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Journal articles on the topic 'Competitive strategy'

Author: Grafiati

Published: 4 June 2021

Last updated: 21 February 2023

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1

Otinashvili, Ramaz. "Comparative competitive strategy." Works of Georgian Technical University, no. 4(518) (December 15, 2020): 25–33. http://dx.doi.org/10.36073/1512-0996-2020-4-25-33.

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The Comparative competitive strategy of a business depends on the introduction of modern management practices. According to competitive strategy, business objects can be classified as market leaders, challengers, followers, and objects, with own market niches. The key aspects of their competition are analyzed as well. It is noted that the competition strategies are difficult to implement and require a considerable amount of resources. Considering the examples of successful companies around the world, there is no universal model of competitive strategy for a particular business. Each firm must individually select the strategy that suits it, based on its goals, challenges, and opportunities.

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2

Gartner, William B., and Michael E. Porter. "Competitive Strategy." Academy of Management Review 10, no. 4 (October 1985): 873. http://dx.doi.org/10.2307/258056.

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Porter, Michael E. "COMPETITIVE STRATEGY." Measuring Business Excellence 1, no. 2 (February 1997): 12–17. http://dx.doi.org/10.1108/eb025476.

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4

Bernhardt, Douglas C. "Competitive intelligence: Lifeblood of competitive strategy." Competitive Intelligence Review 7, no. 1 (1996): 38–44. http://dx.doi.org/10.1002/cir.3880070109.

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5

Nakamura, Sena. "Competitive Marketing Strategy." Japan Marketing Journal 39, no. 1 (June 28, 2019): 97–105. http://dx.doi.org/10.7222/marketing.2019.028.

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Cheol-Ho Shin and 정미화. "WINENARA’s Competitive Strategy." Journal of Strategic Management 11, no. 2 (June 2008): 85–105. http://dx.doi.org/10.17786/jsm.2008.11.2.004.

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7

Lei, Lei. "Flexible competitive strategy." Nature Plants 4, no. 1 (January 2018): 9. http://dx.doi.org/10.1038/s41477-017-0094-5.

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8

Sun, Xiaoyan, Hao Ma, and Mengyue Su. "Multiple Domain Competition: Integration of Competitive Strategy and Corporate Political Strategy." Academy of Management Proceedings 2021, no. 1 (August 2021): 12055. http://dx.doi.org/10.5465/ambpp.2021.12055abstract.

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9

Baldasty, Gerald J., and Myron K. Jordan. "Scripps' Competitive Strategy: The Art of Non-Competition." Journalism Quarterly 70, no. 2 (June 1993): 265–75. http://dx.doi.org/10.1177/107769909307000203.

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This article focuses on the market niche strategy used by E. W. Scripps in establishing newspapers in medium-sized cities, particularly on the West Coast. Scripps' newspapers blended vision and hard-headed business concerns in developing and sustaining daily publication.

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Zhang, Rongrong. "Product market competition, competitive strategy, and analyst coverage." Review of Quantitative Finance and Accounting 50, no. 1 (March 28, 2017): 239–60. http://dx.doi.org/10.1007/s11156-017-0629-x.

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11

Kuznetsova, Inna, and Valentyna Gorbatiuk. "Modern approaches to the formation of enterprise competitive strategy." Socio-Economic Research Bulletin, no. 3-4(74-75) (October 27, 2020): 109–20. http://dx.doi.org/10.33987/vsed.3-4(74-75).2020.109-120.

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The article considers the approaches to the formation of a competitive strategy. The purpose of the article is to systematize existing approaches to the formation of a competitive strategy and highlight modern competitive strategies. The essence of the concepts «strategy» and «competitive strategy» is considered. Based on a critical analysis of the essence of «competitive strategy» concept, three approaches to its interpretation by various researchers are identified: it is aimed at creating a stable position in the market, provides for the creation of a sustainable competitive advantage, and it is aimed at achieving superiority over competitors. Based on the results of interpretations systematization and analysis of the essence of «strategy» concept, the author’s definition of competitive strategy as a direction of forming a competitive advantage for creating a unique value of the product is proposed. The process of choosing a competitive strategy by M. Porter has been analyzed and it has been established that after its development, further continuous improvement is necessary. The process of choosing a competitive strategy by M. Porter is analyzed and it has been established that after its development, further continuous improvement is necessary. The main approaches to the formation of a competitive strategy, which considering modern business trends are investigated: industry positioning, competitive cooperation, value disciplines, evolutionary theory and key competencies. The essence of the considered concepts, their advantages and disadvantages are clarified and two types of competition, typical for these concepts are identified, namely: tough competition; competition and cooperation. A number of competitive strategies, which take into account the specifics of modern enterprises, are investigated and the essence, necessary resources, output characteristics and type of competition for each of them are highlighted. It was substantiated that each of there searched strategies implements one of the basic competitive strategies: cost leadership or focusing. The cost leadership strategy using at domestic enterprises, which is the most acceptable for the modern realities of the functioning and development of business, is proposed,

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12

Ekarini, Fitria. "Analisis Competitive Forces and Competitive Strategy pada Sistem Informasi “Zalora.co.id”." Elinvo (Electronics, Informatics, and Vocational Education) 1, no. 2 (May 13, 2016): 104–8. http://dx.doi.org/10.21831/elinvo.v1i2.12557.

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Analisis Sistem Informasi Zalora.co.id ini bertujuan untuk mengetahui seberapa kuatnya strategi persaingan yang disiapkan oleh Zalora.co.id untuk menghadapi kuatnya persaingan bisnis dengan perusahaan yang bergerak di bidang yang sama. Sehingga dapat dilihat kelebihan dan kekurangan dari Sistem Informasi ini. Analisis Sistem Informasi ini menggunakan model analisis competitive forces and Competitive Strategy. Dan untuk mengatasi lima kekuatan kompetitif tersebut, perusahaan dapat menerapkan competitive strategies. Pada Zalora yang merupakan situs web belanja kebutuhan fashion yang menawarkan produk-produk dari berbagai brand termuka, baik lokal maupun internasional ini dapat dikatakan sebagai online shop yang siap untuk bersaing dengan para kompetitor di bidang yang sama. Kelemahan dari Sistem Informasi Zalora ini terdapat pada lemahnya Zalora dalam mengahadapi kekuatan Ancaman Kekuatan tawar pelanggan, Ancaman produk pengganti yang mungkin menangkap mangsa pasar, Ancaman industri pendatang baru. dan kelebihan dari Sistem Infomasi Zalora terletak pada kuatnya Zalora dalam menghadapi kekuatan Ancaman Persaingan dari pesaing dalam industri dan Ancaman Kekuatan tawar pemasok . dan juga kelebihan dari Sistem Informasi Zalora terletak pada Strategi Cost Leadership, Strategi Inovasi, dan Strategi Aliansi yang sudah ada dalam Sistem Infomasi ini.Kata Kunci: Sistem Informasi, Competitive Forces, Competitive Strategy

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13

S, Sharma. "Competitive strategies in business." Journal of Management and Science 10, no. 2 (June 30, 2020): 1–6. http://dx.doi.org/10.26524/jms.2020.2.1.

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In a competitive strategy, the business has great value in recognizing the skills and businesses that need to attract customers and their comprehensive options to improve their position in the market. This concept distinguishes the "perspectives and actions" of managers from a strategic point of view. It means that the competitive strategy revolves around the pioneers' methods to improve the company's position in the market by satisfying customers. It Improves market conditions simultaneously leads to action against competitors. The competence of a competitive strategy (rather than a strong strategy) has a competitive impact. The competitive strategy involves techniques that follow different ways of managing the progress of the competition. The purpose of a competitive strategy is to win the hearts of competitors (or rival networks) by meeting customers' needs to achieve a competitive strategy. So, this article focuses on all aspects of competitive strategy in companies.

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14

Grosch, Raymond. "IPMC – A Competitive Strategy." Proceedings of the Water Environment Federation 2002, no. 9 (January 1, 2002): 425–45. http://dx.doi.org/10.2175/193864702784162543.

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15

Saka, Lutfi. "COMPETITIVE STRATEGY IN MARKETING." Pressacademia 1, no. 1 (April 26, 2016): 11. http://dx.doi.org/10.17261/pressacademia.2016118135.

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16

Spender, J. C., K. G. Smith, C. M. Grimm, and M. J. Gannon. "Dynamics of Competitive Strategy." Academy of Management Review 19, no. 4 (October 1994): 829. http://dx.doi.org/10.2307/258748.

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17

Burgelman, Robert A., Ken G. Smith, Curtis M. Grimm, and Martin J. Gannon. "Dynamics of Competitive Strategy." Administrative Science Quarterly 39, no. 3 (September 1994): 523. http://dx.doi.org/10.2307/2393305.

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18

Malloch, Hedley. "Redeployment and Competitive Strategy." Management Research News 15, no. 5/6 (May 1992): 51–52. http://dx.doi.org/10.1108/eb028241.

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19

Bartes, František. "Modern Competitive Strategy Firm." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 58, no. 6 (2010): 51–58. http://dx.doi.org/10.11118/actaun201058060051.

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The article deals with problems of an ever increasing number of cases of successful application of old combat strategies in business practice. Nevertheless, the author refuses the so called “direct conflict“ of firms, when it is really fought for victory on the market. His approach is based on the philosophy of “victory without fight“, in other words – of achieving the aim without direct conflict with the rival firm.In the end he comes to the conclusion that combat philosophies are more and more often incorporated into classical approach of strategic firm control and become the integral part of philosophy of management. At the close happens to opinion that the one from basic factors absolutely necessary to creation such strategy at company, is necessary present so-called „creative intelligence“.

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20

Hackett, Mark C. "Competitive strategy for providers." Health Manpower Management 22, no. 6 (December 1996): 4–8. http://dx.doi.org/10.1108/09552069610153062.

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21

CHRISTOPHER, MARTIN. "LOGISTICS AND COMPETITIVE STRATEGY." Logistics World 1, no. 4 (April 1988): 204–6. http://dx.doi.org/10.1108/eb007444.

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22

Gross, Wendy L., and Barbara Gold. "Anesthesiology and Competitive Strategy." Anesthesiology Clinics 27, no. 1 (March 2009): 167–74. http://dx.doi.org/10.1016/j.anclin.2008.10.013.

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23

Christopher, Martin. "Logistics and competitive strategy." European Management Journal 11, no. 2 (June 1993): 258–61. http://dx.doi.org/10.1016/0263-2373(93)90049-n.

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24

Wernerfelt, Birger, and Aneel Karnani. "Competitive strategy under uncertainty." Strategic Management Journal 8, no. 2 (March 1987): 187–94. http://dx.doi.org/10.1002/smj.4250080209.

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25

Rizqi, Firdaus Aditya, and Wahyu Nugroho. "Implementasi Resource Based Strategy Dalam Mencapai Sustainable Competitive Advantage." Arthavidya Jurnal Ilmiah Ekonomi 22, no. 1 (March 31, 2020): 121–30. http://dx.doi.org/10.37303/a.v22i1.155.

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Abstract: In supporting infrastructure development and housing needs, cement is one of the more widely used strategic commodities. Improvement of infrastructure and property development in Indonesia is caused by an increase in good economic growth in Indonesia. This is the main attraction for both domestic and foreign investors to further enliven the cement industry in Indonesia. Competition occurs between old players and new players who have plans and are building new factories. In addition to PT X in Indonesia there are also 6 (six) other cement companies and 8 (eight) new companies that will invest in the same field which causes competition among the cement industry players to increase. Facing this development, every company is required to be able to develop and evaluate competitiveness by utilizing existing resources to maintain a sustainable competitive advantage in industrial competition. One way to analyze a company's sustainable competitive advantage is to conduct a resource-based view analysis using the VRIO framework. The purpose of conducting a resource based view analysis is to find out whether resources are owned and managed, including in competitive disadvantage, competitive parity, temporary competitive advantage or sustainable competitive advantage. Based on the results of data analysis and discussion of the results of the study, it can be concluded that the resource-based strategy in supporting the achievement of sustainable competitive advantages in PT X is stated to have been proven. A resource-based strategy that includes financial, physical, organizational, technological, human, innovation and reputation resources described in the conclusion of this study is the result that PT X's resources are an important factor in sustainable competitive advantage. Keywords: resources based strategy, sustainable competitive advantage, intangible resources, tangible resources, VRIO framework

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26

H, Syahril, and Bachtiar Bachtiar. "Analisis Generic Strategy Model Michael Porter Pada PT. Cahaya Murni Borneo Timur Untuk Menentukan Pilihan Strategi Di Balikpapan." Jurnal Ekonomi & Manajemen Indonesia 16, no. 2 (January 25, 2017): 129. http://dx.doi.org/10.53640/jemi.v16i2.222.

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The manufacture industry is one of the industries that produce springbad, furniture and its elements. The number of competitors with their product differentiation as well as the government policy to be the cause of this rivalry. PT. Cahaya Murni Borneo Timur is one of the companies that compete in this industry, so companies should create a strategy to win the competition in the market. The method used is a qualitative research method with data collection techniques with a purposive sample. This study aimed to analyze the competitive environment and the industry's best options strategies on PT. Cahaya Murni Borneo Timur using Generic Strategy from Michael E. Porter.Keywords: Competitive Strategy, industry competition environment, the choice of the best strategy, Generic Strategy Analysis.

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27

Fikram, Muhammad, and Nanik Kustiningsih. "COMPETITION STRATEGY ANALYSIS WITH A SWOT ANALYSIS APPROACH TO INCREASE PROFIT OF MSME KNOWLEDGE SELLERS IN KETAJEN VILLAGE, SIDOARJO." Ekspektra : Jurnal Bisnis dan Manajemen 6, no. 2 (October 8, 2022): 148–56. http://dx.doi.org/10.25139/ekt.v6i2.5149.

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In a business, never escape from competition. Whether it's a large, medium, or even small business, there will definitely be competitors. This is what makes researchers determined to analyze the form of competition and the strategies used to deal with it. Especially in the morning the MSME street vendors who lack knowledge about competition and the analyzes they can use to win the competition. The purpose of the researchers conducting this research is to find out and analyze the impact of competitive advantage on increasing the profits of the MSME street vendors selling "Tahu Tek". The method used is descriptive qualitative research with inferential statistical analysis by comparing MSMEs with one another and adapting them to the theories of experts. The results of this study indicate that competitive advantage by implementing a competitive strategy can increase the profits of SMEs selling "Tahu Tek". Based on the suitability of the theory of competitive strategy with increased profit is related. As well as between MSMEs that apply a competitive strategy and MSMEs that do not apply a competitive strategy, there is a significant difference.

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Singh, Dr Santosh M. "Human Resource Outsourcing: A Strategy For Gaining Competitive Advantage." Indian Journal of Applied Research 1, no. 5 (October 1, 2011): 12–13. http://dx.doi.org/10.15373/2249555x/feb2012/5.

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Hron, J., J. Štůsek, M. Arnošt, J. Huml, and L. Platilová-Vorlíčková. "Diversification – strategy of building the competitive advantage in agribusiness." Agricultural Economics (Zemědělská ekonomika) 53, No. 12 (January 7, 2008): 580–84. http://dx.doi.org/10.17221/2381-agricecon.

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Anugrah, Intan Widya, and Tintin Suhaeni. "Pengaruh Kepemimpinan Stratejik Terhadap Strategi Bersaing UKM Café dan Restoran." Jurnal Riset Bisnis dan Investasi 3, no. 3 (January 12, 2018): 78. http://dx.doi.org/10.35697/jrbi.v3i3.947.

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Along with high competition, the ability to survive in the business world strategic leadership is needed to face the competition. Strategic leadership that has dimensions of vision, business model articulation, information delivery well, clever in handling power, and emotional intelligence is one of the factors needed in the company in choosing the appropriate strategy competitiveness. While the competitive strategy itself has a dimension of leadership that low cost, differentiation, and focus. This study aims to measure great strategic leadership, competitive strategy and how much strategic leadership relationship and competitive strategy in SMEs cafe and restaurant. The population of this study is 557 SMEs cafe and restaurant it Kecamatan Bandung Wetan, with a sample of 50 SMEs. The methodology used is descriptive method associative. In this study using simple regression method obtained regression equation Y = 16043 + 0,306X, it means to have a positive relationship of 0.401. The result of research stated that strategic leadership influence 16,08% toward competitive strategy at SMEs cafe and restaurant. Seiring dengan persaingan yang tinggi, kemampuan bertahan di dunia bisnis. Kepemimpinan strategis dibutuhkan untuk menghadapi persaingan. Kepemimpinan strategis yang memiliki dimensi visi, artikulasi model bisnis, penyampaian informasi dengan baik, pandai dalam menangani daya, dan kecerdasan emosional merupakan salah satu faktor yang dibutuhkan dalam perusahaan dalam memilih strategi bersaing yang tepat. Sedangkan strategi bersaing itu sendiri memiliki dimensi kepemimpinan yang berbiaya rendah, diferensiasi dan fokus. Penelitian ini bertujuan untuk mengukur strategi kepemimpinan yang hebat, strategi bersaing dan seberapa besar hubungan kepemimpinan strategis dan strategi bersaing di UKM kafe dan restoran. Populasi penelitian ini adalah 557 UKM kafe dan restoran Kecamatan Bandung Wetan, dengan sampel 50 UKM. Metodologi yang digunakan adalah metode deskriptif asosiatif. Dalam penelitian ini menggunakan metode regresi sederhana diperoleh persamaan regresi Y = 16043 + 0,306X, artinya memiliki hubungan positif sebesar 0,401. Hasil penelitian menyatakan bahwa kepemimpinan strategis berpengaruh 16,08% terhadap strategi bersaing di UKM kafe dan restoran.

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31

Zgarni, Asma, and Lamia Gharbi. "Pure Versus Hybrid Competitive Strategy: Evidence from Tunisian Manufacturing Industries." Asian Social Science 17, no. 7 (June 30, 2021): 1. http://dx.doi.org/10.5539/ass.v17n7p1.

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This article proposes to decide on the impact of external and internal factors (competitive forces and strategic capabilities) on strategic competitive choices (pure or hybrid). Using a sample of Tunisian companies operating in the manufacturing industry, the results show that face to the competition’ intensity, companies opt for competitive hybrid strategies at the expense of pure ones only when they have strong combined strategic capabilities. However, when they have a stock of capabilities less rich and less diversified, they have interest to pursue a pure competitive strategy. Moreover, the study shows that the pure competitive strategy differs according to the nature of the strategic capabilities held.

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32

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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Saldanha, Estanislau Sousa. "The Mediation Effects of Business Strategy on the Relations between Industrial Competition and Performance." Timor Leste Journal of Business and Management 1 (December 19, 2019): 1–11. http://dx.doi.org/10.51703/bm.v1i1.6.

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This study aims to examine the mediation effects of differentiation strategy and cost leadership strategy on the relationship between industrial competition and the performance of the higher education industry in Timor-Leste. The total of 157 departments of 11 accredited tertiary institutions in Timor-Leste were chosen to fill in the questionnaires, while SMART-PLS 3.0 was used to test the hypothesis. The results of this study show that industrial competition does not significantly influence industrial performance, while both the differentiation and the cost leadership strategies fully mediate the relationship between industrial competition and the performance. This research contributes to the debate on competitive strategic fitness to sustain competitive advantage in regard to pure strategy or combined strategy which is still unsettled among researchers. This research also contributes to developing strategic policies in the higher education industry for improving competitive advantages which lead to superior performance. The higher education industry can also benefit from this research by considering a combined differentiation and cost leadership strategy as a competitive strategy to improve industrial performance.

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Ward, Peter T., and Rebecca Duray. "Manufacturing strategy in context: environment, competitive strategy and manufacturing strategy." Journal of Operations Management 18, no. 2 (January 7, 2000): 123–38. http://dx.doi.org/10.1016/s0272-6963(99)00021-2.

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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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Li, Ji, and Leonard Karakowsky. "The competitive strategy of China’s township enterprises." Business Process Management Journal 7, no. 4 (October 1, 2001): 340–48. http://dx.doi.org/10.1108/eum0000000005733.

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China’s township enterprises have developed rapidly since the country’s economic reform. Discusses the competitive strategy of these businesses, and offers an explanation for the survival and growth of these enterprises despite the presence of powerful competition and uncertain legal and political environments. Aims to contribute to a fuller understanding of the nature and influence of these enterprises and their important role in China’s economic future.

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37

Pehrsson, Anders. "Foreign subsidiaries’ competitive strategy: the impact of corporate support and local competition." European Business Review 29, no. 6 (October 9, 2017): 606–27. http://dx.doi.org/10.1108/ebr-04-2017-0068.

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Purpose The study draws on the resource-based view and the contingency view of strategy. The purpose of this paper is to contribute to international strategy literature by extending the current understanding of foreign subsidiary’s competitive strategy in terms of cost leadership and product differentiation. Design/methodology/approach Hypotheses concern associations between corporate support building on product and skills relatedness and subsidiary strategies. Also, it is hypothesized that strategies are due to the type of local competitive intensity. The hypotheses were tested on wholly owned subsidiaries of Swedish industrial firms in Germany, the UK and the USA. Findings Product and skills relatedness between the subsidiary and the corporate core unit are positively associated with the subsidiary’s emphasis on cost leadership. Also, a positive association was found between skills relatedness and product differentiation, and extensive competitive intensity strengthens the relationship. Research limitations/implications The study specifies what business relatedness is needed for a subsidiary’s competitive strategy; skills relatedness is more important than product relatedness; the type of local competitive intensity is important; corporate support and local strategy operate simultaneously. Practical implications Management is advised to implement a foreign subsidiary’s competitive strategy by recognizing the mechanisms identified in this study. Originality/value In a unique way, the study captures the role of corporate support of a foreign subsidiary’s competitive strategy relying on business relatedness and the importance of aligning the strategy with competitive intensity.

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Dai, Lu. "Research on the Differentiated Competition Strategy of Membership-based Retail Stores." Frontiers in Business, Economics and Management 5, no. 3 (October 11, 2022): 38–41. http://dx.doi.org/10.54097/fbem.v5i3.1901.

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In recent years, new retail has gradually started to catch people’s attention. During the current intensified competition in the retail industry, it has become an important competitive strategy for retail companies to increase user stickiness by providing exclusive membership services and creating a distinctive paid membership system. Taking Sam's Club as an example, competitive strategies of membership-based retail stores were analyzed in this paper from the perspective of differentiated competition strategy, and the rationality and implementation suggestions of membership-based retail stores to shift from the cost leadership strategy to the differentiated competition strategy.

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Nokelainen, Tomi, Juha-Antti Lamberg, and Juha S. Laurila. "Globalisation and Competitive Strategy: A History of Competitive Stagnation." Academy of Management Proceedings 2014, no. 1 (January 2014): 15911. http://dx.doi.org/10.5465/ambpp.2014.15911abstract.

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40

Gomes, Carlos F., Mahmoud M. Yasin, João V. Lisboa, and Michael H. Small. "Discerning competitive strategy through an assessment of competitive methods." Service Industries Journal 34, no. 12 (June 5, 2014): 974–98. http://dx.doi.org/10.1080/02642069.2014.915946.

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Argyres, Nicholas, and Anita M. McGahan. "Introduction: Michael Porter's Competitive Strategy." Academy of Management Perspectives 16, no. 2 (May 2002): 41–42. http://dx.doi.org/10.5465/ame.2002.7173491.

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Awad, Samir A. "A Unified Competitive Palestinian Strategy." Studies in Asian Social Science 4, no. 2 (July 27, 2017): 46. http://dx.doi.org/10.5430/sass.v4n2p46.

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Palestinians need a strategy that will lift them out of their seemingly unending dilemma of prolonged Israeli settler-colonial occupation. Palestinian strategy needs to be re-positioned, to be part of a published strategic vision for a lasting solution that needs a national consensus on the requirements.The Palestinian struggle to achieve a viable independent state can be attained by engaging in a contest of credibility generating a long term sustainable advantage responding to the opportunities and threats, to achieve our objectives through capturing international political signals; or as Edward Said described it “Capturing the Imagination of the world”.The purpose of strategy is to gain some form of advantage; to maintain or protect assets or interests. Strategy is about gaining or maintaining an advantage or denying an advantage to the Israeli Occupation.To set a strategy, one usually employs past experience tactics whereby future probabilities, gains and losses are approximated in a given situation (game theory). A strategy is not routinely changeable or is quickly reversible. Nevertheless, a strategy must not stand still in the face major international events. On the contrary, a solid strategy must be capable of responding to changing events[1] in a manner whereby tactical threats could be turned into gains or opportunities. It is also necessary that a strategy ought to be, when formulated, based upon the strengths whist remaining mindful of weaknesses in order for it to deal with arising threats or challenges.For over two decades, since the signing of the Oslo Accords between the Palestinian Liberation Organization and Israel, the Israeli military occupation, land confiscation and destruction, expansion of settlements, denial of Palestinian right to self-determination and control over natural resources remain in place.Israel continues with its settler-colonial project undeterred by the Palestinian resistance or the condemnation of most countries in the world. That has undermined the so-called “Peace process” and its ultimate objective of a two-state solution, leaving the Palestinians with a prospect of prolonged occupation, which leaves them helpless and hopeless.

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Coburn, Mathias M., Daniel J. Greenwood, and Martha R. Matteo. "Supporting Strategy With Competitive Analysis." Research-Technology Management 45, no. 5 (September 2002): 43–47. http://dx.doi.org/10.1080/08956308.2002.11671521.

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Bhattarai, Dhundi Raj. "Competitive Advantage of Firm Strategy." NCC Journal 3, no. 1 (June 14, 2018): 30–43. http://dx.doi.org/10.3126/nccj.v3i1.20246.

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Rugman, Alan M. "Multinationals and Global Competitive Strategy." International Studies of Management & Organization 15, no. 2 (June 1985): 08–18. http://dx.doi.org/10.1080/00208825.1985.11656406.

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Grzecznowska, Anna, and Emilia Mostowicz. "Industrial Design: A Competitive Strategy." Design Management Review 15, no. 4 (June 10, 2010): 55–60. http://dx.doi.org/10.1111/j.1948-7169.2004.tb00183.x.

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Sharp, Byron. "Competitive Marketing Strategy: Porter Revisited." Marketing Intelligence & Planning 9, no. 1 (January 1991): 4–10. http://dx.doi.org/10.1108/02634509110139556.

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Olson, Eric M., Rachel Cooper, and Stanley F. Slater. "Design strategy and competitive advantage." Business Horizons 41, no. 2 (March 1998): 55–61. http://dx.doi.org/10.1016/s0007-6813(98)90035-0.

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Van den Steen, Eric. "The Strategy in Competitive Interactions." Strategy Science 3, no. 4 (December 2018): 574–91. http://dx.doi.org/10.1287/stsc.2018.0068.

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Mathur, Shiv Sahai. "Talking straight about competitive strategy." Journal of Marketing Management 8, no. 3 (July 1992): 199–217. http://dx.doi.org/10.1080/0267257x.1992.9964192.

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