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Mirzaeva Faziljanovna, Dilafruz, and Gao Yongqian. "Effective Business Strategy for International Strategic Performance: An Empirical Study of Chinese Construction Firms." International Journal of Management Science and Business Administration 2, no. 3 (2014): 43–55. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.23.1005.
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To build on the research of strategic management we conducted an empirical study in the context of international performance. Three principal strategies, according to Porters generic strategy theory: cost leadership cost-focus and differentiation respectively, were tested in our research model. Quantitative empirical analysis of international strategy on a sample of 58 Chinese firms was conducted to determine strategies that lead to enhanced strategic performance. We utilized survey strategy encompassing questionnaire data collection. The collected data was analyzed using SPSS statistical package. Inference statistics consisting of correlation analysis and multiple regression analysis were performed. Findings of the study suggest that cost leadership and differentiation strategies impact strategic performance significantly, whereas cost-focus does not. A value of appropriate international business strategy is illustrated by supporting a relationship between strategy and international performance. The originality of contributions of the study lies in the fact that the generic business strategies’ impact on strategic performance is tested on an international market on the sample of Chinese firms. These notions enrich existing body of knowledge on strategic management. Therefore, companies conducting their business operations internationally should consider forming and implementing strategies of differentiation and cost leadership to achieve optimal business results.
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Amit, Raphael. "Cost leadership strategy and experience curves." Strategic Management Journal 7, no. 3 (May 1986): 281–92. http://dx.doi.org/10.1002/smj.4250070308.
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Setiawan, Antonius Singgih. "PENGARUH PEMILIHAN STRATEGI DEFERENSIASI TERHADAP KINERJA KEUANGAN1 (Studi Empiris Pada Perusahaan Manufaktur Food & Beverages terdaftar di BEI)." Jurnal Akuntansi 20, no. 1 (March 3, 2017): 104. http://dx.doi.org/10.24912/ja.v20i1.78.
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Penelitian ini bertujuan menguji apakah strategi deferensiasi akan memberikan kinerja keuangan yang lebih baik dari pada strategi cost leadership. Menggunakan 85 sampel pengamatan dari 17 perusahaan manufaktur Food & Beverages terdaftar di BEI 2009–2013, hipotesis penelitian diuji menggunakan analisis regreasi. Hasil penelitian menunjukkan bahwa perusahaan yang memilih strategi defensiasi akan menghasilkan kinerja keuangan yang lebih baik dari pada perusahaan yang menerapkan strategi cost leadership.This study aims to test whether differentiation strategy will deliver a better financial performance than cost leadership strategy. Using a sample of 85 observations of 17 Food & Beverages manufacturing companies listed on the Indonesian Stock Exchange from 2009 to 2013, research hypotheses are tested using regresion analysis. The result shows that companies that choose differentiation strategy will produce better financial performance than companies that implement the cost leadership strategy.
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Wada, Takeaki. "Capability-based cost leadership strategy of Japanese firms." Annals of Business Administrative Science 17, no. 1 (February 15, 2018): 1–10. http://dx.doi.org/10.7880/abas.0171018a.
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Moesono, Juniarti, Camelia Florensia Beoang, Meliani Fitri Salim Prayogo, and Parulian Adinata Samosir. "Business Strategy and Environmental Performance." Jurnal Akuntansi dan Keuangan 23, no. 2 (November 24, 2021): 95–104. http://dx.doi.org/10.9744/jak.23.2.95-104.
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Business strategy choices are very influential in a company’s environmental performance. Companies that choose the cost leadership strategy tend to streamline their expenses which leads to them overlooking the environmental cost. Meanwhile, differentiation strategy encourages companies to accommodate environmental costs to fulfill customers’ demands. Therefore, this research aims to examine the impacts of the strategy choices on environmental performance, which has not been focused on by previous researchers. This research’s samples are public companies that are consistently participating in the PROPER program during the 2012-2017 period. 228 company years fulfill the sample criteria. The data are processed using the GRETL application that is fit for processing the panel data. We apply two proxies to measure each strategy choice. Cost leadership is proxied with EPAS and SPPE while differentiation is measured with SGAS and SCGS. This research’s findings are, firstly, companies that choose the cost leadership strategy have lower environmental performances, and, secondly, companies with differentiation strategy have high environmental performances. However, not all proxies used to measure the cost leadership and differentiation strategies support the impacts of strategy choices on environmental responsibilities performance.
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Um, Juneho, Neungho Han, Tonci Grubic, and Asad Ghalib. "Aligning product variety with supply chain and business strategy." International Journal of Productivity and Performance Management 67, no. 9 (November 19, 2018): 1837–53. http://dx.doi.org/10.1108/ijppm-01-2018-0020.
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PurposeThe purpose of this paper is to demonstrate the strategic alignment between product variety and supply chain (SC) focus through cost leadership or differentiation to improve business performance.Design/methodology/approachThe research investigated product variety-related capabilities and strategies in SCs including level of variety, SC agility, SC cost efficiency, cost leadership, differentiation and business performance, and aimed to justify the theory by testing structural equation modelling using survey data from the UK and South Korea.FindingsDifferentiation links high product variety and agile SC while cost leadership is aligned with low product variety and SC efficiency. High product variety negatively impacts on cost leadership strategy. Also, product variety should be mediated by cost leadership or differentiation strategy to improve business performance. Companies in South Korea display higher SC agility, cost leadership and cost efficiency than companies in the UK, while the UK companies exhibit a higher level of product variety and differentiation than those in South Korea.Research limitations/implicationsThe findings contribute to theoretical development of variety issues at the alignment of business strategy and SC management according to the level of product variety.Originality/valueThe findings can help international companies set up specific variety-related strategies to achieve global competitiveness.
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Alsaqa, Zyad Hashim, and Sakar Zahir Omar Amin. "The Role of Strategic Management Accounting Strategies in Supporting Cost Leadership Strategy." Journal of University of Human Development 1, no. 3 (August 31, 2015): 216. http://dx.doi.org/10.21928/juhd.v1n3y2015.pp216-242.
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إن التطورات الهائلة التي حدثت في بيئـة نظم التصنيع والناتجة عن عدة تحولات تدريجية ـ وليست ثورات فجائية في المعلومات والتقنية والنظم والأساليب والمفاهيم ، ألقت على عاتق المحاسبة الإدارية التقليدية عبء التطوير لتلبي احتياجات بيئة التصنيع الحديثـة من نظم المعلومات المتطورة لدعم الإدارة في مجال اتخاذ القرارات الإدارية بشكل عام، والقرارات الإستراتيجية بشكل خاص.
فالمحاسبة الإدارية لديها من المهارات والقدرات التي تمكنها من تقييم حجم المنافسين، ودرجة تأثيرهم على قرارات الشركة ، وأيضا درجة تأثرهم بقراراتها ، ومعرفة التغيرات التقنية، والاعتبارات البيئية، والمؤشرات الهامة في المجال الصناعي واستجابات المنافسين ، لكل ذلك أصبح محتوماً على المحاسبة الإدارية أن تُحدث وتُطور من تقنياتها وأساليبها وأدواتهـا، لمواكبتها للتغيرات والتطورات الحاصلة في بيئة التصنيع الحديثة.
ومن هنا تأتي مشكلة البحث من خلال ضرورة تحديد الأساليب الملائمة التي يمكن من خلالها أن تساهم المحاسبة الإدارية الإستراتيجية في دعم إستراتيجية قيادة الكلفة للشركات الصناعية في البيئة العراقية ؟
وعليه فإن أهمية البحث تتضح من خلال تناوله موضوعاً حديثاً وحيوياً في إمكانية التركيز على مجموعة من أساليب المحاسبة الإدارية الإستراتيجية التي يمكن من خلالها المساهمة في دعم إستراتيجية قيادة الكلفة للشركات الصناعية العراقية من بين الكم الهائل من الأساليب المتعارف عليها في مجال المحاسبة الإداريةالاستراتيجية .
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Eva, Nathan, Sen Sendjaya, Daniel Prajogo, Andrew Cavanagh, and Mulyadi Robin. "Creating strategic fit." Personnel Review 47, no. 1 (February 5, 2018): 166–86. http://dx.doi.org/10.1108/pr-03-2016-0064.
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Purpose While research and adoption of servant leadership are on the increase, little is known about the mechanisms through which it affects organizational performance. Drawing on the contingency theory, the purpose of this paper is to examine the extent to which organizational strategy and structure affect the relationship between servant leadership and organizational performance. Design/methodology/approach Survey data were collected from 336 direct reports of CEOs/GM/MDs in Australian SMEs, and multiple regression analysis was used in the hypotheses testing. Findings The study found that the relationship between servant leadership and performance is moderated by the three-way interaction effects of differentiation and centralization as well as cost leadership and formalization. Practical implications This study shows that the positive effects of servant leadership on performance are more pronounced in organizations with minimal organizational structure that are not fixated on cost minimization. To that end, ensuring that there is a fit among organizational strategy, structure, and leadership is a key priority for senior executives. Originality/value This research is one of the first to examine the boundary conditions of servant leadership, demonstrating the effects organizational structure has on servant leadership’s influence. Further, this research extends the contingency theory by focusing on strategy and structure, rather than just structural impacts.
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NAGASAWA, Shin'ya. "Japanese Manufacturing should Take a Luxury Brand Strategy not Cost Leadership Strategy." Journal of the Society of Mechanical Engineers 118, no. 1159 (2015): 338–39. http://dx.doi.org/10.1299/jsmemag.118.1159_338.
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Harischandra Tanuraharjo, Hans. "The Effects of Government Regulation and Distinctive Capability on the Cost Leadership Strategy to Drive the Business Performance of Minimarket Chain." Journal of Sosial Science 2, no. 1 (January 25, 2021): 40–47. http://dx.doi.org/10.46799/jsss.v2i1.84.
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The minimarket competition in Indonesia is very tight and dominated by the two largest minimarket chain, Indomaret and Alfamart. This study aims to examine the effects of government regulation and distinctive capability on the cost leadership strategy and its implications for the business performance of minimarket chain in Indonesia. It is based on empirical gap, not based on theoretical gap. The variables of distinctive capability and cost leadership strategy are relevant to the competitive advantage and sustainability. The method is explanatory survey, and the data is analyzed quantitatively on primary data. The unit of analysis is a minimarket chain in Indonesia. Time horizon is a cross section (one shoot). The populations are all minimarket chain companies in Indonesia which has the same set of characteristics amounted to 20. The analysis design used in this study is Partial Least Square. The coverage of samples under 100 respondents is very valid to use PLS. The results showed that cost leadership strategy dominantly was influenced by ownership of distinctive capability and was supported by government regulation. Cost leadership strategy has the most influence in directly increasing business performance. Government regulation and distinctive strategy can directly improve business performance, but the effect is smaller when compared to indirect effects through the cost leadership strategy. The findings of this study have implications for the management that efforts to improve business performance rely on the development of a cost leadership strategy, which is built on ownership of distinctive capability and adaptation of government regulation. Cost leadership strategy is suitable to be applied in this industry because of its hypercompetitive market structure. In addition, government regulations have a significant impact on the retail industry's strategy in Indonesia
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Purwianti, Lily. "Analisa Pengaruh Cost Leadership, Differentation Strategy dan Market Orientation Terhadap Kinerja Perusahaan." Journal of Global Business and Management Review 1, no. 1 (May 27, 2019): 33. http://dx.doi.org/10.37253/jgbmr.v1i1.448.
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The main purposes of this study is to analyze the relationship of cost leadership, differentiation strategy, market orientation and organization performance. The research sample are souvenirs shop in Batam City. Multiple regression analysis to test the hypothesis. The results of this study are information about cost leadership, differentiation strategies, market orientation towards company performance. The results showed that cost leadership, differentiation strategy, market orientation has significant efect on organization performance.
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Birasnav, M. "Relationship between transformational leadership behaviors and manufacturing strategy." International Journal of Organizational Analysis 22, no. 2 (May 6, 2014): 205–23. http://dx.doi.org/10.1108/ijoa-10-2011-0520.
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Purpose – It is widely agreed that top management's leadership behavior is a source for achieving and sustaining competitive advantage. Very few research studies analyzed the prevalence of transformational leadership style in the manufacturing environment, and importantly, the associations between transformational behaviors and manufacturing strategies in connection with flexibility, quality, delivery, and cost are not yet deeply explored in the literature. In this direction, efforts are initiated to explain the relationships between transformational leadership behaviors and manufacturing strategies in this study. The paper aims to discuss these issues. Design/methodology/approach – A systematic literature review was conducted by analyzing all traditional and contemporary research studies in the fields of leadership and operations management in order to examine the link between transformational leadership and manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Findings – It was found from the review that top-level leaders exhibit transformational leadership behaviors while implementing manufacturing strategies in their firms. In particular, transformational leaders are capable to transform the production system into flexible system, and in addition, they develop new production processes for manufacturing both new and old products. Such leaders ensure quality in all the levels of production process and support to speed up order delivery process with the help of technology. Finally, they also concentrate on reducing cost growth. Research limitations/implications – This study is bounded by its focus on Bass and Avolio's transformational leadership behaviors and Ward and Duray's manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Originality/value – This study shows that transformational leaders, in the manufacturing environment, use manufacturing strategy as a tool to improve operational performance. Thus, they have potential to achieve and sustain competitive advantage through formulation of manufacturing strategy.
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Bhattarai, Dhundi. "Generic Strategies and sustainability of Financial Performance of Nepalese Enterprises." Pravaha 24, no. 1 (June 12, 2018): 39–49. http://dx.doi.org/10.3126/pravaha.v24i1.20224.
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The purpose of this paper is to examine the relationship between firm strategy and sustainability of financial performance of Nepalese Enterprises. The research design adopted in this study consists of descriptive and causal-comparative research designs to deal with the various issues raised in this study. Secondary data has been used for this study which was collected from annual audit report of concerned organization of manufacturing and hotel industrities from fiscal year 2000/01 to 2014/15. Factor analysis, descriptive statistics, correlation analysis, and regression analysis are different statistical tool that has been used for this study. Cost leadership and differentiation strategies has been constructed from selling, general, and administrative expenses divided by sales; sales divided by cost of goods sold; capital expenditure on property, plant, and equipment divided by sales, and net book value of plant and equipment; divided by sales variables through factor analysis. By regressing return on assets of future period against on return on assets, interaction of cost leadership strategy with return on assets, interaction of differentiation strategy with return on assets variables. The analysis shows that the enterprises adopting higher selling, general and administrative expenses in association with higher gross profit margin are pursuing differentiation strategy whereas, higher investment on property, plant and equipment along with their existing higher book value of plant and equipment indicates that they are following cost leadership strategy. When organization is following cost leadership and differentiation strategy both positive effect on sustainability of financial performance of Nepalese enterprises. Out of cost leadership and differentiation strategy, cost leadership is better than differentiation strategy to increase financial performance of Nepalese enterprises. Pravaha Vol. 24, No. 1, 2018, page: 39-49
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Marlina, Lina, Agus Rahayu, and Lili Adi Wibowo. "Strategi Keunggulan Kompetitif Terhadap Kinerja Industri Kreatif Bordir Tasikmalaya." Jurnal Co Management 3, no. 1 (June 30, 2020): 423–32. http://dx.doi.org/10.32670/comanagement.v3i1.194.
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Creative industries through Small and Medium Enterprises (SMEs) Embroidery is the industry with the most business units in Tasikmalaya City. The majority of these make management have to do a competitive advantage to gain market share. Competitive advantage strategies can be done with differentiation and cost leadership or low cost. Differentiation strategies emphasize innovation and cost leadership emphasizes proactive management. The competitive advantage strategy is back on the performance of SME management. Research uses quantitative through verifiative descriptive methods. Research object on the population of embroidery business units registered in the Ministry of Peridustrian and Perdaganan (Disperindag) Tasikmalaya City. Sample techniques use rondom sampling through questionnaires. Analysis techniques use multiple linear regressions with the help of SPSS 20. The results showed that the competitive advantage of differentiation had a significant positive effect on the creative industry performance of Tasikmalaya Embroidery SMEs. Cost leadership's competitive advantage strategy also has a positive effect on the creative industry performance of Tasikmalaya Embroidery SMEs.
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Hilda Revi O, Leny Suzan,. "The Influence of Competitive Strategy on Corporation Performance." Jurnal Akuntansi 25, no. 2 (August 17, 2021): 168. http://dx.doi.org/10.24912/ja.v25i2.804.
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In order to support the ability of business people to face all the challenges of increasingly fierce competition, many strategies must be prepared. Competitive strategy is able to affect the overall performance of the corporation in order to win the competition. The purpose of this research is to prove the outcome of Competitive Differentiation Strategy, Cost Leadership Strategy and Focus Strategy on Corporation Performance either simultaneously or partially. This research was conducted on sub-division corporation retail listed on the Indonesia Stock Exchange for the 2017-2019 period. The quantitative research used as methodology in this research, using 21 research samples over a period of three years so that 63 samples are obtained. The results showed that Differentiation, Cost Leadership, and Focus simultaneously had a significant out come on NPM. Partially, differentiation has a positive outcome on NPM, while Cost Leadership and Focus have no significant out come on NPM.
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Kharub, Manjeet, Rahul S. Mor, and Rajiv Sharma. "The relationship between cost leadership competitive strategy and firm performance." Journal of Manufacturing Technology Management 30, no. 6 (October 21, 2019): 920–36. http://dx.doi.org/10.1108/jmtm-06-2017-0116.
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Purpose The purpose of this paper is to examine the cost leadership competitive strategy’s (CLCS) impact on firm performances and the mediating role of quality management (QM) practices in the context of micro, small and medium enterprises (MSMEs). Design/methodology/approach A structures questionnaire data collected from 245 ISO 9000 certified MSMEs in India (65.1 per cent of response rate) have been utilised to understand the CLCS’s impact on firm performances. In the first step, the data adequacy tests were performed to check the reliability and validity of the questionnaire and survey data. After that, the partial mediating model (direct, indirect and total effect) along with structural equation modelling approach was employed to test the research hypotheses. Findings The study results revealed that no direct relationship exists between the CLCS and firm performances (0.12<β<0.13; p>0.05); however, QM practices entirely mediated their relationship (β=0.73, p<0.01). Among eight model parameters, with highest total effects on product quality improvement (β=0.6264) and process improvement (β=0.6028), the continuous improvement secured the rank 1, followed by information and analysis (β=0.2334) and supplier management (0.1839), respectively, at p<0.05. Based on the empirical results, it can be concluded that the continuous improvement via proper information and data analysis is the key to achieve CLCS’s goal in the MSMEs. Research limitations/implications The study results’ generalisation towards the large organisations is limited. The survey result findings applicability to other developing countries should also be treated with caution because the Indian Government subsidised the MSMEs selected for this study. The study results will help managers in implementing CLCS at the organisational level. The successful implementation will facilitate a competitive advantage in the local market and will motivate them to think globally. Originality/value The research observation and findings are expected to contribute to the strategic management in manufacturing industries. The study also confirms the existence of strategic management in MSMEs in a developing country. Furthermore, the major contribution is to understand the mediating role of QM practices, especially continuous improvement effect on the relationship between CLCS and firm performances in a developing country. The results indicated that the CLCS is only possible when the managers in the manufacturing sectors emphasis on the QM practices in their firms.
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Kuznetsova, Inna, and Valentyna Gorbatiuk. "Competetive cost leadership strategy: the essense, features and implementation approaches." Scientific Bulletin of the Odessa National Economic University 1-2, no. 278-279 (2021): 59–65. http://dx.doi.org/10.32680/2409-9260-2021-1-2-278-279-59-65.
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Inne, Putri Rahma, Tien Yustini, and Omar Hendro. "Analisis Implementasi Strategi Cost Leadership, Market Expansion, dan Business Process Streamlining Terhadap Kinerja PT Semen Baturaja (Persero) Tbk." MBIA 19, no. 2 (August 12, 2020): 186–98. http://dx.doi.org/10.33557/mbia.v19i2.969.
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The purpose of the research is specific to obtain the analysis of Cost Leadership, Market Expansion, and Bussiness Process Streamlining strategy implementation in PT Semen Baturaja (Persero( Tbk) since 2017. This research analyzes the influence in partial and also simulant then to find out if there is a need to renew the company’s strategy in dealing with global competition. The research method uses a descriptive survey, field data collection using questionnaires and observation techniques. This research uses a mixed-method in the form of quantitative research that is equipped with qualitative data. Samples were taken as many as 100 people who are echelon I, II, III, and IV employees. Data processing using SERVO Analysis tools and SPSS software version 23. Testing data using the t-test, that the Cost Leadership strategy does not affect company performance with t count 1.341 <t table 1.661, there is the influence of Market Expansion strategy on company performance with t count 2.369> t table 1.661, there is the influence of the Business Process Streamlining strategy on company performance with t count 4,461> t table 1,661 and simultaneously these three strategies affect company performance with an F count of 40,691> F table 2,699. The common thread of research is that the strategy of Cost Leadership, Market Expansion, and Business Process Streamlining must be carried out simultaneously to have a positive and significant effect on company performance and if implemented consistently, the three strategies are sufficiently capable in facing competition in the national cement industry
Abstrak
Tujuan penelitian secara khusus untuk mendapatkan hasil analisis pengaruh dari implementasi strategi Cost Leadership, Market Expansion, dan Bussiness Process Streamlining yang diterapkan di PT Semen Baturaja (Persero) Tbk sejak tahun 2017. Analisis dilakukan untuk mengetahui pengaruh implementasi strategi tersebut baik secara parsial maupun simultan serta untuk mengetahui apakah diperlukan pembaharuan strategi perusahaan dalam menghadapi persaingan global. Metode penelitian menggukan survey deskriptif, pengumpulan data lapangan menggunakan teknik kuesioner dan observasi. Penelitian ini menggunakan mix method berupa penelitian kuantitatif yang dilengkapi dengan data kualitatif. Sampel yang diambil sebanyak 100 orang yang merupakan karyawan eselon I, II, III, dan IV. Pengolahan data menggunakan tools SERVO Analysis dan Software SPSS versi 23.
Pengujian data menggunakan uji t, bahwa strategi Cost Leadership tidak berpengaruh pada kinerja perusahaan dengan t hitung 1,341 < t tabel 1,661, terdapat pengaruh strategi Market Expansion terhadap kinerja perusahaan dengan t hitung 2,369 > t tabel 1,661, terdapat pengaruh strategi Bussiness Process Streamlining terhadap kinerja perusahaan dengan t hitung 4,461 > t tabel 1,661 dan secara simultan ketiga strategi tersebut mempengaruhi kinerja perusahaan dengan F hitung 40,691 > F tabel 2,699. Benang merah penelitian bahwa strategi Cost Leadership, Market Expansion, dan Bussiness Process Streamlining harus dilakukan secara simultan agar dapat berpengaruh positif dan signifikan terhadap kinerja perusahaan dan apabila dijalankan dengan konsisten maka ketiga strategi tersebut cukup mumpuni dalam menghadapi persaingan di industri semen nasional.
Kata kunci: Kepemimpinan Biaya, Perluasan Pasar, Perampingan Proses Bisnis, dan Kinerja
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Nazim, Mian Daud, Saima Batool, and Saima Urooge. "Marketing Strategies of SMEs and Performance: Empirical Evidence from Pharmaceutical Sector of Khyber Pakhtunkhwa." Global Social Sciences Review IV, no. II (June 30, 2019): 151–57. http://dx.doi.org/10.31703/gssr.2019(iv-ii).20.
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The study finds the effects of marketing strategies on the SME performance. Further, it explores the marketing strategies adopted by the pharmaceutical companies in various industrial sectors of KP. The Industrial Estate Hayatabad, Industrial Estate Hattar and Industrial Estate Gadoon were taken as sample areas for the selection of firms. Data was collected from 300 pharmaceutical firms in these Industrial Estates. Closedended questionnaire was used to collect data. The segmentation strategy, differentiation strategy, cost leadership strategy i.e. porter generic strategies were analyzed. The study used the correlation and regression model. Results reveal the cost leadership, differentiation strategy, segmentation have positive relationship with the firm performance. The findings also show that the cost leadership and differentiation strategy have significant effect while the segmentation strategy has insignificant effect on the performance of a firm.
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Surono, Surono, Tulus Suryanto, and Erike Anggraini. "Comparing Cost Leadership Strategy with Differentiation Strategy towards Firm Performance on Jakarta Islamic Index." Winners 21, no. 1 (March 26, 2020): 35. http://dx.doi.org/10.21512/tw.v21i1.5963.
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The research aimed to examine the effect of cost leadership strategy and differentiation strategy on company’s performance. It was conducted in companies listed in the Jakarta Islamic Index from 2014 to 2018. Purposive sampling was used to obtain samples from 12 companies. Analysis was done by multiple linear regression with the help of the IBM SPSS 23 statistical program for windows with a quantitative descriptive approach. The results show that the cost leadership strategy influences company’s performance compared to differentiation strategy. The implementation of a low-cost strategy is significantly relevant to the condition of people who are sensitive to price and are not much aware about brand products in decision making. The design of a unique item model does not determine success in marketing a product, the relative price offered is quite high and only in certain market segments the product is of public interest. Product quality is defeated by the quantity of goods, people prefer how much goods are obtained than the durability of the products consumed.
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Haque, Marissa Grace, Munawaroh Munawaroh, Denok Sunarsi, and Aris Baharuddin. "Competitive Advantage in Cost Leadership and Differentiation of SMEs “Bakoel Zee” Marketing Strategy in BSD." PINISI Discretion Review 4, no. 2 (March 30, 2021): 277. http://dx.doi.org/10.26858/pdr.v4i2.19962.
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The purpose of this study was to measure the strategy implementation of cost leadership and differrentiation to its competitive advantage in the SMEs culinary business. The design or method which is used in this study is a multiple linear regression statistical analysis by the independent variable (X) products Nasi Bakoel as Cost leadership (X1) and product Dimsum as Differrentiation (X2). While the dependent variable (Y) Total Sales as its competitive advantage. The findings of this study is simultaneously cost leadership and differentiation positive and significant impact on the competitive advantage, while individually the effect is greater than the cost leadership differentiation to competitive advantage. This research is also expected to be a reference for further studies with similar problems in the future.
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Bhattarai, Dhundi Raj. "Generic Strategy and Bankruptcy Risk of Nepalese Enterprises." International Research Journal of Management Science 3 (December 1, 2018): 25–41. http://dx.doi.org/10.3126/irjms.v3i0.28034.
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The purpose of this paper is to examine the relationship between firm strategy and bankruptcy risk. The research design consists of descriptive and causal-comparative research designs in order to deal with the various issues raised in this study. In addition, this paper uses the Altman-Z score which combines several measures of performance and risk to come up with a score that denotes the bankruptcy risk inherent in a firm. Secondary data has been used collected from annual audit report of concerned organization of manufacturing and hotel industries from fiscal year 2000/01 to 2014/15. Factor analysis, descriptive statistics, correlation analysis, and regression analysis are different statistical tools that have been used for this study. Further, cost leadership and differentiation strategies has been constructed from selling, general, and administrative expenses scaled by net sales; net sales scaled by cost of goods sold; net sales scaled by net book value of plant and equipment; and net sales scaled by net book value of plant and equipment variables through factor analysis. By regressing Altman-Z score against relevant control variables and proxies for differentiation and cost leadership strategies, this study has evaluated the relationship between bankruptcy risk and firm strategy. The analysis shows that the enterprises adopting higher selling, general and administrative expenses in association with higher gross profit margin have been pursuing differentiation strategy whereas higher investment on property, plant and equipment along with their existing value indicates that they have been following cost leadership strategy. Value of Nepalese enterprises pursuing cost leadership strategy has a positive effect on reducing bankruptcy risk while pursuing differentiation strategy has a negative effect on reducing bankruptcy risk.
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Khedmati, Mehdi, Edwin KiaYang Lim, Vic Naiker, and Farshid Navissi. "Business Strategy and the Cost of Equity Capital: An Evaluation of Pure versus Hybrid Business Strategies." Journal of Management Accounting Research 31, no. 2 (June 1, 2018): 111–41. http://dx.doi.org/10.2308/jmar-52171.
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ABSTRACT We examine the effect of pure (product differentiation or cost leadership) versus hybrid (a mix of product differentiation and cost leadership) business strategies on the cost of equity capital. Our results suggest that firms with a pure, relative to a hybrid, business strategy have a significantly lower cost of equity, and the cost of equity effect is equally driven by pure product differentiation and pure cost leadership strategies. We also find that firms following a pure business strategy are associated with lower systematic risk. Further, the lower cost of equity effect of a pure product differentiation strategy is more pronounced in high-technology industries and in regions with greater innovative capital. Our findings are robust to an array of robustness checks including change specification regressions and various methods for addressing endogeneity. Data Availability: All data used in this study are publicly available from the sources identified in the paper.
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Yovalia, Sefira, and Wibowo Wibowo. "PENGARUH BUSINESS STRATEGY DAN BUSINESS RISK TERHADAP GOING CONCERN PADA PERUSAHAAN MANUFAKTUR YANG TERDAFTAR DI BEI TAHUN 2010-2014." Jurnal Akuntansi Trisakti 3, no. 2 (September 21, 2016): 177. http://dx.doi.org/10.25105/jat.v3i2.4962.
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<span class="fontstyle0">The purpose of this study was to determine the effect of business strategy and business risk of the company's going concern in manufacturing companies in BEI 2010-2014. Going Concern is defined as the continuity of an entities. Business Strategy is divided into two, cost leadership strategy and differentiation strategy. The research data obtained from the annual financial statements and the company on the Stock Exchange website Indonsia. The samples used were 144 companies manufacturing sector listed on the Stock Exchange in 2010-2014. The sampling technique used was purposive sampling. This study uses logistic regression analysis. The analytical tools used to test the hypothesis is SPSS 22. The results showed that the cost leadership strategy, differentiation strategy and business risk does not affect the going concern. However, cost leadership strategy,<br />differentiation strategy and business risk simultanelously can affect the going concern.</span>
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Gani, Lindawati, and Johnny Jermias. "Performance Implications of Environment-Strategy-Governance Misfit." Gadjah Mada International Journal of Business 11, no. 1 (January 12, 2009): 1. http://dx.doi.org/10.22146/gamaijb.5541.
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This study examines the impacts of matching competitive environment, business strategy, and corporate governance structure on firm performance. We predict that in a dynamic environment, firms pursuing a product differentiation strategy will perform better than firms pursuing a strategy of cost leadership, but the performance differential is affected by the level of board independence and managerial share ownership. In a stable environment, we predict that firms pursuing a strategy of cost leadership will perform better than firms pursuing a product differentiation strategy, and the performance differential is affected by the level of board independence and managerial share ownership. Overall, the results are consistent with the predictions of this study. Board independence and managerial ownership affect the performance differential between product differentiators and cost leaders in a dynamic environment. In a stable environment, however, the results are not statistically significant.
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D. Banker, Rajiv, Raj Mashruwala, and Arindam Tripathy. "Does a differentiation strategy lead to more sustainable financial performance than a cost leadership strategy?" Management Decision 52, no. 5 (June 10, 2014): 872–96. http://dx.doi.org/10.1108/md-05-2013-0282.
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Purpose – The purpose of this paper is to investigate the relationship between the strategic positioning of firms and the sustainability of firm performance. The paper argues that pursuing a differentiation strategy leads to more sustainable financial performance compared to following a cost leadership strategy. However, a differentiation strategy may also be associated with greater risk. Design/methodology/approach – To investigate the research questions, the authors utilize publicly available archival data consisting of 12,849 firm-year observations for the period 1989-2003. In the first stage of the analysis, factor analysis is used to determine firms’ strategic positioning. The resulting factor scores are subsequently used in regression analysis to investigate the sustainability of performance based on the strategic positioning of firms. Findings – The results indicate that both cost leadership and differentiation strategies have a positive impact on contemporaneous performance. However, the differentiation strategy allows a firm to sustain its current performance in the future to a greater extent than a cost leadership strategy. The differentiation strategy, though, is also associated with greater systematic risk and more unstable performance. Originality/value – Sustainability of performance refers to how much a firm's current profitability can be sustained in future periods. The main contribution of this study is the comparison of generic strategies based on the sustainability of firm performance. This aspect of the strategy-performance link has not been considered in prior work. Another contribution of the study is that it considers multiple dimensions of firm performance in order to evaluate the trade-offs involved with pursuing different strategies. In particular, the authors contribute to the literature by documenting that while differentiation leads to more sustainable earnings, it also leads to riskier and more unstable earnings.
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Bıçakcıoğlu, Nilay, Vasilis Theoharakis, and Mustafa Tanyeri. "Green business strategy and export performance." International Marketing Review 37, no. 1 (July 19, 2019): 56–75. http://dx.doi.org/10.1108/imr-11-2018-0317.
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Purpose Building upon the insights of the resource-based view and contingency theory, the purpose of this paper is to investigate the boundary conditions of green business strategy on the export financial performance of firms from an emerging economy. Design/methodology/approach A quantitative study was conducted to test the conceptual model. In total, 224 questionnaires were collected from exporting manufacturing companies and were analyzed using full information maximum likelihood. Findings The results of the study demonstrate that green business strategy has a strong and positive relationship with export financial performance. Also, environmental orientation and cost leadership play a significant and positive moderating role in this relationship. However, green product differentiation is complementary with green business strategy only when a cost leadership strategy is also maintained. Practical implications The study has practical implications since it identifies green business strategy as an important lever for emerging export managers. More specifically, they have to be aware of the challenges when they operate outside the cost leadership boundaries and should actively seek to develop the environmental orientation of employees and managers. Originality/value This study reveals the relationship between green business strategy and export success for emerging country exporters that are understudied and face unique challenges. In particular, the authors explore the contingency factors that strengthen or weaken the relationship and provide additional insight to the question: “when does it pay to be green?” for exporters from emerging economies.
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Baack, Daniel W., and David J. Boggs. "The difficulties in using a cost leadership strategy in emerging markets." International Journal of Emerging Markets 3, no. 2 (April 11, 2008): 125–39. http://dx.doi.org/10.1108/17468800810862605.
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Nilufer, Nilufer. "Critical assessment on business strategy from aviation to retail industry during COVID-19 Pandemic." International Journal of Business Ecosystem & Strategy (2687-2293) 2, no. 2 (December 14, 2020): 8–14. http://dx.doi.org/10.36096/ijbes.v2i2.205.
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Covid-19 has deeper effects on our current understanding of business strategy and its implementation. Strategic management practices became more mandatory. In fact, it is a continuous process exploiting the opportunities for the sake of competitive advantages. From the aviation industry to retail, the new normal will continue to affect the value chain process of traditional companies. As a case in this study, Walmart is a well-known company with its cost leadership strategy. Cost is controlled by its most efficient value chain system, which includes all the activities from the buying of raw material to sending a product to the market. This efficient working approach and cost leadership strategy of the organization make it competitive across the globe. The company has a hand on to deal with the challenges from the internal and external environment due to changing technology and people demand. This literature-based study tries to cover the business strategy of Walmart, especially the low-cost leadership strategy and management activities in the value chain system.
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G. Kimiti, Paul, Stephen M. A. Muathe, and Elishiba M. Murigi. "COST LEADERSHIP STRATEGY, COMPETITIVE ADVANTAGE, AND PERFORMANCE: A CROSS-SECTIONAL STUDY IN THE CONTEXT OF MILK PROCESSING FIRMS IN KENYA." International Journal of Management, Innovation & Entrepreneurial Research 6, no. 2 (October 3, 2020): 64–76. http://dx.doi.org/10.18510/ijmier.2020.627.
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Purpose of the study: Cost leadership strategy is driven by economies of scale, economies of scope, and operational efficiency is a remedy to a performance where firms are facing high costs. This study sought to investigate the influence of cost leadership strategy on the performance of milk processing firms in Kenya through the lens of competitive advantage as a mediator.
Methodology: The study adopted descriptive and explanatory non-experimental research designs. It was a census of all 29 milk processing firms registered with Kenya Dairy Board as of June 2019. Sampling was done using proportionate stratified random sampling technique and data was collected using self-administered semi-structured questionnaires. The analysis was done using means, standard deviations, and regression.
Main Findings: The findings showed that a cost leadership strategy had a positive and significant effect on the performance of milk processing firms in Kenya with a competitive advantage partially mediating the relationship. The constituent measures of cost leadership strategy namely economies of scale, economies of scope, and operational efficiency accounted for 40.1% of the variation in firm performance.
Applications of this study: This study provides suggestions for firms to manage costs and therefore improve performance. This is by increasing the size of operations, expanding into related business areas, and improving operational processes.
Novelty/originality of this study: The study examines the influence of cost leadership strategy in a new context of milk processing firms in Kenya. It also incorporates a competitive advantage as a significant variable affecting the relationship between costs and performance.
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Marx, Thomas G. "The impact of business strategy on leadership." Journal of Strategy and Management 8, no. 2 (May 18, 2015): 110–26. http://dx.doi.org/10.1108/jsma-06-2014-0042.
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Purpose – The purpose of this paper is to test the proposition that business strategy affects leadership functions, skills, traits, and styles, and to assess the implications of these effects for the practice of both leadership and strategic planning. Design/methodology/approach – This is an empirical study based on over 450 responses to an online survey. Continuous rating scales allowed the use of regression analysis to test the impacts of different strategies on leadership. Findings – The results provide strong empirical evidence that Product (Differentiation vs Low Cost strategies), Best Value, and Blue Ocean strategies have significant effects on leadership. Market strategies (Broad vs Niche strategies) have limited impacts. The greater complexity of Product, Best Value, and Blue Ocean strategies underlie these findings. Research limitations/implications – This study explores the effects of strategy on leadership. Future studies need to explore if these effects are moderated by external, competitive conditions, and if strategy mediates the impacts of leadership on organizational performance. Practical implications – The practical implications of these findings are that leaders must adjust their behavior and leadership styles to effectively implement alternative strategies, and planners must assess their organization’s leadership capabilities when formulating strategy. Originality/value – There have been numerous studies of the impacts of external/internal conditions on leadership, but this is one of the first studies of the critical impacts of strategy on leadership.
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Haseeb, Muhammad, Marcin Lis, Ilham Haouas, and Leonardus WW Mihardjo. "The Mediating Role of Business Strategies between Management Control Systems Package and Firms Stability: Evidence from SMEs in Malaysia." Sustainability 11, no. 17 (August 29, 2019): 4705. http://dx.doi.org/10.3390/su11174705.
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The aim of the current study was to ascertain the influence of a management control systems (MCS) package on a firm’s sustainability with the help of mediating variables such as differentiation and cost leadership strategy in Malaysian small and medium enterprises (SMEs). Data were collected from managers working in Malaysian SMEs. A total of 384 questionnaires was finally used for analysis using SmartPLS 3.8.2. Area cluster sampling was used for data collection, and seven out of sixteen clusters were selected randomly. These included Selangor, Johor, Kuala Lumpur, Sabah, Penang, Sarawak, and Perak because these seven states cover 73.9% of total SMEs. Structural equation modeling (SEM) was used to test the hypotheses. Confirmatory factor analysis (CFA) was also used to examine the reliability and validity, and structural model assessment was used to test the relationship between variables. Findings revealed that an MCS package had a positive influence on a firm’s sustainability, cost leadership, and differentiation strategy. Moreover, cost leadership and differentiation strategy have a significant and positive influence on a firm’s sustainability. In addition, cost leadership strategies and differentiation strategies significantly mediate between the MCS package and a firm’s sustainability. This research assesses the influence of the MCS package through cost leadership and differentiation strategy on a firm’s sustainability of Malaysian SMEs. It helps top management to focus on the MCS package and business strategies in attaining a firm’s long-term sustainability. Finally, research recommendations discuss that the present study helps future researchers and academicians.
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Upadhyay, Jitendra Pd, and Pitri Raj Adhikari. "Generic competitive strategies on organizational performance in Nepalese Commercial Banks." Pravaha 25, no. 1 (October 11, 2020): 87–94. http://dx.doi.org/10.3126/pravaha.v25i1.31937.
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This paper attempts to examine the impact of generic competitive strategy on organizational performance in Nepalese commercial banks. It has employed descriptive and causal comparative research design to estimate the relationship between dependent variable (organizational performance) with independent variables (differentiation strategy, cost leadership strategy, focus strategy, organization’s core competency and bank size). Data has been collected from 384respondents by using structured questionnaire. The multiple regression model has been used to test the relationship. It is found that organizational performance of banks is influenced by cost leadership, differentiation, focus, organization ‘score competency and bank size.
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Idhastari, Suwindha. "Analysis of Company's Strategy and Characteristics of Earnings Quality." JRAK: Jurnal Riset Akuntansi dan Komputerisasi Akuntansi 12, no. 2 (September 9, 2021): 79–95. http://dx.doi.org/10.33558/jrak.v12i2.2682.
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This study aims to determine the effect of company strategy proxied by cost leadership strategy, differentiation strategy and investment opportunity set, and company characteristics proxied by company size, managerial ownership structure, institutional ownership structure and audit quality on earnings quality in manufacturing companies listed on the Indonesia Stock Exchange 2015-2019. The population in this study were 175 companies with a total sample size 37 compenies. The method used in determining the number of samples in purposive sampling. Regression analysis in this study using multiple linier regression. The result of this study indicate that the cost leadership strategy, investment opportunity set, managerial ownership structure, and institutional ownership structure have no effect on earnings quality. Meanwhie, the differentiation strategy, company size and audit quality have an effect on earnings quality. The result of multiple liniear regression analysis showed an adjusted R2 value of 0,342. This shows that the level of reletionship between the variable cost leadership strategy, differentiation strategy, investement opportunity set, company size, managerial ownership, institutional ownership, and audit quality on earnings quality is 34,2% and the remaining 65,8% is explained by other variables in beyond the research model.
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Hardjito, Awis. "Analysis of Comparative Advantage Strategy Implementation on The Customer Loyalty of BRI Sharia in DIY." Global Review of Islamic Economics and Business 3, no. 1 (December 31, 2016): 001. http://dx.doi.org/10.14421/grieb.2015.031-01.
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Competition occurs among Islamic banks increasingly tight. In order to survive and remain competitive, an Islamic bank should have an identity and uniqueness which differentiates with other Islamic banks. BRI Sharia in order to enter the world of competition and survive should implement strategies remain competitive advantages to maintain the loyalty of its customers. These strategies are divided into cost leadership, differentiation and focus. The expectation by applying one of these strategies, BRI Sharia can retain the loyalty of the customers and gain new customers. This research aimed to determine which strategies are applied by BRI Sharia. The strategies of the competitive advantage created by M. Porter's such as cost leadership, differentiation, and focus affect significantly on customer loyalty. Data processing was performed using SEM analysis (Structural Equation Model). The results showed that customer loyalty variation can be explained by variabel s of cost leadership, differentiation and focus strategies. From the test results we can conclude that only cost leadership strategy variable that significantly affect customer loyalty of BRI Sharia.
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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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Imran Hunjra, Ahmed, Farida Faisal, and Faiza Gulshion. "The Impact of Cost Leadership Strategy and Financial Management Control Systems on Organizational Performance in Pakistan’s Services Sector." Lahore Journal of Business 6, no. 1 (September 1, 2017): 1–19. http://dx.doi.org/10.35536/ljb.2017.v6.i1.a1.
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This study gauges the impact of cost leadership strategy and financial management controls on financial performance of firms in Pakistan’s services sector. Drawing on a sample of banking, insurance and investment firms listed on the Karachi Stock Exchange, we find that cost leadership strategy and financial management control systems have a significant and positive impact on financial performance. This implies that both factors should be aligned in the long term.
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Chang, Hsihui, Guy D. Fernando, and Arindam Tripathy. "An Empirical Study of Strategic Positioning and Production Efficiency." Advances in Operations Research 2015 (2015): 1–11. http://dx.doi.org/10.1155/2015/347045.
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We examine the relationship between strategic positioning of firms and their production efficiency. Firms with competitive advantages based on either cost leadership or differentiation are able to outperform their competitors. Firms pursuing a cost leadership strategy seek to be the lowest cost producer, primarily by minimizing inputs for a given level of output, thus concentrating on increasing the efficiency of their production processes. On the other hand, firms that pursue a differentiation strategy rely on innovation, brand development, marketing, and so forth to achieve competitive advantages; therefore such firms do not place high emphasis on production efficiency. Thus the importance of production efficiency for the success of a firm depends on the strategic positioning of the firm. We apply DEA to an archival data for a large sample of publicly listed firms to investigate the importance of production efficiency for firms based on their strategic positioning. We provide empirical evidence that firms pursuing a cost leadership strategy attribute higher importance to production efficiency, while firms pursuing differentiation strategy attribute less importance to production efficiency.
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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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Karangirwa, Frederic, and Eugenia Nkechi Irechukwu. "Porter’s Generic Strategies and Market Share Growth of Skol Brewery Ltd in Rwanda." Journal of Strategic Management 5, no. 4 (December 1, 2021): 45–56. http://dx.doi.org/10.53819/81018102t2027.
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The purpose of this study was to examine porter’s generic strategies and market share growth of Skol Brewery in Rwanda. The specific objectives were to: determine effect of cost leadership, differentiation, and market focus on market share growth of Skol Brewery in Rwanda. The target population consists of 287 staff members of Skol Brewery Ltd. The study used simple random and purposive sampling techniques to select a sample of 167 employees. Quantitative data was obtained using questionnaire while a documentary checklist was used to obtain secondary data. Descriptive and inferential statistics were used for quantitative data analysis while content analysis was used for qualitative analysis. Results on cost leadership show a tight cost in all business activities (mean of 4.333), economies of scale (mean of 3.666), and efficient cost saving for designs (means of 4.000) and effective operational cost reduction (mean of 3.666) were used as a cost leadership component. A positive correlation was found between cost leadership and sales (r=231**, p=0.006), investment rise (r=.159**, p=0.043) and profit margin (r=.174**=0.014).Results on differentiation felt that cost allocated to the control of quality of goods and services (mean of 4.333), effort in reputation management (mean of 4.000), names (mean of 4.833). A positive correlation was between differentiation and sales (r=.274**, p=0.039), investment rise (r=.187, p=0.035) and profit margin (r=.324, p=0.032).Results on market focus found that marketing specification for products (mean of 3.833) is the measurement that has the highest level of application. A positive correlation was between market focus strategy and sales (r=.854**, p=0.018), investment (r=.873**, p=0.035) and profit margin (r=.750**, p=.0.036). The study concludes that there is no significant relationship between porter strategies and market share growth. The study recommends that management of the brewery company should evaluate implementation of cost leadership, conduct a study on market focus to respond to market niches as any gap in customer centric products would yield customer non responsiveness, benchmark differentiation, and hire competent staff to achieve its success. Keywords: Porter’s Generic Strategies, Cost Leadership Strategy, Differentiation Strategy, Market Focus Strategy, Market Share Growth
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AGYAPONG, AHMED, HANNAH VIVIAN OSEI, and SAMUEL YAW AKOMEA. "MARKETING CAPABILITY, COMPETITIVE STRATEGIES AND PERFORMANCE OF MICRO AND SMALL FAMILY BUSINESSES IN GHANA." Journal of Developmental Entrepreneurship 20, no. 04 (December 2015): 1550026. http://dx.doi.org/10.1142/s1084946715500260.
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The study examines the mediating role of competitive strategies (cost leadership and differentiation) in the marketing capability-performance relationship using data from 264 micro and small family firms in Ghana. The bootstrap method for exploring mediating relationships was used to examine the hypotheses. The findings indicate that although differentiation influence performance, cost leadership does not influence performance after controlling for firm age and firm size. However, marketing capability significantly influence performance. The findings further revealed that marketing capabilities do not have any indirect relationship on performance through cost leadership. However, the results indicated that marketing capability influenced firm performance through differentiation strategy. The findings indicate the need to implement both competitive strategy and marketing capability to enhance performance of micro and small family businesses.
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Nga, Tran Thi Thanh, The Hoang Vy, and Khanh Duy Pham. "The Effect of Business Strategy on R&D Expenditure and Firm Performance – Evidence from Taiwan." Management Systems in Production Engineering 30, no. 1 (February 12, 2022): 80–90. http://dx.doi.org/10.2478/mspe-2022-0011.
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Abstract This paper aims to investigate the effect of generic strategy on R&D spending and the impact of R&D spending on firms’ performance conditional on their strategic position. This empirical study uses accounting data of 597 listed Taiwanese firms in the manufacturing industry from 2013 to 2017. The data was obtained from Taiwan Economic Journal (TEJ) database. The results indicate that firms that adopt a differentiation strategy have more R&D spending than companies with a cost leadership strategy. Furthermore, the authors find that R&D spending positively affects firms’ performance if they pursue a differentiation strategy. Meanwhile, the relationship between R&D spending and firm performance forms an inverted U-shape for those who adopt a cost leadership strategy. First, for firms adopting the differentiation strategy, the investment in R&D is critical because the more investment on R&D these firms spend, the better performance they will gain. Second, for firms with a cost-leadership strategy, R&D spending is also essential to improve efficiency. However, they should allocate the budgets wisely and reasonably, as controlling cost is the main focus of this strategy to keep their competitive advantages. This study examines the relationship between R&D spending, business strategy, and firm performance in Taiwan. Further, the study suggests that manufacturing firms in Taiwan allocate their resources wisely and efficiently according to their system.
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Vieira, Elsa, and João Ferreira. "What generic strategies do private fitness centres implement and what are their impacts on financial performance?" Sport, Business and Management: An International Journal 10, no. 3 (May 8, 2020): 317–33. http://dx.doi.org/10.1108/sbm-07-2019-0061.
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PurposeThe purpose of this paper is to identify the strategies that private fitness centres implement and to evaluate their impact on financial performance.Design/methodology/approachBased upon a sample of 151 private fitness centres in Portugal, multivariate statistics report the implemented strategies and their effect on financial performance. We applied exploratory factorial analysis as our methodology to identify the types of strategy and the ANOVA in order to verify if there are differences of financial performance in the strategies.FindingsThe results obtained demonstrate how private fitness centres implement different strategies, including: cost leadership, differentiation, focus, quality of service, combined and stuck in the middle approaches. The relationship between strategies and financial performance, private fitness centres adopting a cost leadership strategy obtain the best financial performance levels in terms of the sales variable relative to any other strategy but with the combined strategy returning a better performance in terms of the return on assets when compared with the cost leadership strategy.Originality/valueThe originality of this paper stems from its identification of the strategies implemented by private fitness centres, thus, just what type of strategies are in effect across the fitness industry: leadership through cost, differentiation or a focused strategy. However, in addition to ascertaining just which strategies undergo implementation, it is also pertinent in determining just which strategy drives the best financial performance for private fitness centres given that private centres may only remain in the market when achieving financial sustainability. Therefore, this paper seeks to provide information for managers as regards the strategies implemented and their impacts on the financial performance of private fitness centres.
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Chung, Anjung, and Manseek Choi. "The Effects Of Business Strategy On The Association Between R&D Expenditure And Future Firm Performance." Journal of Applied Business Research (JABR) 33, no. 5 (August 31, 2017): 1035–46. http://dx.doi.org/10.19030/jabr.v33i5.10025.
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Research and Development (R&D) expenditure is one of the most essential factors for firm’s sustainable growth. Business strategy describes long-term business planning of a company, and chosen business strategy will have a significant impact on the financial status and performance of a firm. This study examines whether the business strategy affects the association between R&D and firm performance, defined as earnings persistence, earnings growth, and firm value. Like Jermias (2008), product differentiation and cost leadership strategies are classified by the cluster analysis using three ratios: R&D intensity, asset turnover, and profit margin ratio.
Our findings are as follows. (1) the effect of R&D expenditure on earnings persistence according to the business strategy appeared to be almost insignificant. (2) the effects of R&D expenditure on earnings growth up to three consecutive years are stronger in firms with product differentiation strategy than in firms with cost leadership strategy. These results indicate that R&D are more important and have greater impacts on future performance for product differentiation firms than for cost leadership firms. (3) R&D expenditure of product differentiation firms are more closely related to the firm value than R&D expenditure of cost leadership firms. The results of this study will be useful to practitioners when they are making R&D-related decisions based on their business planning. Also, this study provides useful empirical results to financial analysts and accounting academics when they are analyzing profitability and firm value.
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Putri, Ety Liani, and Bosker Sinaga. "Sistem Pendukung Keputusan Penentuan Strategi Pemasaran Barang dengan Metode Analytic Hierarchy Process." Jurnal Ilmu Komputer dan Informatika 2, no. 1 (January 5, 2022): 25–36. http://dx.doi.org/10.54082/jiki.20.
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Untuk dapat memenangkan persaingan pasar, perusahaan menggunakan strategi pemasaran yang tepat agar dapat bertahan dan memenangkan pasar. Perusahaan yang baru berkembang perlu menyusun aturan layanan pemasaran untuk keberlanjutan perusahaan yang mampu bersaing secara mutu maupun kualitas. Sebagai perusahaan e-commerce yang baru berkembang PT. Prisma Mas Semesta memerlukan strategi pemasaran yang mampu membantu pengambil keputusan agar dapat memperkenalkan produk maupun jasa pada masyarakat. Metode yang digunakan untuk menganalisis penentuan strategi pemasaran barang menerapkan metode Analytic Hierarchy Process. Data penelitan dikumpulkan dari perusahaan penjualan barang online PT. Prisma Mas Semesta website duniadapur.co.id. Dalam menentukan strategi pemasaran barang terdapat 6 kelompok kriteria yaitu Managerial Capabilities, Customer Linking Capabilities, Market Innovation Capabilities, Human Resource Assets, Capabilities In Product Distribution, dan Reputational Assets. Berdasarkan perhitungan metode AHP, nilai Eigen kriteria dan alternatif diperoleh hasil perangkingan yaitu Differentiation Strategy memiliki nilai preferensi 0.59 sebagai Ranking 1, Cost Leadership Strategy memiliki nilai preferensi 0. 274 sebagai Ranking 2, dan Market Segmentation Strategies nilai preferensi sebesar 0.136 sebagai Ranking 3. Dapat disimpulkan bahwa alternatif yang berada di peringkat atas adalah Cost Leadership Strategy dengan nilai 0.59. Dalam strategi ini Dunia Dapur berusaha menekan biaya produksi, sehingga laba bersih dapat menguntungkan yang akan meningkatkan angka penjualan dan market share.
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Karyani, Etikah, and Hilda R. Rossieta. "GENERIC STRATEGIES AND FINANCIAL PERFORMANCE PERSISTENCE IN THE BANKING SECTOR IN INDONESIA." Management and Accounting Review (MAR) 17, no. 1 (April 30, 2018): 79. http://dx.doi.org/10.24191/mar.v17i1.672.
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This study investigates the relationship between the bank strategic positioning and performance. A central question in the management literature has been to identify the sources of competitive advantage that allow firms to attain and persistent superior performance over their competitors. Bank can build competitive advantages by following either a cost leadership or a differentiation strategy. Bank adopting a cost leadership strategy principally attain advantages based on operational efficiency, and hence the performance of such firms should more persist over time than other bank adopting differentiation strategy. This study documents an empirical investigation of this premise using a sample of 216 firm-years over the period 2009-2013. This study details the development of constructs using audited financial-level archival data to capture a bank's strategic positioning. These constructs are then used in empirical models that explore the persistence of bank performance. Using confirmatory factor analysis, the results of these models estimation indicate that although both cost leadership and differentiation strategies have a positive effect on contemporaneous performance, only the efficiency strategy allows a bank to achieve and maintain superior performance in the future.
Keywords: Generic strategy, efficiency, differentiation, persistence
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Pastine, Ivan, and Tuvana Pastine. "Cost of delay and endogenous price leadership." International Journal of Industrial Organization 22, no. 1 (January 2004): 135–45. http://dx.doi.org/10.1016/j.ijindorg.2003.05.001.
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WIDODO, HERI. "Analisis Value Chain Guna Mencapai Strategi Cost Leadership dalam Meningkatkan Efesiensi Biaya (Studi pada Perusahaan ”X” di Sidoarjo)." BISMA (Bisnis dan Manajemen) 1, no. 1 (June 6, 2018): 38. http://dx.doi.org/10.26740/bisma.v1n1.p38-49.
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This research aim for knowing, how value chain analysis was do in company value chain for achieve cost leadership strategy in increasing cost efficiency. According to value chain analysis explained what activities made company value chain, therefore will be know value addedd activity and non value added activity. In the same way, research in value chain analysis can showing company activity. This activity can devided into primary activity and supporting activity, value added activity and non value added activity and cost trigger, therefore cost efficiency can be achieve which reducing and eliminate wate activity. In conclusion, this research can be a input for company, while taking corporate strategy to increase profit and give value added for costumer. Value chain analysis will achieve cost leadership can increase company competitive adventage because it can increase cost efficiency.
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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): 78–88. http://dx.doi.org/10.35313/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.
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Kubai, Edwin, Patrick Karanja, and Allan Kihara. "INFLUENCE OF COST LEADERSHIP STRATEGY ON PERFORMANCE OF THE INSURANCE COMPANIES IN KENYA." Journal of Business and Strategic Management 6, no. 3 (October 8, 2021): 44–56. http://dx.doi.org/10.47941/jbsm.695.
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Purpose: The study sought to determine the influence of cost leadership strategy on performance of the insurance companies in Kenya. Specifically, the study aimed at establishing the influence of price of premiums, maturity period, market segment and nature of products.
Methodology: The study adopted the descriptive research design method to ascertain and describe the characteristics of the variables. A sample size of 55 insurance companies was reached, and a semi-structured questionnaire was used to collect primary data from the respondents. Data was analyzed using the SPSS software, from which appropriate findings were presented.
Findings: The study findings showed that the cost leadership strategy was largely applied in the insurance companies in Kenya, and most of them have realized great performance. Nonetheless, the study found that most insurance companies’ distribution channels for products are moderately entrenched and hence firms may not have been perfectly efficient in reducing associated costs.
Unique Contribution to Theory, Practice and Policy: The study recommends that insurance firms should devote more resources to execution of cost leadership programs, adoption of effective premium pricing, and enhanced use of proprietary technology in enhancing the products’ quality. The study as well recommends that insurance forms should come up with effective strategies that will help them to gain a large market segment in Kenya in order to enhance their performance, as this will effectively help them in overcoming competition in their industry.