Evaluating the Growth and Evolution of Facility Management in Innovating Integrating and Aligning Business Strategies to Achieve a Competitive Advantage

2020 ◽  
Vol 5 (1-2) ◽  
pp. 1-13
Author(s):  
Naidoo , Povendran Julian ◽  
Bayat , Mohamed Saheed
Keyword(s):  
Competitive Advantage ◽  
Facility Management ◽  
Business Strategies

FACTORS AFFECTING THE COMPETITIVE ADVANTAGES OF CITIMART

2014 ◽  
Vol 1 (4) ◽  
pp. 133-148
Author(s):  
Dr. Pham Hung Cuong ◽  
◽  
Nguyen Van Ngan ◽  
Keyword(s):  
Competitive Advantage ◽  
Market Economy ◽  
World Market ◽  
Marketing Strategies ◽  
High Rate ◽  
Business Strategies ◽  
Living Standard ◽  
Competitive Advantages ◽  
Factors Affecting ◽  
Fast Development

According to Porter (1985), in the market of competition, competitive advantage lies in the center of business activities of an enterprise. For this reason, one of the most important factors for any kind of business is to build or construct a good and stable competitive advantage. The wealth of a company cannot be durable if the company does not maintain its competitive advantage. Improving the competitive advantage is one of the first and foremost concerns of every business. In the process of integration, all economies have to try their best to fully compete with each other to gain the best. Among the economy sectors, the retail enterprises are of those who have to apply marketing strategies to strengthen their competitive advantage. With good and suitable marketing strategies, businesses can increase the number of their customer, have goods and products attractive to consumers and finally gain the expected profits. In Vietnam, the market economy started at the end of 1986, much later than the world market economy, so the application of competitive advantages from the macro level to micro level (here the enterprise level) has been slow. For the sector of retailing, especially supermarket retailing, the market scale of Vietnam is much smaller than that of other markets in the region. However, there are basic factors for a fast development in Vietnam such as: big population with the kind of young population, high rate of economic growth rate and non-stop improved living standard. That is the fact that the potential for retailing development in Vietnam is not small and supermarket business in the future is big. In Vietnam, especially in Ho Chi Minh market, there are quite a lot of supermarket chains which are in operation nowadays such as Co-op mart, Citimart, Maximart, B-smart, Shop&Go and so on? These supermarkets are trying their best to gain more customers. For this purpose, the researcher chose Citimart as a case study in this research. Citimart is one of most favorable supermarket in Ho Chi Minh. In this thesis, the researcher studies the factors affecting the competitive advantage of Citimart, and then find out the solutions for the policy makers to have good business strategies of Citimart.

Business strategies responding to COVID-19: experience of Chinese corporations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Minyu Wu ◽  
Kun Kong
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Secondary Data ◽  
Business Strategies ◽  
Society Business ◽  
Content Type ◽  
Five Dimensions ◽  
Strategic Csr ◽  
Mixed Approach ◽  
Business In Society

Purpose This paper aims to investigate the corporate social responsibility (CSR) initiatives adopted by Chinese firms during the outbreak of COVID-19. Facing this unknown, unexpected and devastating disease, Chinese corporations demonstrated their CSR in different approaches. The purpose of this paper is to explore how CSR influences the decisions of the corporations that respond to a severe incident and how corporations can achieve their mission or strategic objectives by responding to a serious incident. Design/methodology/approach Based on secondary data and thematic analysis, this paper examines six Chinese corporations which are the leading firms in their respective industries. Findings This paper finds that firms adopted a mixed approach to conducting their CSR initiatives, including altruistic, strategic and citizenship CSR initiatives. This paper also confirms that strategic CSR initiatives were in line with the five dimensions of strategic CSR including centrality, specificity, proactivity, visibility and voluntarism. In addition, this paper also shows that a company could create its competitive advantage by carrying out CSR initiatives that are able to strengthen its value chain activities or the competitive context. This is based on the partnership built by the firms with their stakeholders to recognize the shared value. Practical implications This paper shows the implication that business leaders should understood the role of a business in society and the importance of stakeholders’ expectations. The underlying philosophy is that CSR could strengthen the resilience of society; business organizations need to operate in a healthy society. Originality/value This paper provides insights of Chinese corporations responding to a severe social incident. It highlights the strategic perspective of CSR initiatives and the linkage between CSR activities and a firm’s competitive advantage.

Just Fresh: fresh juices from the desert!

2017 ◽  
Vol 7 (2) ◽  
pp. 1-13
Author(s):  
Syed Zamberi Ahmad ◽  
Norita Binti Ahmad
Keyword(s):  
Small Business ◽  
Strategic Management ◽  
Competitive Advantage ◽  
United Arab Emirates ◽  
Direct Interaction ◽  
Customer Experience ◽  
Business Strategies ◽  
Current Status ◽  
Analysis Model ◽  
Content Type

Subject area Strategic management, Strategic marketing, Entrepreneurship and Small business ventures. Study level/applicability This case study will be useful for undergraduate level students majoring in strategic management, entrepreneurship, small business ventures and marketing. Case overview Just Fresh Juice is a small entrepreneurial venture in the United Arab Emirates (UAE), specialising in preparing all-fresh juices, special mixes and fruit salads. The purpose of this paper is to analyse how Just Fresh can maintain its competitive advantage, and how it could sustain its rapid growth in the market and gain more market share in the long run. Just Fresh focuses on satisfying its customers more effectively than its competitors through a competitive strategy of cost leadership (Papulova and Papulova, 2006), direct interaction with the customers through social media (Srinivasan, 2014) and creating a customer experience (Porter, 2008), as delivering a good customer experience is often more effective in building a competitive advantage than optimising internal processes. Expected learning outcomes The purpose of this case is to enable management students to evaluate and analyse a small business established in the United Arab Emirates. Students will gain a comprehensive understanding of new business set-up and build proper business strategy. They will be able to perform the company’s competitive standing using Porter’s Five competitive forces and analyse its business strategies as well. They will be able to analyse the current status of the company using SWOT analysis and to design alternative strategies for the company using TOWS analysis. Furthermore, students will be able to build a cost analysis model for the company. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

Effective Tools for Customer Knowledge Management

2011 ◽  
pp. 102-123 ◽  
Author(s):  
Kamla Ali Al-Busaidi
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Customer Service ◽  
Mass Production ◽  
Business Strategies ◽  
Customer Knowledge ◽  
Innovative Performance ◽  
Customer Knowledge Management ◽  
Organizational Mechanisms ◽  
Service Managers

Customer knowledge management (CKM) is becoming vital for organizations’ operative and innovative performance. Currently, organizations are transforming their business strategies from mass production to mass customization and customer focused strategies to respond to business pressures and achieve a competitive advantage. Customer knowledge enables organizations to develop effective business strategies and achieve a competitive advantage. The capability of organizational knowledge management is assessed by incorporating tools that support knowledge management. Based on the experience of customer service managers’ perspective in successful CKM organizations, this chapter discusses effective tools for customer knowledge management that add value to organizations. Specifically, the chapter examines the most effective IT tools and non-IT tools (organizational mechanisms) that support the acquisition, storage, transfer, and application of customer knowledge. The chapter also examines the impacts of CKM tools on organizations.

A Prototype E-Business Model to Create a Competitive Advantage in SMEs

2009 ◽  
pp. 1853-1869
Author(s):  
S. Pavic ◽  
M. Simpson ◽  
S. C. Lenny Koh
Keyword(s):  
Literature Review ◽  
Competitive Advantage ◽  
Case Studies ◽  
Business Model ◽  
Organisational Culture ◽  
Business Strategies ◽  
Ict Use ◽  
The Creation ◽  
The Uk

This study explores new ways for SMEs to create a competitive advantage through the use of e-business. It examines the level of ICT use in SMEs and identifies the drivers and barriers which owners/managers face in adopting e-business. Furthermore, it explores the degree of awareness amongst SMEs of the opportunities available to them for developing their employees, their business strategies, and their attitudes toward the range of initiatives and options, on the use of e-business. Industry behaviour and organisational culture in relation to the creation of competitive advantage through e-business also are explored. Case studies and literature review are used to collect information from and about SMEs in the UK. The results of these are employed to propose a prototype business model, named CATE-b – “Competitive Advantage Through e-business.”

scholarly journals Competitive Strategies of Croatian Small Familyrun Hospitality and Catering Enterprises

2017 ◽  
Vol 3 (1) ◽  
pp. 15-26
Author(s):  
Davor Perkov ◽  
Zvonko Merkaš ◽  
Kenan Crnkić
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Online Survey ◽  
Business Strategies ◽  
Competitive Strategies ◽  
Small Family ◽  
Term Administration ◽  
Special Area ◽  
The Government ◽  
Family Entrepreneurship

Abstract The subject of this paper is examining ways of creating strategic competitiveness in Croatian small family-run catering enterprises. Competitive advantage is necessary if the enterprise wants to survive on the market. Selection of a business strategy is an important factor because a company’s positioning is determined by profitability that can be above or below the industry average. Economic reality of the largest number of the world’s economies is characterized by domination of family-run businesses. This is followed by the growing interest in determining the importance of family-run businesses to national economies, the ways of their participation, and finding problems which they have to deal with. Family entrepreneurship represents a special area of small entrepreneurship in Croatia. This work presents core characteristics of entrepreneurship in Croatia, defined as family-run enterprise, along with its features, with special interest on some of the more important characteristics of family entrepreneurship. The main goal of this paper is to examine and analyze all the features of business strategies that generate a competitive advantage. An empirical online survey was conducted in 2015 among sixty Croatian small family-run catering enterprises. Over 40% of respondents believe that the government should facilitate an easier and more long-term administration for entrepreneurs. Research has also shown that the sustainability of competitive advantage lies in adapting to guest wishes.

scholarly journals The competitive advantage of the Tunisian palm date sector in the Mediterranean region

2015 ◽  
Vol 13 (2) ◽  
pp. e0101 ◽  
Author(s):  
Rihab Ben-Amor ◽  
Encarnación Aguayo ◽  
M. Dolores De Miguel-Gómez
Keyword(s):  
Competitive Advantage ◽  
Mediterranean Area ◽  
Business Strategies ◽  
Traditional Concept ◽  
Chemical Treatments ◽  
New Business ◽  
Huge Impact ◽  
Eu Policies ◽  
The Mediterranean ◽  
The Eu

<p>In Tunisia, date-palm cultivation and production are of clear strategic importance in terms of economic, social and environmental development. However, the globalization of markets has had a huge impact on the traditional concept of the comparative advantage enjoyed by Tunisia in date exports, highlighting the necessary determinants for competitiveness in the international scenario. In fact, an analysis of the competitive advantage of the Tunisian date industry in the Mediterranean area and Iran over the last 20 years shows that Tunisia is still the main supplier of dates to the EU. The Deglet-Nour variety, in particular, puts Tunisia ahead of traditional competitors such as Algeria and Iran, with average of competitiveness indices as BIS 6405.99, DI 17.38, CMS 41.04 and TBI 99.50 are more stable than those countries during the studied period. But it is currently facing new competitors like Israel and re-exporting countries like France. New business strategies (conditioning, new non-chemical treatments, packing, opening new markets, new distribution channels) would be positive responses to tackle current market limitations, the emergence of new producers and restrictive EU policies.</p>

scholarly journals THE CONCEPT OF LOGISTICS CLUSTERS AND EFFICIENCY OF ECONOMIC ENTERPRISES

2019 ◽  
pp. 351-361
Author(s):  
Robert DMUCHOWSKI
Keyword(s):  
Competitive Advantage ◽  
Customer Service ◽  
Value Chain ◽  
Business Strategies ◽  
Regional Competitiveness ◽  
A Value ◽  
Efficiency And Effectiveness ◽  
Scale Range ◽  
Logistics Activity ◽  
The Impact

In Poland, Europe and worldwide, business strategies are implemented to ensure economic growth as a result of the impact of innovation and regional competitiveness. One of the effective and already proven methods of this strategy is building a competitive advantage based on the development of regional clusters. In their operations, clusters use the benefits of agglomeration, scale, range as well as local facilities resulting from production processes and distribution of knowledge. The concept of logistics clusters perfectly fits the aims of business clusters. The efficiency of logistics processes is perceived through the prism of cluster’s efficiency and effectiveness; the cluster philosophy can be used in logistics activities in order to seek optimization of its processes. Combining a cluster project with a logistics activity is one of the ways to improve competitiveness. Logistics clusters have the ability of a wider use of solutions developed by individual companies forming a cluster as well as solutions developed by companies from other sectors with which such enterprises cooperate. It is possible due to the development of innovative solutions in customer service, based on the experienceand cooperation of enterprises which can be considered as logistic and entities from other sectors of economy. The emergence of logistics clusters is stimulated by processes of internationalization and liberalization of material and capital flows, permanent search for new sources of competitive advantage, e. g. by optimizing logistics processes leading to cost reduction and by minimizing development disproportions of EU regions. The influence of market environment and existing trends causes that the analysis of a value chain and its network of connections as well as the course of processes should lead to a stage of selecting the most beneficial structures of this chain and the sequence of processes in this chain (Obłój, 1998, p. 215). As a consequence, logistics clusters including, for example, companies from freight-transportation-logistics (FTL) industry, will be looking for more effective ways of functioning. While examining the impact of logistics processes implemented in cluster initiatives on company’s financial results, it is necessary to determine the share of logistics costs in total costs and their impact on other areas of this company.

Linking strategic entrepreneurship to business growth in Iranian IoT-based companies

Kybernetes ◽  
2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Babak Ziyae ◽  
Majid Vagharmousavi
Keyword(s):  
Competitive Advantage ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Business Strategies ◽  
Equation Modeling ◽  
Continuous Change ◽  
Business Growth ◽  
Content Type ◽  
Strategic Entrepreneurship ◽  
The Relationship

Purpose Strategic entrepreneurship (SE) is effective in the formation of business strategies that involve simultaneous opportunity-seeking and advantage-seeking behaviors. SE revitalizes firms to achieve competitive advantage in the current turbulent markets. The purpose of this paper is to understand in more detail how SE influences business growth (BG) through the lens of dynamic capabilities (DC) theory. Design/methodology/approach Using a quantitative research method and structural equation modeling technique, the measurement and structural models were developed to test the research hypotheses. For this purpose, a survey was conducted among 159 internet of thing (IoT)-based companies in Iran. Findings The findings show that DC theory provides the theoretical underpinning to describe the effect of SE and its dimensions on entrepreneurial opportunity recognition (EOR). Results also reveal that EOR mediates the relationship between SE and BG. Furthermore, this research empirically verifies that organizational entrepreneurship and value creation moderate the relationship between EOR and BG. Originality/value IoT identifies a pathway for continuous change that helps to improve firms’ competitiveness and innovation. This paper provides a new insight into how Iranian IoT-based companies can enhance their SE to recognize entrepreneurial opportunities and gain competitive advantage. Mainly, this study singles out and discusses the variegated features that characterize the implementation of SE by Iranian IoT-based companies having different characteristics.

scholarly journals Managerial capabilities and generic business strategies in the wineries of the 'Cava' protected designation of origin

2021 ◽  
Vol 19 (3) ◽  
pp. e0108-e0108
Author(s):  
Juan R. Ferrer ◽  
Keyword(s):  
Competitive Advantage ◽  
Business Performance ◽  
Strong Relationship ◽  
Bayesian Regression ◽  
Point Of View ◽  
Business Strategies ◽  
Protected Designation Of Origin ◽  
And Performance ◽  
Managerial Capabilities ◽  
Management Capabilities

Aim of study: Cava is Spain’s largest wine exporter. However, in the last 20 years, the growth of exports from Cava protected designation of origin (PDO) wineries has been lower than that of other Spanish PDO wines, and Cava’s domestic market share has fallen. From the point of view of strategic management, it could be said that it seems that the wineries of the Cava PDO are losing their competitive advantage. It is therefore fundamental to perform an analysis of the wineries that maintain a better performance to understand the elements that give them a competitive advantage. In this article, to analyse competitive advantage, both management capabilities and Robinson and Pearce’s generic business strategies are studied. The objective is twofold; on the one hand, we pursue the level of the managerial capabilities in the wineries of Cava PDO, while on the other hand, we seek to know the influence of the managerial capabilities and the strategies as reflected in their business performance. Area of study: Spanish wineries of the Cava PDO. Material and methods: Sixty-six wineries were analyzed using the Mann-Whitney U Test and Bayesian regression to determine the relationship between the managerial capabilities, strategy, and business performance. Main results: The results show a lower level of managerial capabilities in Cava PDO wineries as compared with Rioja PDO wineries, a strong relationship between management capabilities and performance. Research highlights: These results are highly applicable since they show what resources and what strategies should be promoted to achieve a competitive advantage.

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