Wyniki wyszukiwania - Biblioteka Nauki

1

Logistics as a Competitive Strategy Analysis of the Clothing Industry in Terms of Logistics

100%

Eryuruk S. H. , Kalaoglu F. , Baskak M.

Fibres & Textiles in Eastern Europe

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2011

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tom Vol. 19, no. 1 (84)

12-17

EN

Te clothing industry is one of the most competitive and highly value-added sectors in the world; however, in recent years the industry has sufered difcult times. Logistics is a very important strategy to gain competitive advantages like time, cost and customer satisfaction. Tis paper presents logistics as a strategic solution and investigates important problems as well as necessary solutions according to the needs of the Turkish clothing industry. In the frst section of the article, a profle of the clothing industry in Turkey and the world is presented. Ten the situation of the logistics sector in Turkey and the world is explained. Finally, an evaluation of logistics as a global strategy in the clothing industry is presented.

2

THE INTERNATIONAL COMPETITIVENESS OF EUROPEAN UNION COUNTRIES AND STRATEGIES FOR ITS ENHANCEMENT: A TAXONOMIC ANALYSIS

100%

Olczyk M.

Metody Ilościowe w Badaniach Ekonomicznych

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2014

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tom 15

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nr 2

177-187

EN

The aim of this article is to identify clusters of countries with similar levels of competitiveness among the EU-27 countries and to identify for each of the 27 EU countries the path of competitiveness growth. The cluster analysis conducted confirms the hypothesis that the European Union is an area with a high differentiation in terms of levels of competitiveness. The analysis shows that the strategy to increase competitiveness should be significantly different for each EU country. It is suggested that in order to increase its international competitiveness each EU country should follow the pattern of the country which stands above it in terms of competitiveness ranking, but at the same time is most similar.

3

Competitive Strategies and Improved Performance of Selected Nigeria Telecommunication Companies

100%

Akingbade W. A.

Journal of Entrepreneurship, Management and Innovation

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2014

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tom 10

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nr 4

143-168

EN

The influence of globalization in telecommunication companies has greatly increased the level of competition in the industry and they are forced to be competitive to survive. Different types of strategies are put in place in order to be profitable and competitive. All these strategies are directed to attract, retain and maintain customers for continuous profitability. However, majority of them hardly measure the impact of their strategic innovation on their customers. The paper seeks to explore the influence of competitive strategies embarked upon by selected telecommunication companies in Nigeria on their performance. The paper also examines how competitive strategies could be implemented for improved customer satisfaction, retention and loyalty. Three null hypotheses were postulated to test the relationship between lower prices and customer satisfaction, uninterrupted trunk services and customer loyalty, and customer complaint handling and retention. Only customers using telephone service were selected as respondents from Lagos State. The state was stratified in to 20 local government council area and questionnaires were distributed to 125 respondents in each of them. The completion rate of the questionnaire in each of them is between 103 and 110. Survey research design was adopted to carry out the study. A structured questionnaire was designed and validated through the construct validity and tested for confirmation using the KMO measure of sampling adequacy. It was also made reliable using Cronbach’s Alpha test. From the study, findings revealed relationship between competitive strategies and customer satisfaction, retention and loyalty. The findings revealed that there is a relationship between competitive strategies, its constituents and performance of telecommunication companies. It is recommended that universal mobile telecommunication services (UMTS) operators should adopt the culture of competitive strategies since it can impact on their performance for achieving competitive advantage.

4

Deskryptory pozycji konkurencyjnej przedsiębiorstwa

75%

Mieszaniec J. , Ślósarz M.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2006

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tom z. 36

93-100

PL

Artykuł przedstawia poglądy prezentowane w definiowaniu pozycji konkurencyjnej, sposoby jej określania oraz zróżnicowanie w jej ocenie, wynikające z preferencji różnych podmiotów dokonujących oceny. Na tym tle zaproponowany zostaje podział deskryptorów pozycji konkurencyjnej na deskryptory uzyskanej i potencjalnej pozycji konkurencyjnej.

EN

The paper presents differences in definition of the competitive position, the methods of its calculating used by different groups of interests, that have various preferences. There is the partition of competitive position descriptors proposed. descriptors of obtained and potential competitive position.

5

Logistics Centre Design for the Turkish Clothing Industry

75%

Eryuruk S. H. , Kalaoglu F. , Baskak M.

Fibres & Textiles in Eastern Europe

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2011

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tom Vol. 19, no. 5 (88)

17--22

EN

Global expansion is the key to success for many firms and an effective logistics system is essential to the success of a global marketing effort. Developing a successful logistics strategy depends on the company’s individual supply chain in terms of their major product services and competitive challenges. The clothing industry is one of the most competitive and high value-added sectors in the world, which also has a complex supply chain structure consisting of a number of discrete activities. Logistics is a very important strategy to gain competitive advantages like time, cost reduction and customer satisfaction. The objectives of the study were to determine the activities, services, ownership and management structures and the corresponding size of the areas of a logistics center required for the Turkish clothing industry. A two-stage numerical study with a questionnaire survey database aimed at the clothing industry of Turkey was conducted.

PL

Globalna ekspansja jest kluczem do sukcesu dla wielu firm, a efektywny system logistyczny jest odpowiednią drogą do uzyskania sukcesu. Rozwój strategii logistycznej wspomagającej uzyskanie sukcesu zależy od łańcuchów zaopatrzenia danych firm z punktu widzenia usług w zakresie podstawowych produktów oraz wyzwań narzuconych przez walkę konkurencyjną. Przemysł odzieżowy jest jednym z najbardziej konkurencyjnych przemysłów o najwyższej wartości dodanej, posiadający jednocześnie skomplikowany system dróg zaopatrzenia. Odpowiednio zorganizowana logistyka jest istotnym środkiem do uzyskania redukcji czasu produkcji i zaopatrzenia, zmniejszenia kosztów oraz uzyskania satysfakcji odbiorcy. Celem artykułu jest pokazanie możliwości zaprojektowania centrum logistycznego dla przemysłu tureckiego.

6

Outsourcing pracowników w ekonomicznym ujęciu współczesnej logistyki

75%

Juszczak-Szumacher G. , Żurak-Owczarek C.

Logistyka

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2013

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tom nr 6

PL

Celem artykułu jest przedstawienie problematyki tworzenia skutecznych strategii konkurencji w oparciu o współprace w łańcuchu dostaw. Artykuł omawia etapy rozwoju SCM i stara sie odpowiedzieć na pytanie, co jest przyczyną wzrostu świadomości współpracy niegdyś odizolowanych i często autonomicznych uczestników tego samego łańcucha dostaw. W dalszej części artykuł prezentuje znaczenie technologii informacyjnokomunikacyjnej w tworzeniu cyfrowych źródeł przewagi konkurencyjnej przez łączenie w czasie rzeczywistym sieci klientów i partnerów biznesowych w systemy łańcucha dostaw opartego na współpracy.

EN

This article presents the problem of creating an effective competitive strategies based on the cooperation in the supply chain. The article discusses the stages of development of SCM and tries to answer the question of what is causing increased awareness of cooperation once isolated and often autonomous participants in the same supply chain. Article shows also the importance of ICT in creating digital sources of competitive advantage by combining real-time network of customers and business partners in a supply chain system based on cooperation.

7

The Mutual Benchmarking Method for Smes’ Competitive Strategy Development

75%

Rostek K.

Foundations of Management

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2013

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tom 5

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nr 2

81-96

EN

Competitive advantage is a relative feature, evaluated in respect of other competing enterprises. The gaining of sustainable competitive advantage is conditioned by knowledge of own performance and the results of the competitive environment. SMEs have limited opportunities to obtain such information on their own. The method of mutual benchmarking changes this situation by introducing the collaborative network. The aim of the cooperation is to support each of the group members to achieve sustainable competitive advantage, which is the result of a conscious strategy, and not only a matter of chance. This cooperation is based on the collecting and processing of data and sharing information through a common IT platform: for example, a group of Polish SMEs was shown how to implement such a common IT solution and how to provide the information preparing within the proposed service. The whole is a complete proposal for effective support of creating a competitive strategy in SMEs.

8

A comparative study of a single competitive strategy and a combination approach for enterprise performance

63%

Mongkol K.

Polish Journal of Management Studies

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2021

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tom Vol. 23, No. 2

321--334

EN

Choosing the right competitive strategy helps a firm to compete with it rivals and become a leader in the market. Two different generic types of competitive strategies consisting of low-cost provider and differentiation have been wildly accepted by firms in every industry, but they are mutually exclusive and are not implemented at the same time. Nevertheless, contemporary studies agree that those two strategies can be combined, and firm should implement mutual strategies. Therefore, this research aims to examine the compatibility of a low-cost provider strategy and a differentiation strategy, and their impacts on organizational performance, considering various environmental factors. Methodologically, a quantitative approach was deployed using multiple regressions to analyze the responses from 42 CEOs in Thai public limited companies in eight different industries, which were classified in SET 100 index. The findings showed that combined strategies produced more significant impacts on the companies’ performance than a single strategy. Thus, firms may combine both low cost and differentiation strategies and implement them simultaneously. In addition, control variables (rapid change and uncertainty) and strategy variables appear to have significant impacts on companies’ performance. Therefore, firms should not ignore them to prevent negative consequences.

PL

Wybranie odpowiedniej strategii konkurencyjnej pomaga firmie konkurować z rywalami i stać się liderem na rynku. Dwa różne rodzaje strategii konkurencyjnych składających się z taniego dostawcy i zróżnicowania zostały szeroko zaakceptowane przez firmy w każdej branży, ale wzajemnie się wykluczają i nie są wdrażane w tym samym czasie. Niemniej współczesne badania są zgodne, że te dwie strategie można łączyć, a firma powinna wdrażać strategie wzajemne. Dlatego niniejsze badanie ma na celu zbadanie zgodności strategii tanich dostawców ze strategią zróżnicowania oraz ich wpływu na wydajność organizacji, biorąc pod uwagę różne czynniki środowiskowe. Metodologicznie zastosowano podejście ilościowe przy użyciu regresji wielokrotnych do analizy odpowiedzi 42 dyrektorów generalnych tajlandzkich spółek akcyjnych w ośmiu różnych branżach, które zostały sklasyfikowane w indeksie SET 100. Wyniki pokazały, że połączone strategie wywarły większy wpływ na wyniki firm niż pojedyncza strategia. W ten sposób firmy mogą łączyć zarówno strategie niskokosztowe, jak i strategie różnicowania i wdrażać je jednocześnie. Ponadto zmienne kontrolne (szybka zmiana i niepewność) oraz zmienne strategiczne wydają się mieć znaczący wpływ na wyniki firm. Dlatego firmy nie powinny ich ignorować, aby zapobiec negatywnym konsekwencjom.

9

Coopetition as a business strategy that changes the market structures: the case of long-distance passenger transport markets in Poland

63%

Pestkowski A.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2021

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tom z. 151

553--576

EN

Purpose: This paper concerns the phenomenon of two-way causality effect between market structures and coopetition occurrence. It is assumed that certain characteristics of an existing market structure implicate the decision to deploy the strategy of coopetition by companies. Moreover, the opposite effect might be expected, that is coopetition between market rivals changes the market structure on which it was implemented in the first place. In the paper various aspects and approaches of the abovementioned phenomena have been considered. Design/methodology/approach: The author investigates the events, motives and values that lead companies to deploy the coopetition strategy. Furthermore, the theoretical and conceptual bases for the effect of the coopetition impacting the change of market structures have been provided. A wide analysis of managers’ decision resulting from the occurrence of certain strategic events has been conducted with the use of comparison matrixes. Finally, in the last part of the study the author’s empirical research on two passenger transport relevant markets has been presented. Findings: Certain market strategies characteristics affected companies to deploy the coopetition strategy and the other way round, the strategy changed the market structure in the result of competitors’ decision. Taking into consideration all of the theoretical, conceptual and empirical aspects raised throughout the course of the research, both hypotheses have been confirmed. Research limitations/implications: The author has used mostly qualitative methods such as observation, conceptualization or cause and effect analysis in which the natural existence of errors might occur. To test the hypotheses the researcher had to create assumptions and models that represent what should happen if every aspects successfully appear. It might be expected that some other variables affected the market structures during the research that the author was not aware of. Thus, one should interpret the results with the inclusion of the ceteris paribus. Practical implications: Instead of applying the high cost strategies such as price wars or demand seeking, one might use the coopetition to create added values with little or even zero cost. What is more, this strategy may result in higher pricing power, higher market size or better level of innovation. Originality/value: The publication discusses the coopetition phenomenon from the innovative perspective of two-way causality (influence) between market structures and coopetition itself while most of the studies concern only one-way cause and effect between those variables. Conclusions drawn from this paper can be useful for entrepreneurs and their decision making process.

10

Competitive strategies for future supply chain management in European Union on the food example - Part I

51%

Szymanowski W.

Intercathedra

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2010

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tom 26

EN

In the first part of the paper there is presented logistic and specially informational infrustucture based on the megatrendes influenced on the Eurpean Market. To rebuild traditional supply chains management are presented two main strategies, based on M. Porter’s: leader cost and heterogenity strategies applied to information technology environment. First of them is Transparency Strategy that improve chain effectiveness. The second one is Flexibility Strategy based on outsourcing techniques that gives possibility ”to meet the needs of the present without compromising the ability of future generations to meet their own needs”. The Transparency Strategy is the main strategy and Flexibility Strategy is secondary strategy. The Traceability System is necessary to apply both upper strategies. It’s a part of GS1 system build in the informational environment.

11

Determinants and relations of competition and performance in cable manufacturing industry

51%

Setiawan A. P. , Primiana I. , Sule E. T. , Kaltum U.

Polish Journal of Management Studies

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2021

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tom Vol. 23, No. 1

341--351

EN

The objective of this paper is to empirically test the impact of government regulation, industry competition, and supply chain integration on cable manufacturers’ competitive strategy and how these factors affect manufacturers’ performance. There has not been much focus given by previous studies on cable manufacturers’ competition strategy, especially in emerging economies. Therefore, there is a lack of consensus regarding the determinants of cable manufacturers’ competitive strategy and its impact on business performance. Filling this gap and providing recommendations for both cable manufacturing and regulators to improve the cable manufacturing industry’s performance, the present study has been executed, and this proposed research also provides the novelties to this paper. Partial least square estimation was used with data from 31 cable manufacturers in Indonesia. The estimation result shows that cable manufacturers’ competitive strategy is significantly affected by industry competition and supply chain integration, while the government regulation variable is not significant. Regarding business performance, industry competition has the largest total effect, followed by supply chain integration, competitive strategy, and government regulation, respectively.

PL

Celem tego artykułu jest empiryczne przetestowanie wpływu regulacji rządowych, konkurencji branżowej i integracji łańcucha dostaw na strategię konkurencyjną producentów kabli oraz wpływu tych czynników na wyniki producentów. W poprzednich badaniach nie poświęcono zbyt wiele uwagi strategii konkurencji producentów kabli, zwłaszcza w gospodarkach wschodzących. Dlatego nie ma zgody co do determinantów strategii konkurencyjnej producentów kabli i jej wpływu na wyniki biznesowe. Wypełniając tę lukę i przedstawiając zalecenia zarówno dla producentów kabli, jak i dla organów regulacyjnych w celu poprawy wydajności przemysłu produkcji kabli, przeprowadzono niniejsze badanie, a proponowane badanie dostarcza również nowości do tego artykułu. Zastosowano częściowe oszacowanie metodą najmniejszych kwadratów z danymi od 31 producentów kabli w Indonezji. Wynik oszacowania pokazuje, że konkurencja w branży i integracja łańcucha dostaw znacząco wpływają na strategię konkurencyjną producentów kabli, podczas gdy zmienna regulacyjna rządu nie jest znacząca. Jeśli chodzi o wyniki biznesowe, największy łączny wpływ ma konkurencja w branży, a następnie odpowiednio integracja łańcucha dostaw, strategia konkurencji i regulacje rządowe.

12

Czynniki kształtujące wybór strategii konkurencyjnej małych i średnich przedsiębiorstw sektora agrobiznesu

51%

Angowski M.

Zeszyty Problemowe Postępów Nauk Rolniczych

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2009

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tom 542

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nr 2

PL

Rozwój każdej firmy jest uzależniony od zmian w otoczeniu rynkowym, które mogą stymulować lub hamować zachodzące w nim procesy. Szczególnie ważnym i najbardziej aktywnym elementem tego otoczenia jest konkurencja. W warunkach gospodarki rynkowej osiągnięcie sukcesu możliwe jest jedynie wówczas, gdy firma podejmie działania zapewniające zdobycie korzystniejszej pozycji na rynku w stosunku do konkurentów. Opracowanie opiera się na wynikach badań ankietowych przeprowadzonych wśród małych i średnich przedsiębiorców sektora agrobiznesu w 2008 roku. Główne problemy poruszane w artykule to: jak przedsiębiorcy oceniają swoją pozycję na rynku, jakie przewagi konkurencyjne uznają jako kluczowe oraz jak oceniają własną pozycję konkurencyjną.

EN

The development of each firm is dependent on changes in market environment, which can stimulate or stop the business processes. A particularly important and the most active element of this environment is competitiveness. In a market economy success can be achieved only if the company will take measures to ensure the acquisition of a better market position relative to competitors. The article is based on the results of survey conducted among small and medium-sized enterprises of agribusiness sector in 2008. The main issues raised in the article is how entrepreneurs evaluate their position in the market, which competitive advantage they recognize as a key factor and how they assess their own competitive position.

13

Competitive strategies for future supply chain management in European Union on the food example - Part II

51%

Szymanowski W.

Intercathedra

|

2010

|

tom 26

EN

In the first part of the paper there is presented logistic and specially informational infrustucture based on the megatrendes influenced on the Eurpean Market. To rebuild traditional supply chains management are presented two main strategies, based on M. Porter’s: leader cost and heterogenity strategies applied to information technology environment. First of them is Transparency Strategy that improve chain effectiveness. The second one is Flexibility Strategy based on outsourcing techniques that gives possibility ”to meet the needs of the present without compromising the ability of future generations to meet their own needs”. The Transparency Strategy is the main strategy and Flexibility Strategy is secondary strategy. To cover future needs it’s necessary to reach higher quality and security of products and services To reach them there are proposed 3 substrategies: Compiance Strategy, Substrategy Oriented at Improroving Processes and Market-Oriented Substrategy. To fulfil upper strategies the following outsourcing strategies can be applied: Lean, Agility and Leagility Strategies. To choose one of them its depends on sphere of logistic activities that can be outsource. To overcome this constraints in the last part of the paper there are presented the principles of the platform Food for Life, which will be build for all it’s future users and stakeholders.