence. Study Two used a grounded theory methodology to explore the impact of strategy choice in how buyers and suppliers perceive the relationship. Depth interviews were conducted with experienced buyers and suppliers. Coding and analysis of the interviews led to the development and presentation of a theoretical model. The findings suggest that the previous history of the buyer-supplier relationship impacts not only the choice of negotiation strategy but also the expectations of the strategy that the other negotiator will likely employ. The model suggests that the use of a competitive negotiation strategy has potentially harmful relational effects. However, the most damage to an ongoing relationship occurs when a buyer or supplier has traditionally utilized a collaborative strategy and violates the other partner\u27s expectations by switching to a competitive strategy. Five specific relationships factors that were deemed to be important emerged from the data: relationship investment, trust, information communication, collaboration, and alignment. This research should offer insight for managers into the potential relational costs and benefits of utilizing different negotiation strategies. The contributions of the dissertation research are addressed. Future opportunities for research are also discussed

A system dynamics approach for assessing SMEs' competitiveness

Purpose: The analysis of the interconnectedness between resources and capabilities, and the way businesses use them as competitive weapons is a central element of the strategic management literature. Finding the appropriate configuration of competitive pillars is particularly relevant for resource-constrained small businesses. Drawing on the resource-based view and the configuration theory, this study evaluates the effect of both competitiveness and the configuration of the competitiveness system on performance. Design/methodology/approach: An index methodology based on the configuration theory was used to compute the competitiveness index on a unique sample of 625 Hungarian small and medium-sized firms. The study hypotheses were tested via regression analysis. Findings: Results show that the impact of competitiveness-enhancing strategies is conditional on the configuration of the system of competencies. Low-competitive businesses benefit more from investments in the weakest competitive pillar, while strategies oriented to improve more than one competitive pillar yield higher competitiveness improvements among high-competitive businesses. Our findings also indicate that competitiveness positively impacts performance, and that the exploitation of competitive strengths leads to superior results among high-competitive businesses. Originality/value: By employing an index methodology, our analysis contributes to unveil how competitiveness impact business performance. The proposed analysis has value for scholars and strategy makers by showing how the configuration of the business’ competitive system—in terms of competitive strengths and weaknesses—conditions the generally positive impact of competitiveness enhancing actions linked to the acquisition or development of resources and capabilities.Preprin

BRAND EXTENSIONS IN CONFECTIONARY; THE MARS DELIGHT

The concept of brand extension has been considered for several decades, drawing of work by Tauber (1981). Effective branding requires an understanding of areas such as segmentation, targeting and positioning which are critical in developing a successful brand management strategy. This research has focused on the unique nature of the highly competitive confectionery market, looking at recent brand activity by Masterfoods with emphasis on the launch of the Mars Delight, a brand extension recently launched in the UK and Ireland. The methodology utilised both qualitative and quantitative techniques to satisfy the research objectives. Initially the core purpose of this study was to investigate the alternative brand strategies available to drive growth in the competitive UK confectionery market. However, in conducting the initial research it became apparent that a particular model used as a basis to support brand strategy development was not adequate for this highly competitive, dynamic market sector. Therefore this study strove for a better understanding of brand management with the aim of providing an updated framework to guide brand strategy. The proposed Jigsaw Brand Matrix aims to extend the existing literature on brand portfolio strategy, and is hoped that it will be a valuable contribution to marketing theory