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Fulmer, Robert M., and Albert A. Vicere. "An analysis of competitive forces." Planning Review 24, no. 1 (January 1996): 31–36. http://dx.doi.org/10.1108/eb054541.
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Raciti, Maria M. "Can an Index Approach Improve Social Marketing Competitor Analysis?" Social Marketing Quarterly 27, no. 3 (July 13, 2021): 213–29. http://dx.doi.org/10.1177/15245004211031872.
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Background: Competitive forces influence social marketing efforts. Indeed, social marketers often find themselves “shadow boxing” various forms of competition throughout their interventions. Despite the seminal role of competition as a threat to social marketing intervention efficacy, few empirical studies have undertaken competitive analysis or compared the usefulness of competitive typologies. Thus, this paper proposes an index approach to categorize competitive typologies relevant to a specific social marketing intervention in terms of their ease of use, intuitiveness and generalisability to the broader social cause domain. The proposed index approach is illustrated with empirical data, undertaking a competitive analysis of forces obstructing efforts to address educational inequality in Australia, then comparing the ease of use, intuitiveness and generalisability of 15 competitive typologies noted in the social marketing literature to produce a competitor analysis index. Research Question: Which competitive typologies most effectively frame forces that inhibit educational equality social marketing efforts in Australia? Methods: Via interviews and focus groups, qualitative data were collected from 46 students from low socioeconomic status (LSES) backgrounds at six universities and sought to understand the influence of their home residence’s geographical remoteness on their university participation. The analysis revealed eight participant-identified differential competitors experienced by students from regional, rural and remote settings (LSES-R, n = 25, 54.4%) that were not experienced by those from metropolitan areas (LSES-M, n = 21, 45.6%). Fifteen competitive typologies were identified in the social marketing literature, and their capacity to frame these eight differential forces in terms of their ease of use, intuitiveness and generalisability was critiqued. Findings: Unlike their metropolitan counterparts, LSES-R participants experienced situational (n = 3), dispositional (n = 3) and goal pursuit (n = 2) competitive forces. The most effective competition typologies comprised two classification options that were distinctly different and could classify both the unfriendly and friendly competition that exists in social marketing. Five competitor typologies were identified as easy to use, intuitive and generalizable to the broader educational inequality domain. Together, these five competitor typologies form a competitor analysis index for educational inequality researchers and practitioners to enhance their intervention efficacy. Recommendations: Despite widespread agreement as to the importance of competitor analysis in social marketing, the efficacy of various typologies has received little attention. Social marketers are encouraged to critique competitor typologies before selecting those which enable effective decision-making. Furthermore, it is recommended that social marketers use a competitor analysis index comprised of multiple typologies to better capture the nebulous nature of the many different types of competitors that exist in a specific social marketing context. Limitations: The educational inequalities cause and qualitative method may constrain generalisability, but they exemplify the importance of competition typology choice and model how competitor analysis indexes can be developed.
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Baronina, Yu A. "Analysis of Competitive Forces Acting on European Automotive Industry (by M. Porter)." Russian Economic Journal, no. 4 (September 2020): 103–12. http://dx.doi.org/10.33983/0130-9757-2020-4-103-112.
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The article analyzes the current state of competition in the European automotive industry using the method of assessing competitive forces developed by M. Porter. In the process, the main indicators of the largest automobile concerns were analyzed, the capabilities of automobile companies from developing countries in the European market were assessed, the dynamics of the development of car sharing services were examined, the features of the interaction of companies with suppliers of automotive components and consumers of final products were shown. The article presents three basic options for a strategy that automobile multinationals can resort to in order to counter existing competitive forces. Based on the results of the analysis, the author concludes that the competition that European automotive TNCs make up each other, as well as their dependence on buyers and suppliers, play a major role in the formation of competitive strategies. Despite the fact that the emergence of substitute services was also reflected in the new companies’ strategies, they became a catalyst for development rather than a threat. In the near future, the Chinese companies will not be able to win a significant share in such a competitive market as the European one, so the appearance of new competitors can be estimated as insignificant.
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Toor, Tajinder. "Competitive analysis of a contact lens market." Strategic Direction 30, no. 7 (June 3, 2014): 34–37. http://dx.doi.org/10.1108/sd-05-2014-0064.
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Purpose – This paper aims to present a broader industry-level competitive analysis of a contact lens market. Design/methodology/approach – Porter’s Five Forces model can be used for a broader and rigorous competitive analysis of a contact lens market to determine the competitive intensity and to form a well-rounded business strategy. Findings – The contact lens market is highly competitive and unattractive. Because growth has been stagnant, traditional competition has become more intense to steal share from each other. However, the competition in the market could not be defined narrowly between traditional competition but is broad with substitutes, and bargaining power of customers and distributors. A contact lens manufacturer has to look beyond the traditional competition to not only compete with traditional competitors within the industry but also with substitutes, and bargaining power of customers and distributors. Practical implications – This paper will benefit contact lens manufacturers/businesses in forming a well-rounded business strategy.
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Göral, Ramazan. "Competitive Analysis of the Hotel Industry in Konya by Using Porter’s Five Forces Model." European Journal of Economics and Business Studies 3, no. 1 (December 30, 2015): 106. http://dx.doi.org/10.26417/ejes.v3i1.p106-115.
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One of the areas of industry in Konya which needs to be analyzed regarding effective factors on competition is hotel industry. Accordingly, the current research tries to analyze factors impacting on the industry using Porter's five forces model. According to this model, an industry is affected by five competitive forces and these forces determine the state of competitiveness and profitability of an industry. Porter’s model is based on the insight that a corporate strategy should meet the opportunities and threats in the organizations external environment. Especially, competitive strategy should base on and understanding of industry structures and the way they change. Porter has identified five competitive forces that shape every industry and every market: entry of new investors, threat of substitutes, bargaining power of buyers, bargaining power of suppliers, and rivalry among existing competitors. Porter’s model supports analysis of the driving forces in an industry. Based on the information derived from the Five Forces Analysis, management can decide how to influence or to exploit particular characteristics of their industry. This study aims to analyze the competitiveness at Konya Hotel Industry by using Porter’s Five Forces Model. In this study, questionnaires have been used for data collection. The statistical population of the research consists of managers of hotel business (Senior, middle, executives).
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MARKOVA, Z. A. "ANALYSIS OF THE STRUCTURE OF COMPUTER GAMES MARKET IN RUSSIA." Business Strategies, no. 6 (June 6, 2019): 10–13. http://dx.doi.org/10.17747/2311-7184-2019-6-10-13.
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With the growth of the computer games market, the competitive environment of this industry is rapidly changing. The constant appearance of new players in the market leads to the need to form a new competitive strategy. In this article, the Porter’s Five Forces model is used as a theoretical foundation for analyzing the level of competition and justifying the choice of competitive strategy. Based on the results of the analysis, we proposed an optimal strategy for companies operating in the market of computer games.
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Pranadita, Nugraha, Ratih Hurriyati, and Puspo Dewi Dirgantari. "Pengaruh Hukum terhadap Lima Kekuatan Persaingan Terkait dengan Perumusan Strategi Bersaing Menurut Michael E. Porter." Jurnal Manajemen dan Organisasi 12, no. 1 (May 10, 2021): 51–66. http://dx.doi.org/10.29244/jmo.v12i1.33038.
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There are five competitive forces that influence the Industry. Industry competition affects business performance, so companies must adapt to changing environments to maintain a competitive position. One of the ways to win the competition is to use a strategy. Strategy allows organizations to gain a competitive advantage from three different foundations namely: cost leadership, differentiation and focus. Strategic planning can help to develop an early warning system to avoid threats or develop strategies that can turn threats into profits for the company. Thus the strategy can maximize competitive advantage on the one hand, and can minimize the limitations of competing. The question is; How do laws and regulations affect Porter's five competitive forces and the three generic strategies? This research is a qualitative analytical descriptive study using secondary data, and the unit of analysis is the prevailing laws and regulations in Indonesia. The results of this study; consistently statutory regulations (laws) influence the five competitive forces and three generic strategies put forward by Porter.
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Mahat, Marian. "The competitive forces that shape Australian medical education." International Journal of Educational Management 33, no. 5 (July 8, 2019): 1082–93. http://dx.doi.org/10.1108/ijem-01-2018-0015.
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PurposeMedical education is an evidence-driven professional field that operates in an increasingly regulated environment as compared to other fields within universities. The purpose of this paper is to establish the extent to which Porter’s five competitive forces framework (Porter, 2008) can drive the management of medical schools in Australia.Design/methodology/approachDrawing on data from semi-structured interviews with over 20 staff from 6 case study Australian medical schools, this paper explores Australian medical education, by looking at the current policy context, structure and interactions between organizations within the system.FindingsThe findings provide evidence that environmental forces affect the nature of competition in medical education, and that competitive advantage can be gained by medical schools from a sustained analysis of the industry in which they operate in. Consequently, it is possible to apply a pre-dominantly profit-oriented framework to higher education.Research limitations/implicationsAs an industry facing increasing pressure toward marketization and competition, the findings provide sufficient evidence that an analysis of higher education as an industry is possible.Practical implicationsThe findings provide evidence that strategic leadership and management in higher education should encompass greater levels of delegation and decision making at all levels. Effective leadership should focus on creating an inspiring vision of the future through a sustained analysis of the industry in which they operate.Originality/valueThe study has made a key contribution through an industry analysis of Australian medical education, which provide important implications for leadership and management in higher education. The study is of significant value to researchers as well as senior management in higher education.
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Tomar, Deepak. "Porter's Competitive Forces Model and SWOT Analysis To Payments." International Journal of Computer Trends & Technology 68, no. 10 (October 25, 2020): 56–59. http://dx.doi.org/10.14445/22312803/ijctt-v68i10p110.
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Pringle, James, and Jeroen Huisman. "Understanding Universities in Ontario, Canada: An Industry Analysis Using Porter’s Five Forces Framework." Canadian Journal of Higher Education 41, no. 3 (December 31, 2011): 58. http://dx.doi.org/10.47678/cjhe.v41i3.2489.
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In analyses of higher education systems, many models and frameworks are based on governance, steering, or coordination models. Although much can be gained by such analyses, we argue that the language used in the present-day policy documents (knowledge economy, competitive position, etc.) calls for an analysis of higher education as an industry. In this paper, the university sector in Ontario’s higher education industry is analyzed by applying Michael Porter’s five forces framework defined by the following forces: the threat of new entrants, supplier power, buyer power, the threat of substitutes, and industry rivalry. Our assessment revealed that competition in Ontario’s higher education industry (university sector) is currently mixed. The findings suggest that policy-makers, the sector, and individual institutions will need to consider more seriously the impact of technology and globalization when seeking a competitive position for the Ontarian higher education system.
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Ogorelc, Anton, Boris Snoj, and Ales Petejan. "THE ANALYSIS OF COMPETITIVE FORCES: THE CASE OF HOTEL ENTERPRISES." Tourism and hospitality management 11, no. 2 (December 2005): 41–49. http://dx.doi.org/10.20867/thm.11.2.4.
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Companies are faced with a multitude of environmental influences. The dynamism of these influences is more and more turbulent. Also the interactions of the companies with their relevant environment are dynamic and complex. Porter has identified five forces that are widely used to assess the structure of any industry. This paper discusses the situation in the field of competitive forces: customers, competitors, technology, and suppliers. The research compares all the Slovene companies with companies in the hotel industry. The researched population includes the companies with more than 20 employees. According to the results of the ANOVA tests, the basic hypothesis that there are no statistically significant differences in the perception of trends in competitive environment between all surveyed companies and hotel companies is generally confinned, with the exception of only two of the eleven statements.
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Yang, Yu, and Jindan Chen. "A Competitive Strategy Analysis on China's Emerging Mobile TV Industry." International Journal of Innovation in the Digital Economy 5, no. 2 (April 2014): 1–13. http://dx.doi.org/10.4018/ijide.2014040101.
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This paper investigates the fast-growing mobile TV industry in China. It uses a competitive strategy perspective to examine relations among main players and forces, including the incumbent 3G mobile operators, cable operators as new entrants, other emerging techniques, content providers as the suppliers and subscribers as the demanders. Two critical factors, the platform competition among operators and the switching costs of subscribers, are highlighted in the convergence context. This study offers insights on the above issues and contributes to our understanding on mobile TV market with a characteristic of convergence between network and content. Some questions on the regulation are discussed as well.
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Blacconiere, Walter G., Marilyn F. Johnson, and Mark S. Johnson. "Stranded Costs and Competitive Forces in the Electric Utility Industry." Journal of Accounting, Auditing & Finance 12, no. 3 (July 1997): 199–219. http://dx.doi.org/10.1177/0148558x9701200301.
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It is likely that deregulation of the electric utility industry will force high-cost electric utilities to write off the “stranded” cost of plant and equipment that would be rendered obsolete in a competitive marketplace. In this paper, we examine the financial statement analysis implications of ongoing deregulation. Based on 1993 data for a sample of 111 large investor-owned electric utilities, our analyses suggest that it is possible to use financial statement data to form estimates of these potentially stranded costs. In addition, we find that recent trends toward deregulation are associated with an increase in the significance of the firm's cost structure in explaining the relation between market values and book values of equity.
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BARUTÇU, Süleyman. "PORTER S FIVE FORCES ANALYSIS FOR NATURAL STONE INDUSTRY AND COMPETITIVE STRATEGIES." Journal of Global Strategic Management 1, no. 2 (June 16, 2008): 58. http://dx.doi.org/10.20460/jgsm.2008218500.
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Nurlansa, Osiany, and Handaru Jati. "Analysis Porter’s Five forces Model on Airbnb." Elinvo (Electronics, Informatics, and Vocational Education) 1, no. 2 (January 31, 2017): 84–96. http://dx.doi.org/10.21831/elinvo.v1i2.12457.
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This paper discusses about Airbnb. Airbnb is a company website that allows ordinary people to rent their residence as tourist accommodation. Anyone can rent rooms to suit their budget. The company established in 2008, and eight years later by a very rapid growth, the company reaches a turnover of millions of rooms per year. Airbnb analyzed using Porter's Five Forces Model. According to Porter, the competitive nature of the industry could be seen as a combination of top five strengths, namely Rivalry Among Existing Competitors, Threat of New Entrants, Threat of substitude Products or Services, Bargaining Power of Suppliers, Bargaining Power of Buyers. Data were processed using descriptive analysis. Analysis Airbnb terms of Porter's Five Forces Model concluded that from the fifth models of Porter, Rivalry Among Existing Competitors system, Threat of New Entrants, Threat of substitude Products or Services, Bargaining Power of Buyers robust system and one student Bargaining Power of Suppliers found to be very weakKeywords: porter's five forces model, airbnb, ecommerce
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ZROBEK, Janusz. "Innovative multifunctionality in building competitive position of rural peripheral areas." Scientific Papers of Silesian University of Technology. Organization and Management Series 2020, no. 146 (2020): 567–79. http://dx.doi.org/10.29119/1641-3466.2020.146.41.
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Purpose: The aim of the study is to present opportunities for the development of innovative multifunctionality as a driving force of economic growth and improvement of living conditions in rural areas. Design/methodology/approach: The considerations were based on a critical analysis of the literature on the subject and materials obtained from online sources. Findings: The main factor of increasing the potential of rural areas are innovative activities enriching the rural economy, conducive to its compatibility with modern economic and social structures. They contribute significantly to the revitalization of the socio-economic fabric of the countryside, by creating new types of economic activity, developing multifunctionality conducive to creating real foundations for achieving sustainable economic growth. However, the future of the village cannot be built solely on its internal resources. Rural development is largely determined by external forces linked to markets and technology. The countryside requires significant innovative cooperation with external areas. Originality/value: In-depth analysis of the creation and adaptation of multifunctional innovations taking into account the appropriate combination of factors related to the local environment with factors related to general economic changes that brings global interdependence, as well as support for extensive business connections.
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Kulakova, Aleksandra Vitalevna, and Izabella Magometovna Ugurchieva. "Factors that Influence the Hostels’ Activity in Odintsovo." Interactive science, no. 1 (56) (January 20, 2021): 37–40. http://dx.doi.org/10.21661/r-552865.
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In currently dynamic environment and fierce competition, hostels are forced to focus not only on the internal state of affairs of the company, but also on developing a long-term strategy of behavior that would allow them to quickly respond to changes in their environment. To analyze the micro-level of the organization's external environment, a competitive analysis is used according to the Porter's five forces model (the intensity of competition among existing players, the threat of the appearance of substitute goods, the threat of new players on the market, the bargaining power of suppliers and the bargaining power of consumers). The article analyzes the Porter's model and assesses the factors that influence hostels’ activities in Odintsovo.
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Krivka, Algirdas. "THE ELEMENTS OF COMPETITIVE ENVIRONMENT OF AN ENTERPRISE: A CASE OF OLIGOPOLIC MARKETS COMPARATIVE ANALYSIS." Mokslas - Lietuvos ateitis 2, no. 2 (April 30, 2010): 32–37. http://dx.doi.org/10.3846/mla.2010.031.
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The article raises the problem of the complex analysis of competitive environment of an enterprise, which is considered to be the main source of factors, influencing enterprise‘s strategic behaviour and performance. The elements of competitive environment are derived from “traditional” market structure characteristics, developed by the scholars of classical economics and modern microeconomics, with additional factors coming from industrial organization, theoretical oligopoly models, M. Porter’s five competitive forces and diamond. The developed set of the elements of competitive environment is applied for the comparative analysis of three Lithuanian oligopolic markets. The results obtained confirm the potential for practical application of the developed classification for similar analysis.
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ALBU, Cătălina Florentina, Ștefan Cătălin POPA, and Ana Alexandra GORA. "ANALYSIS OF ROMANIAN IT INDUSTRY; STRATEGIC DIAGNOSTICS USING MICHAEL PORTER'S MODEL." Business Excellence and Management 9, no. 3 (September 15, 2019): 59–68. http://dx.doi.org/10.24818/beman/2019.9.3-05.
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The information technology (IT) sector represents a phenomenon of modern society, which has led to a favorable change in the economic course, in most countries of the world. This study aims to establish the attractiveness of the IT industry in Romania, as well as the factors that led to the development of the competitive environment, through a strategic diagnosis using a tool for strategic analysis and diagnosis - the model of the five forces, developed by Michael Porter. The results of the study indicate that all five strengths of Michael Porter's model exert significant influence, but in different proportions, on the competitive environment and the degree of attractiveness of the IT industry. Although Porter's model offers a clear strategic frame of the IT industry, it is quite static, and the manifestation of the five forces does not maintain its validity over time.
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Prasetyo, Thomas Ivantoro, and Gintoro Gintoro. "PENGEMBANGAN MODEL PELATIHAN ONLINE BERBASIS WEB UNTUK KEUNGGULAN BERSAING PADA PT INTELLISYS TRIPRATAMA." CommIT (Communication and Information Technology) Journal 4, no. 2 (October 30, 2010): 109. http://dx.doi.org/10.21512/commit.v4i2.544.
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In order to face competition, PT Intellisys, as the service provided in web-based online training, is trying to serve every customer from wherever and whenever in a good quality service. It started with the analysis of competitior’s condition using Porter’s five competitive forces analysis, internal condition using SWOT analysis, and internal componay process using Value Chain analysis to conclude a suitable IT strategy for the company. It is then continued with Work-Centered analysis to produce the increasing of business process then designing web-based online training system model in doing evaluation to show good accommodation and training service from Intellisys to customers that could bring the company competitive advantages. The research result is a model design from web-based online training system that is cheap and flexible, easier to get wherever and whenever, and also innovative and easier-to-learn material.Keywords: e-learning, competitive advantages, information technology, training service provider, SCROM
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Gold, Michael A., Mihaela M. Cernusca, and Larry D. Godsey. "A Competitive Market Analysis of the United States Shiitake Mushroom Marketplace." HortTechnology 18, no. 3 (January 2008): 489–99. http://dx.doi.org/10.21273/horttech.18.3.489.
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Shiitake mushrooms (Lentinus edodes) have many nutritional and medicinal benefits. The cultivation of log-grown shiitake mushrooms encourages forest farming and can be an opportunity for farmers interested in developing an additional enterprise. In 2006, the University of Missouri Center for Agroforestry conducted a nationwide survey of shiitake mushroom producers to analyze the U.S. shiitake mushroom industry by taking into consideration the forces that influence competition based on Porter's five forces model. Shiitake mushrooms are grown primarily as a side business, especially those produced exclusively outdoors. Indoor production on sawdust generates higher income than outdoor production on logs, but log production is more suitable for a small-scale operation in an agroforestry setting. Barriers to entry are created by relationships in the market, economies of scale, and the learning curve effect. Although there are a limited number of spawn suppliers in the market, they produce quality inoculum and maintain good relationships with shiitake mushroom producers. The majority of respondents sell their shiitake mushrooms locally. Gourmet restaurants, farmers markets, and on-farm outlets are the main markets for shiitake mushrooms. Trends in demand are increasing and prices are high. Shiitake mushrooms can be replaced with other common or gourmet mushroom types, but also have their own identity for numerous nutritional and medicinal properties. Competition for log-grown shiitake mushrooms arises from shiitake mushrooms produced on sawdust and from imports. To successfully survive in the market, firms create competitive advantages through quality, customer service, and consistent supply. Barriers to success in the shiitake mushroom business include demanding work requirements, the need for a serious commitment to produce and market shiitake mushrooms, a 1-year time lag between investment and a return on investment, and insufficient production and marketing information. Grower associations, universities, and state and federal agencies must join their efforts to fund and support shiitake mushroom research and industry development.
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Yasar, Mehmet, and Ender Gerede. "Identification of factors affecting competitive tension in the domestic air transport market in Turkey." International Journal of Management and Economics 56, no. 2 (May 26, 2020): 118–39. http://dx.doi.org/10.2478/ijme-2020-0009.
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AbstractCompetitive tension refers to pressure that is considered to exist among firms operating in a competitive market and that forces them to take competitive action against each other. An imaginary upper limit of competitive tension symbolizes the difference between whether to take competitive action or not. The antecedents of competitive tension are examined in this study. Within this scope, market commonality and resource similarity are the variables studied as components of competitor analysis; market concentration that provides clues for the competitive structure of competed markets; and finally, competitive asymmetry, presuming that the competition among the companies is not equal and rivals do not consider each other at the same level as competing firms, were taken as primary variables of competitive tension. In order to test whether these variables have an effect on competitive tension among airlines, airlines operating in the domestic air transport market in Turkey were examined in this study. The perceived competitive tension that was detected as a result of regression analyses was studied on three different dimensions, namely, internal tension, external tension, and total tension, and each dimension was analyzed as a different model. The findings of the study revealed that market commonality and market concentration have a significant effect on competitive tension. These effects were found to be positive for market commonality and negative for market concentration. Resource similarity and competitive asymmetry were found to have no significant effect.
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Shmalii, Nataliia. "THEORETICAL PRINCIPLES OF DEVELOPMENT OF COMPETITIVE ENTREPRENEURSHIP STRATEGIES." THEORETICAL AND APPLIED ISSUES OF ECONOMICS, no. 39 (2019): 89–99. http://dx.doi.org/10.17721/tppe.2019.39.9.
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The article is devoted to the research of theoretical bases of formation of competitive entrepreneurship strategies. The current stage of development of the economy and society as a whole is based on constant changes, sharpening of global competition in all its manifestations, continuous process of technical and scientific innovations, limited resources and unlimited human needs, state policy in the field of entrepreneurship, financial market factors, etc. as a consequence for each business entity it is necessary to form and implement its strategy of competitive advantages. After all, the purpose of each enterprise is to receive a reward (profit) as a result of its activity. This issue is particularly relevant today. Therefore, we have analysed the interpretation of the concept of competition and competitive strategy by various economists. The interrelation and interdependence between such economic categories as competition and competitive advantage are justified. The basic approaches to the formation of a competitive advantage strategy have been systematized. The basic competitive strategies of M. Porter, F. Kotler, and A. Little are analysed. These strategies relate to different approaches to the development of a company related to the change of one or more elements: product, market, industry, technology. In order to develop and implement an effective competitive strategy, it is necessary to carry out a detailed analysis of opportunities, resources, market, competitors, to determine the right mechanism by which competitive advantage can generate profit in the long run. With global competition intensifying, competitive advantage is achieved through different methods based on different competitive strategies. What kind of strategy to choose and how to combine these strategies is decided by the enterprise itself, but any of these strategies is aimed at achieving a favorable and long-lasting position in the market, obtaining maximum and sustainable profit, resisting continuous competitive forces in the market.
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LAWNICZAK, MARA K. N., and DAVID J. BEGUN. "A QTL analysis of female variation contributing to refractoriness and sperm competition in Drosophila melanogaster." Genetical Research 86, no. 2 (October 2005): 107–14. http://dx.doi.org/10.1017/s0016672305007755.
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Sperm competition is an important fitness component in many animal groups. Drosophila melanogaster males exhibit substantial genetic variation for sperm competitive ability and females show considerable genetic variation for first versus second male sperm use. Currently, the forces responsible for maintaining genetic variation in sperm competition related phenotypes are receiving much attention. While several candidate genes contributing to the variation seen in male competitive ability are known, genes involved in female sperm use remain largely undiscovered. Without knowledge of the underlying genes, it will be difficult to distinguish between different models of sexual selection such as cryptic female choice and sexual conflict. We used quantitative trait locus (QTL) mapping to identify regions of the genome contributing to female propensity to use first or second male sperm, female refractoriness to re-mating, and early-life fertility. The most well supported markers influencing the phenotypes include 33F/34A (P2), 57B (refractoriness) and 23F/24A (fertility). Between 10% and 15% of the phenotypic variance observed in these recombinant inbred lines was explained by these individual QTLs. More detailed investigation of the regions detected in this experiment may lead to the identification of genes responsible for the QTLs identified here.
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Gozali, Harry, and H. Sucherly. "The Influence of Industrial Competitive Forces and Corporate Resources in Corporate Strategy Formulation." Advanced Science Letters 21, no. 4 (April 1, 2015): 763–67. http://dx.doi.org/10.1166/asl.2015.5965.
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All the Indonesian government support and facilities to the Indonesian state own enterprises (SOEs) seems not making them powerful corporations. There are some indications that Indonesian SOEs are not formulating corporate strategy appropriately. These can be seen from several endeavour to ameliorate the Indonesian SOEs. The objectives are to uncover the influence of Industrial competitive forces and resources to corporate strategy, and to obtain the review regarding industrial competitive forces and corporate resources to SOEs simultaenously. The method used are descriptive and explanatory survey. Units of analysis were fifty of the Indonesian SOEs. Time horizon is cross-sectional, where the study was conducted at a single period of time simultaneously. Data gathered by questionaires and indepth interviews to SOEs directors and functional managers. Data analyzed were both descriptive and quantitative. Hypothesis testing was utilized by PLS model (Partial Least Square). The finding has revealed the dominant factor that made SOEs management team unable to properly examine the industrial competitive forces, as well as the incompetence of developing resources, which made them formulated corporate strategy inappropriately. Conclusion; the Industrial competitive forces and corporate resources do effect significantly on corporate strategy either simultaneously or partially.
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Narayan, Aravind. "An Analysis of the Forces of Over Production & Crisis in a Competitive Market." IOSR Journal of Economics and Finance 1, no. 6 (2013): 22–27. http://dx.doi.org/10.9790/5933-0162227.
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Espinoza- Arellano, J. "Analysis of forces affecting competitive position of Mexico in supplying U.S. winter melon market." International Food and Agribusiness Management Review 1, no. 4 (1998): 495–507. http://dx.doi.org/10.1016/s1096-7508(99)00006-3.
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Goedert, Nicholas. "The Pseudoparadox of Partisan Mapmaking and Congressional Competition." State Politics & Policy Quarterly 17, no. 1 (July 31, 2016): 47–75. http://dx.doi.org/10.1177/1532440016659234.
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Why are fewer congressional elections competitive at the district level when the national electoral environment is at its most competitive? This article explores this “pseudoparadox,” and argues that the answer can be found in partisan redistricting. Through an analysis of 40 years of congressional elections, I find that partisan gerrymanders induce greater competitiveness as national tides increase, largely due to unanticipated consequences of waves adverse to the map-drawing party, particularly in seats held by that party. The phenomenon anecdotally coined by Grofman and Brunell as the “dummymander” is thus actually quite common and has significant effects on rates of congressional competition nationally. In contrast, bipartisan maps are shown to induce lower competition, while nonpartisan maps induce higher competition, under all electoral conditions and competitiveness measures. But the effects of partisan gerrymanders on competition, though strong, can only be seen in interaction with short-term national forces.
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Mishra, Jagriti. "SEWA-competing in the Chikankari market." Emerald Emerging Markets Case Studies 6, no. 2 (June 18, 2016): 1–15. http://dx.doi.org/10.1108/eemcs-05-2014-0153.
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Subject area This case is about SEWA – the Chikankari concept of Runa Banerjee, which started with the objectives of skill development, training and improving the livelihood conditions of Chikankari artisans by encouraging self-sustenance through employment opportunities and entrepreneurial ventures. In recent years, SEWA has been working for export and domestic orders and has been retailing through exhibitions and its only outlet in Hazratganj, Lucknow. The company over the years due to its social initiatives and good quality Chikankari work has become a known brand name but is also facing stiff competition from the organized market, various other retailers and substitute products. The case discusses the competitive and the market forces with respect to the brand. Study level/applicability The case has been designed for the students of business administration who have completed their basic module on marketing. The students need to have understood the concept of marketing mix, competition, segmentation, targeting and the basics of marketing strategy to ensure effective learning. Case overview The case discusses the competitive and market analysis for Lucknow-based firm SEWA in focus. SEWA started as a firm indulged in social upliftment of Chikankari workers which was achieved through trainings in skill upgradation, design and technical development, entrepreneurship development and linkages for social security. The various types of competition, such as direct competition from local retailers, secondary competition from unorganized markets of Chauk and Nazirabad and indirect competition from substitute products, have been studied and analysed. The problem of similar brand names adopted by various Chikankari retailers selling similar products has been highlighted as a major threat in the case. SEWA has adopted the strategy of product innovation to attain competitive advantage. SEWA has developed various traditional and contemporary designs which have fared well in the market. Expected learning outcomes Familiarizing management students with the concept of competitive analysis with the case of SEWA, Lucknow., and acquainting students with the basic understanding of market forces and competition with a firm supporting a traditional art form in focus, are the expected learning outcomes. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing.
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Veselinović, Milan, and Snezana Radukić. "MEASURING SUPPLY CONCENTRATION ON THE SERBIAN OIL AND OIL DERIVATES MARKET BY HERFINDAHL-HIRSCHMAN INDEX." Facta Universitatis, Series: Economics and Organization, no. 1 (January 16, 2021): 343. http://dx.doi.org/10.22190/fueo201005025v.
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One aspect of the intensity of competition analysis of the national oil market is the measurement of the concentration of supply, to which this paper is dedicated. That is why it is not surprising that there are different interpretations of these economic categories. The analysis of these phenomena dates back to the emergence of production relations and production forces. The relaxation of regulatory measures on the national oil market has opened the space for building quality competitive relationships between the participants. Market opportunities, conditions and competition in practice are determined by concentration in the certain observed market. Competitive relations between market participants change over time. Those changes impact on concentration level of certain and well defined market, in this case the oil market of the Republic of Serbia. As the competition changes, the concentration level changes as well. This is the reason why this paper is focused on concentration level measurement and analysis. In measuring and expressing the concentration level of the certain market, many concentration indicators could be applied. Our choice was Herfindahl-Hirschman Index.
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Smith, Daniel C., and John E. Prescott. "Couple competitive analysis to sales force decisions." Industrial Marketing Management 16, no. 1 (February 1987): 55–61. http://dx.doi.org/10.1016/0019-8501(87)90008-3.
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Fitzpatrick, Brian D., Quang Quoc Anh Nguyen, and Zafer Cayan. "An Upgrade To Competitive Corporate Analysis: Creation Of A Personal Finance Platform To Strengthen Porters Five Competitive Forces Model In Utilizing." Journal of Business & Economics Research (JBER) 13, no. 1 (January 26, 2015): 54. http://dx.doi.org/10.19030/jber.v13i1.9081.
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This paper aims to achieve three main objectives. First, it aims to assess the current general public perception regarding the financial services industry and states reasons for a client orientation business model. Second, it will discuss ways to make use of available data on the World Wide Web to discover a new client base and improve new market penetration, customer services, and relationships with customers. Finally, it will talk about a new Personal Finance Platform Software and propose a new model which will integrate Big Data into the service delivery process of the financial industry. The new Personal Finance Platform Software will ultimately be incorporated into a competitive corporate analysis. Competitive analysis applies modern management and economic principles to study a firms strategic position. Competitive analysis develops insights such as the firms strategic position, industrial organization, management structure, capabilities, competitor identification, rivalry, commitment, cooperation and economic principles. In conclusion, the authors will integrate the new Personal Finance Platform Software into corporate analysis by overlaying Porters five competitive forces model in order to create a competitive advantage. Ultimately, these companies who implement the Personal Finance Platform Software can expect to increase their total industrys competitiveness within a global milieu.
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Chik, Jerry. "Analysis of the Boiler and Heat Exchanger Manufacturing Industry in the US Using Porter's Five Forces Framework." Alberta Academic Review 4, no. 2 (July 26, 2021): 1–18. http://dx.doi.org/10.29173/aar116.
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As global trade expands and technological progress is being made in developing countries, manufacturers of boilers and heat exchangers in the United States (US) are facing increasing import competition while industry profitability is competed away from industry rivals, market entrants, as well as by the growing number of available choices for buyers, and by suppliers with larger clientele and differentiated products and services. The forces that influence profitability in this industry is an essential part of strategic planning for any boiler and heat exchanger manufacturer that aims to control competition risk and optimize profitability. This research aims to break down and analyze the influences that industry manufacturers, market entrants, purchasers, component and raw material suppliers, foreign imports, technological advances, government policies, industry organizations, and future trends have on the profitability of industry players. While it was found that the level of competition in the industry is moderate, rapid advances in technology, increasingly stringent government policies on emission standards and boiler and heat exchanger efficiencies, as well as growing import competition may catalyze industry competition in the near future. The use of Porter’s five forces in this analysis suggests the need to consider the significance of technology and the challenges posed by imports through increasing globalization, as these factors could substantially change and disrupt the industry by reducing barriers to entry and by raising the threat of substitutes. As a result, the boiler and heat exchanger manufacturing landscape in the US could become much more competitive, which in turn, could diminish returns for industry operators. This could also change the structure of the industry with the inception of industry players that offer differentiated products and services. The question for industry groups and policy-makers is to what extent should these five forces be influenced, since the degree of support for or of counteraction to these forces will guide the future competitiveness and marketization of the boiler and heat exchanger manufacturing industry in the US.
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Berrett, Tim, and Trevor Slack. "An Analysis of the Influence of Competitive and Institutional Pressures on Corporate Sponsorship Decisions." Journal of Sport Management 13, no. 2 (April 1999): 114–38. http://dx.doi.org/10.1123/jsm.13.2.114.
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Sport sponsorship is frequently described as a strategic activity, and thus, it is influenced by both competitive and institutional forces. Using a sample of 28 Canadian companies, this study explores the influence of competitive and institutional pressures on those individuals who make decisions about their company's sport sponsorship initiatives. The results show that the sponsorship activities of rival companies were influential in a company's sponsorship choices. This was particularly the case in highly concentrated industries. We also show some evidence of a first-mover advantage in sponsorship decision-making but found preemptive strategies to yield little competitive advantage. In addition to these pressures from the competitive environment, institutional pressures from companies in the same geographic area, in the form of mimetic activity, in the form of involvement in social networks, and through the occupational training of the decision makers—all played a role in the choices made about what activities to sponsor.
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Önören, Melahat, Tayfun Arar, and Gülşen Yurdakul. "Developing Competitive Strategies Based on SWOT Analysis in Porter s Five Forces Model by DANP." Journal of Business Research - Turk 9, no. 2 (June 30, 2017): 511–28. http://dx.doi.org/10.20491/isarder.2017.282.
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Manaseryan, Tatul. "Theoretical Aspects of the Bioinformatics Impact of Natural Intelligence in Cooperative Advantages." International Journal of Applied Research in Bioinformatics 11, no. 1 (January 2021): 31–39. http://dx.doi.org/10.4018/ijarb.2021010104.
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The main findings of the study present the main shortcomings of the absolute, comparative, and competitive advantages and suggest new foundations of the theory of cooperative advantages with scientific arguments, justifications, statistics, economic indices, and factor analyses. If genuine competition pursues exclusively economic interests and implies a multiplication of profits from private capital, then cooperation and the utilization of cooperative advantages necessarily include the social component, in other words, the vital interests and well-being of the participating countries and their peoples. In the author's opinion, the realization of absolute, relative, competitive advantages implies the use of economic power from the positions acquired, while the utilization of cooperative advantages requires a combination of competitive advantages and a balance of forces.
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Zelkowski, Jarosław, Mariusz Gontarczyk, Magdalena Kijek, and Paulina Owczarek. "Implementation of Porter five forces method for analysis and evaluation of courier services in Poland." WUT Journal of Transportation Engineering 124 (March 1, 2019): 193–205. http://dx.doi.org/10.5604/01.3001.0013.7190.
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In article was characterized courier services’ market and estimation of its specific conditions. There were pointed factors which determine development of that sector of business. Moreover it was presented Porter five forces method with application to assessment of competitive environment of an enterprise. Proposed procedure allows firms to conduct appropriate analyses in scope of determining of conditions, which facilitate or impede their operation on the market.
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Zhou, Hai Wei, Hui Zhi Zou, and Shuai Yan. "Competitive Monitoring Model Based on Driving Force Analysis." Advanced Materials Research 320 (August 2011): 498–504. http://dx.doi.org/10.4028/www.scientific.net/amr.320.498.
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In the process of making strategies, modern enterprise should not only collect internal information but also pay attention to the external information more seriously. And modern enterprise should take this as an important foundation for enterprise’s survival and development. Monitoring competitive environment is a basic work for making competitive strategy, implementing strategic decision and gaining competitive advantage. From the perspective of driving force analysis, we trace to the decisive force, which affects enterprise’s development. Based on driving force analysis, we construct competitive environment monitoring model, then correlate the "force" of enterprise’s development with the needed monitoring information, and provide scientific foundation for strategic decision finally.
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Ndung’u, Catherine W., and Dr Vincent Machuki. "COMPETITIVE STRATEGIES ADOPTED BY PLAYERS IN THE BEER INDUSTRY IN KENYA." Journal of Business and Strategic Management 1, no. 1 (October 14, 2016): 34. http://dx.doi.org/10.47941/jbsm.8.
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Purpose: The focus of this study was on assessment of competitive strategies adopted by players in the beer industry in KenyaMethodology: The study adopted a cross sectional descriptive survey research design. There are 11 players in beer industry operating in Kenya. The research therefore took the form of a census study covering all the players in the beer industry in Kenya since the population of 11 firms was considered small enough. Eleven questionnaires were given out though only 10 were considered fit for data analysis. Data was analyzed using descriptive statistics.Results: Findings indicated that players in beer industry in Kenya were faced by several forces that shape competition. These included competitive rivalry, threat of new entrants, bargaining power of suppliers and customers, globalization, regulation and information technology. Players in beer industry in Kenya used cost leadership strategy as a competitive strategy since they attempt to reduce their operational costs in order to deliver the product at the lowest prices. It was also possible to conclude that players in beer industry in Kenya use differentiation as a competitive strategy since they have invested in product research. Players in beer industry in Kenya also used focus as a competitive strategy since they have products for different types of consumers. It was also possible to infer from this study that players in beer industry in Kenya used value disciplines as a competitive strategy.Unique contribution to theory, practice and policy: The study recommended that players in beer industry should carry out constant environment scanning so as to be able to identify the various forces that affect their operations. In addition, they needed to adopt strategic planning as a tool for planning against any unforeseen events that may destabilize the operations of the company. Finally, it was recommended that these players needed to continue using the various competitive strategies. However, they also needed to factor in the concept of strategy fit by considering the internal capabilities and resources of the firm.
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Shadrack Mayende, Wasike, and Owino Odhiambo Joseph. "Top Management Team Characteristics, Competitive Environment and Strategy Implementation." International Journal of Business and Management 15, no. 7 (June 9, 2020): 147. http://dx.doi.org/10.5539/ijbm.v15n7p147.
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Competing favorably in the market requires finding a perfect fit between a firm’s resources and the business environment. Strategy is the stewardship by top management that aligns organizational resources and capabilities to the environment with the ultimate goal of achieving superior and sustainable performance. The current study was designed to determine the influence of competitive environment on the relationship between top management team characteristics and strategy implementation. The study adopted the descriptive cross-sectional survey design. Data was obtained by administering structured questionnaire mailed to top managers in tea factory companies in Kenya. The moderation test was carried out using the product term of the standardized scores for top management team characteristics and competitive environment respectively. Data was processed through regression analysis. While we demonstrate that top management team characteristics had significant influence on strategy implementation, the results of moderation tests were not statistically significant. Consequently, our hypothesized moderating influence of competitive environment on the relationship between top management team characteristics and strategy implementation was not supported. Our findings raise theoretical questions on whether competitive environment is more relevant during strategy formulation process or execution stage. We conclude that companies implementing strategy in stable competitive environment have predictable implementation of planned strategy. We further conclude that external insulation from competition by umbrella marketing agency reduces the influence of factors within the competitive environment on the relationship between top management team characteristics and strategy implementation. However, the temporary insulation of the firm from competition exposes it to competitive disadvantage in the event that the marketing agency is destabilized by forces both from within and external to it.
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WONGLIMPIYARAT, JARUNEE, and RACHANEE TRIPIPATKUL. "THE SCHUMPETERIAN STRUCTURAL ADJUSTMENT OF THE BANKING INDUSTRY: A POST FINANCIAL CRISIS ANALYSIS." International Journal of Innovation and Technology Management 02, no. 01 (March 2005): 19–31. http://dx.doi.org/10.1142/s0219877005000368.
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This paper discusses the economic growth and technological change of the Thai banking industry in relation to a post financial crisis, based on Schumpeter's economic development theory. It is argued that the structural changes of the Thai banking industry reflect Schumpeter's gales of creative destruction. The circumstance in which Thailand has to let the ailing banks and financial institutions go bankrupt and renew the process of growth through mergers and acquisitions represents an adjustment phase of an economy undergoing technological change. Using Porter's Competitive Forces Model, this paper aims to understand banks' pursuit of strategies to survive and increase competitiveness under the financial liberalization policies. The paper concludes with policy recommendations for the Thai banking industry to manage innovations under a competitive pressure after the financial crisis.
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Purwanto, Purwanto, and Anaconda Bangkara. "Analisis Strategi Bersaing Pasar Kaget untuk Memenangkan Persaingan." Jurnal Manajemen dan Bisnis Indonesia 4, no. 1 (October 1, 2016): 16–34. http://dx.doi.org/10.31843/jmbi.v4i1.100.
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The problem companies are becoming increasingly complex and competitive business be increased very sharply, as a result of changes in the business environment in the era of globalization. Companies must be able to adapt to the environment in order to survive in the midst of these conditions. For that management is required to manage the organization in a better and more professional in controlling the activities of the company. Business "shock market" Cikarang, Jababeka, Bekasi as a collection of merchants who sell various products to lower middle class should immediately anticipate and prepare for making new business strategies to survive and thrive in the future. The study has the purpose of analyzing the external and internal business environment, identifying, evaluating business strategies and finding alternative strategies for the future that can be implemented " shock market.†External business environment will be analyzed with descriptive qualitative method involving shared business environment (economic, political, ecological and technological), Porter's competitive forces, the forces of the trigger and the key success factors.The results showed that the manager should earnestly follow external analysis results such as politics, economics and ecology as well as industrial environments (competition among members of the industry, the threat of new entrants, threat of substitute products, buyer powerful and strong supplier) Keywords : market shock, the external business environment , the strength of competition Porter
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Saito, Riga, Ying Jun Wang, and Sang Bing Tsai. "Research on Competitive Strategy - Case of a Taiwan Technology Material Manufacture Enterprise." Advanced Materials Research 945-949 (June 2014): 3032–36. http://dx.doi.org/10.4028/www.scientific.net/amr.945-949.3032.
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For an enterprise to survive in a rapid business environment, the enterprise is required to develop core competencies through the understanding of its competitive advantage. In this study, Porter’s five forces were used as factors to evaluate competiveness while importance-performance analysis (IPA) was used as an assessment framework to evaluate the production competitiveness. An manufacturing enterprise is examined to identify its advantages and disadvantages to facilitate an appropriate competitive strategy.
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Ginevičius, Romualdas, and Renata Korsakiene. "EXPLORATION OF STRATEGY: OBJECTIVES, COMPETENCIES AND COMPETITIVE ADVANTAGE." Journal of Business Economics and Management 6, no. 1 (March 31, 2005): 13–22. http://dx.doi.org/10.3846/16111699.2005.9636089.
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The notion that all companies should have a strategy is widely accepted. It has to be noted that a company's competitiveness describe objectives, competencies, competitive advantage and strategies. The linkages among objectives, competencies and competitive advantage are influenced by competitive forces in the market. The purpose of this paper is to propose a conceptual framework for analysis of a strategy and to present results of a survey carried out to explore the strategies of Lithuanian construction companies. The determinants of strategy such as objectives, competencies and competitive advantage can further be used as a guide for setting a strategic agenda for construction companies with different characteristics and operating in different markets.
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Zayats, Olena. "The EU Global Competitive Force Index." Economic Annals-ХХI 183, no. 5-6 (June 4, 2020): 17–25. http://dx.doi.org/10.21003/ea.v183-02.
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Introduction. With this paper we want to show that the study of international competitiveness only at a country level does not correspond to the contemporary development of the global economy. The author presents the methodology for competitiveness grouping of international integration groupings’ member states in order to assess the global competitive force of trade and economic groupings in the world economy. Based on the data of the Global Competitiveness Report 2019 regarding the competitiveness of the EU Member States, the Global Competitive Force Index of the EU as an interstate integration grouping has been calculated. The Index will help evaluate economic integration or disintegration processes in the global economy. The research demonstrates the necessity of the annual global competitive force ranking of international integration groupings. This study will enhance knowledge in the field of economics by grouping the EU Member States’ global competitiveness indices according to 12 criteria and identifying the new quantitative and qualitative integrated Global Competitive Force Index of an international integration grouping. To reach this objective, we will define the Integrated Global Competitive Force Index as the average of the individual points of the EU Member States in 2019. The novelty of our study lies in the comparative analysis of the three largest interstate integration groupings from the perspective of their competitive force. The introduction of the new integrated Global Competitive Force Index of interstate integration groupings will help competition policy makers decide which processes of economic integration or disintegration should be preferred in order to increase their competitive force in the global economy. The purpose. Research and calculation of the European Union’s Integrated Global Competitive Force Index to analyze the attractiveness of the European Union in terms of global competitive force. Based on the calculation of the EU Integrated Global Competitive Force Index 2019, the attractiveness of the EU competitive environment has been determined according to 12 criteria. Results. The ranking of the three largest regional integration groupings of the world economy has been formed. Specification of the assessment and results of the integrated index of interstate integration groupings’ global development can be used for the competition policy development of the individual member state of an integration grouping as well as the communitarian competition policy. The EU Integrated Global Competitive Force Index will help understand what the integration grouping’s competitive force means and whether the process of interstate integration of countries contributes to enhancing the competitive force of an individual country and the integration grouping as a whole. To calculate the EU Integrated Competitive Force Index, we will analyze the Member States on 12 competitive strength criteria, and Global Competitiveness Report 2019 will serve as the basis for our study. According to our calculations, the EU Integrated Global Competitive Force Index is 72 points out of 100. Conclusion. The results of a comprehensive integrated assessment of the competitive force of 28 EU Member States demonstrate a high overall competitive force index of the grouping, indicating the EU’s impact on global competitive processes. The EU Global Competitive Force Index can be used both as an indicator of the separate international integration grouping’s development and as a global criterion for the effectiveness of interstate integration groupings in the transformation of international competitive relations. Discussion. The highlighting of the EU global competitive force is a requirement for the contemporary development of the global competitive environment, since interstate integration groupings are the main actors of the world economy, which significantly affect the distribution and growth of competitive force.
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Baporikar, Neeta. "Information Strategy as Enabler of Competitive Advantage." International Journal of Strategic Information Technology and Applications 5, no. 1 (January 2014): 30–41. http://dx.doi.org/10.4018/ijsita.2014010103.
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Technology has been continuously improving, causing high business pressures that affect organizations' current and future competitiveness. Gaining competitive advantage is critical for organizations. Among the various resources which organizations deploy to succeed, information is identified as a crucial resource. The success of organizations depends on the decisions made and the excellence of decisions depends upon the quality and reliability of information. If this be so, then information strategies need to be designed and implemented in a comprehensive manner so that the organizations derive competitive advantage. Based on an in-depth literature review and contextual analysis, this paper will review competitive forces and competitive information systems strategies for gaining competitive advantages, explain concepts of value chain, business ecosystems and discuss innovation strategy.
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Fatmawati, Indah, Sabila Ayu Bestari, and Rokhima Rostiani. "Key Success Factors' Identification of Farm Tourism: A Case from Indonesia." E3S Web of Conferences 232 (2021): 02020. http://dx.doi.org/10.1051/e3sconf/202123202020.
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The setting of this study is an orchard that has turned into thriving farm tourism. The company continues to develop itself in line with the high demand for horticultural products and tourism to excel in doing business. This research aims to identify the key success factors of a tourism farm company. Having useful information enables a company to understand its competitive advantages and powerful resources. Therefore, they can outperform the competition and prevent competitive losses. This study employs an exploratory qualitative approach. Data collection was using observation, interviews, and data generated from the company. This research is using three analytical techniques. First, the external environment analysis consisted of Political, Economic, Socio-Cultural, Technological, and Environmental analysis (PESTEL) and Porter's Five Forces Analysis (PFFA). Second, the internal environment analysis encompassed Value Chain analysis, STP analysis, and Marketing Mix analysis. Then, SWOT analysis to determine alternative strategies generated from the external and internal environment analysis. Results revealed that the key success factors of tourism farm company included human resources and natural resources. In this case, the company's service characteristic is inseparable. Lastly, the company must find solutions to overcome their weaknesses, such as the lack of technology and social media use.
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Adams, Neil F., Emily J. Rayfield, Philip G. Cox, Samuel N. Cobb, and Ian J. Corfe. "Functional tests of the competitive exclusion hypothesis for multituberculate extinction." Royal Society Open Science 6, no. 3 (March 2019): 181536. http://dx.doi.org/10.1098/rsos.181536.
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Multituberculate mammals thrived during the Mesozoic, but their diversity declined from the mid-late Paleocene onwards, becoming extinct in the late Eocene. The radiation of superficially similar, eutherian rodents has been linked to multituberculate extinction through competitive exclusion. However, characteristics providing rodents with a supposed competitive advantage are currently unknown and comparative functional tests between the two groups are lacking. Here, a multifaceted approach to craniomandibular biomechanics was taken to test the hypothesis that superior skull function made rodents more effective competitors. Digital models of the skulls of four extant rodents and the Upper Cretaceous multituberculate Kryptobaatar were constructed and used (i) in finite-element analysis to study feeding-induced stresses, (ii) to calculate metrics of bite force production and (iii) to determine mechanical resistances to bending and torsional forces. Rodents exhibit higher craniomandibular stresses and lower resistances to bending and torsion than the multituberculate, apparently refuting the competitive exclusion hypothesis. However, rodents optimize bite force production at the expense of higher skull stress and we argue that this is likely to have been more functionally and selectively important. Our results therefore provide the first functional lines of evidence for potential reasons behind the decline of multituberculates in the changing environments of the Paleogene.
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Banerjee, Subhabrata Bobby, Easwar S. Iyer, and Rajiv K. Kashyap. "Corporate Environmentalism: Antecedents and Influence of Industry Type." Journal of Marketing 67, no. 2 (April 2003): 106–22. http://dx.doi.org/10.1509/jmkg.67.2.106.18604.
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How does a business firm manage its relationship with the natural environment? What are the factors that influence the choice of such strategies? Does industry type matter? The authors introduce and operationalize the concept of corporate environmentalism in an effort to answer these questions. Using stakeholder theory, the authors identify four important antecedents to corporate environmentalism, namely, public concern, regulatory forces, competitive advantage, and top management commitment. The authors then use a political–economic framework to develop testable hypotheses. To test the hypotheses, the authors perform multigroup path analysis on data gathered from more than 240 firms. They find that corporate environmentalism is related to all hypothesized antecedents and that industry type moderates several of those relationships. In the high environmental impact sector, public concern has the greatest impact on corporate environmentalism, followed by regulatory forces. In the moderate environmental impact sector, competitive advantage has the greatest impact on corporate environmentalism, followed by regulatory forces. There are strong direct and mediating influences from top management commitment, which is the antecedent with the greatest impact on both industry groups. The influences of regulatory forces, public concern, and competitive advantage are all significantly mediated by top management commitment and moderated by industry type. The empirical findings and the ensuing discussion will be of interest to managers and public policy officials.
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ROZHENKO, Oleksandra. "Forming the enterprises strategy of focusing as a method of achieving its competitive advantages." Economics. Finances. Law, no. 4/3 (April 30, 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.