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strategy</title> <meta name="description" content="Search results for: competitive strategy"> <meta name="keywords" content="competitive strategy"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="competitive strategy"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 4887</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: competitive strategy</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4887</span> Competitive Strategy that Affect to the Competitive Advantage for Hotel and Resort in Samut Songkram Province</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Phatthanan%20Chaiyabut">Phatthanan Chaiyabut</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research paper investigates whether the development of environmentally friendly practices by luxury hotel resorts can be used as a strategy for gaining competitive advantage through differentiation, and suggests ways to do it. The focus is on luxury hotel resorts in Samut Songkram Province, Thailand. A questionnaire was utilized as a tool to collect data. Statistics utilized in this research included frequency, percentage, mean, standard deviation, and multiple regression analysis. Findings indicate that environmentally friendly development of hotel resorts in Samut Songkram Province has a very limited use as a corporate strategy. Only two luxury hotel resorts had it incorporated in their strategy, it is not much used in marketing indicating environmental issues are not seen as important. This was confirmed through the interviews with the managers that it is not seen as important issue to promote. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title="competitive advantage">competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20strategy" title=" competitive strategy"> competitive strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=Samut%20Songkram%20Province" title=" Samut Songkram Province"> Samut Songkram Province</a>, <a href="https://publications.waset.org/abstracts/search?q=hotel%20and%20resort" title=" hotel and resort"> hotel and resort</a> </p> <a href="https://publications.waset.org/abstracts/17785/competitive-strategy-that-affect-to-the-competitive-advantage-for-hotel-and-resort-in-samut-songkram-province" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17785.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">277</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4886</span> Exploring the Contribution of Dynamic Capabilities to a Firm's Value Creation: The Role of Competitive Strategy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mona%20Rashidirad">Mona Rashidirad</a>, <a href="https://publications.waset.org/abstracts/search?q=Hamid%20Salimian"> Hamid Salimian</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Dynamic capabilities, as the most considerable capabilities of firms in the current fast-moving economy may not be sufficient for performance improvement, but their contribution to performance is undeniable. While much of the extant literature investigates the impact of dynamic capabilities on organisational performance, little attention has been devoted to understand whether and how dynamic capabilities create value. Dynamic capabilities as the mirror of competitive strategies should enable firms to search and seize new ideas, integrate and coordinate the firm’s resources and capabilities in order to create value. A careful investigation to the existing knowledge base remains us puzzled regarding the relationship among competitive strategies, dynamic capabilities and value creation. This study thus attempts to fill in this gap by empirically investigating the impact of dynamic capabilities on value creation and the mediating impact of competitive strategy on this relationship. We aim to contribute to dynamic capability view (DCV), in both theoretical and empirical senses, by exploring the impact of dynamic capabilities on firms’ value creation and whether competitive strategy can play any role in strengthening/weakening this relationship. Using a sample of 491 firms in the UK telecommunications market, the results demonstrate that dynamic sensing, learning, integrating and coordinating capabilities play a significant role in firm’s value creation, and competitive strategy mediates the impact of dynamic capabilities on value creation. Adopting DCV, this study investigates whether the value generating from dynamic capabilities depends on firms’ competitive strategy. This study argues a firm’s competitive strategy can mediate its ability to derive value from its dynamic capabilities and it explains the extent a firm’s competitive strategy may influence its value generation. The results of the dynamic capabilities-value relationships support our expectations and justify the non-financial value added of the four dynamic capability processes in a highly turbulent market, such as UK telecommunications. Our analytical findings of the relationship among dynamic capabilities, competitive strategy and value creation provide further evidence of the undeniable role of competitive strategy in deriving value from dynamic capabilities. The results reinforce the argument for the need to consider the mediating impact of organisational contextual factors, such as firm’s competitive strategy to examine how they interact with dynamic capabilities to deliver value. The findings of this study provide significant contributions to theory. Unlike some previous studies which conceptualise dynamic capabilities as a unidimensional construct, this study demonstrates the benefits of understanding the details of the link among the four types of dynamic capabilities, competitive strategy and value creation. In terms of contributions to managerial practices, this research draws attention to the importance of competitive strategy in conjunction with development and deployment of dynamic capabilities to create value. Managers are now equipped with solid empirical evidence which explains why DCV has become essential to firms in today’s business world. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities" title="dynamic capabilities">dynamic capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20based%20theory" title=" resource based theory"> resource based theory</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20creation" title=" value creation"> value creation</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20strategy" title=" competitive strategy"> competitive strategy</a> </p> <a href="https://publications.waset.org/abstracts/63167/exploring-the-contribution-of-dynamic-capabilities-to-a-firms-value-creation-the-role-of-competitive-strategy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/63167.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">241</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4885</span> Create a Model of Production and Marketing Strategies in Alignment with Business Strategy Using QFD Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hamed%20Saremi">Hamed Saremi</a>, <a href="https://publications.waset.org/abstracts/search?q=Shahla%20Saremi"> Shahla Saremi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In today's competitive world, organizations are expected to surpass the competitors and benefit from the resources and benefits. Therefore, organizations need to improve the current performance is felt more than ever that this requires to identify organizational optimal strategies, and consider all strategies simultaneously. In this study, to enhance competitive advantage and according to customer requirements, alignment between business, production and marketing strategies, House of Quality (QFD) approach has been used and zero-one linear programming model has been studied. First, the alignment between production and marketing strategies with business strategy, independent weights of these strategies is calculated. Then with using QFD approach the aligned weights of optimal strategies in each production and marketing field will be obtained and finally the aligned marketing strategies selection with the purpose of allocating budget and specialist human resource to marketing functions will be done that lead to increasing competitive advantage and benefit. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=marketing%20strategy" title="marketing strategy">marketing strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20strategy" title=" business strategy"> business strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20alignment" title=" strategy alignment"> strategy alignment</a>, <a href="https://publications.waset.org/abstracts/search?q=house%20of%20quality%20deployment" title=" house of quality deployment"> house of quality deployment</a>, <a href="https://publications.waset.org/abstracts/search?q=production%20strategy" title=" production strategy"> production strategy</a> </p> <a href="https://publications.waset.org/abstracts/30246/create-a-model-of-production-and-marketing-strategies-in-alignment-with-business-strategy-using-qfd-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30246.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">605</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4884</span> Model of Production and Marketing Strategies in Alignment with Business Strategy using QFD Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hamed%20Saremi">Hamed Saremi</a>, <a href="https://publications.waset.org/abstracts/search?q=Suzan%20Taghavy"> Suzan Taghavy</a>, <a href="https://publications.waset.org/abstracts/search?q=Shahla%20Saremi"> Shahla Saremi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In today's competitive world, organizations are expected to surpass the competitors and benefit from the resources and benefits. Therefore, organizations need to improve the current performance is felt more than ever that this requires to identify organizational optimal strategies, and consider all strategies simultaneously. In this study, to enhance competitive advantage and according to customer requirements, alignment between business, production and marketing strategies, House of Quality (QFD) approach has been used and zero-one linear programming model has been studied. First, the alignment between production and marketing strategies with business strategy, independent weights of these strategies is calculated. Then with using QFD approach the aligned weights of optimal strategies in each production and marketing field will be obtained and finally the aligned marketing strategies selection with the purpose of allocating budget and specialist human resource to marketing functions will be done that lead to increasing competitive advantage and benefit. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategy%20alignment" title="strategy alignment">strategy alignment</a>, <a href="https://publications.waset.org/abstracts/search?q=house%20of%20quality%20deployment" title=" house of quality deployment"> house of quality deployment</a>, <a href="https://publications.waset.org/abstracts/search?q=production%20strategy" title=" production strategy"> production strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20strategy" title=" marketing strategy"> marketing strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20strategy" title=" business strategy"> business strategy</a> </p> <a href="https://publications.waset.org/abstracts/30239/model-of-production-and-marketing-strategies-in-alignment-with-business-strategy-using-qfd-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30239.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">435</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4883</span> The Strategy for Increasing the Competitiveness of Georgia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=G.%20Erkomaishvili">G. Erkomaishvili</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper discusses economic policy of Georgia aiming to increase national competitiveness as well as the tools and means which will help to improve the competitiveness of the country. The sectors of the economy, in which the country can achieve the competitive advantage, are studied. It is noted that the country’s economic policy plays an important role in obtaining and maintaining the competitive advantage - authority should take measures to ensure high level of education; scientific and research activities should be funded by the state; foreign direct investments should be attracted mainly in science-intensive industries; adaptation with the latest scientific achievements of the modern world and deepening of scientific and technical cooperation. Stable business environment and export oriented strategy is the basis for the country’s economic growth. As the outcome of the research, the paper suggests the strategy for improving competitiveness in Georgia; recommendations are provided based on relevant conclusions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title="competitive advantage">competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=competitiveness" title=" competitiveness"> competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=competitiveness%20improvement%20strategy" title=" competitiveness improvement strategy"> competitiveness improvement strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=competitiveness%20of%20Georgia" title=" competitiveness of Georgia"> competitiveness of Georgia</a> </p> <a href="https://publications.waset.org/abstracts/13431/the-strategy-for-increasing-the-competitiveness-of-georgia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13431.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">413</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4882</span> Strategy in Practice: Strategy Development, Strategic Error and Project Delivery</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nipun%20Agarwal">Nipun Agarwal</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Paul"> David Paul</a>, <a href="https://publications.waset.org/abstracts/search?q=Fareed%20Un%20Din"> Fareed Un Din</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategy development and implementation is the key to an organization’s success in today’s competitive marketplace. Many organizations develop excellent strategy but are unable to implement this strategy in order to succeed. The difference between strategic goals and its implementation is called strategic error. Strategic error occurs when an organization does not have structures in place to implement their strategy. Strategy implementation happens through projects and having a project management method that provides certainty and agility will help an organization become more competitive in implementing strategy. Numerous project management methods exist in theory and practice. However, projects mainly used the Waterfall method in the past that provides certainty in terms of budget, delivery date and resourcing. It is common practice now to utilise Agile based methods. However, Agile based methods do not provide specific deadlines and budgets. But provide agility in product design and project delivery, which is useful to companies. Both Waterfall and Agile methods in some forms are the opposites of each other. Executive management prefer agility in delivery projects as the competitive landscape changes frequently. However, they also appreciate certainty in the projects being able to quantify budgets, deadlines and resources that is harder for an Agile based method to provide. This paper attempts to develop a hybrid project management method that attempts to merge these Waterfall and Agile methods to provide the positives from both these approaches. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategy" title="strategy">strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20implementation" title=" strategy implementation"> strategy implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=agile" title=" agile"> agile</a> </p> <a href="https://publications.waset.org/abstracts/148014/strategy-in-practice-strategy-development-strategic-error-and-project-delivery" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148014.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">116</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4881</span> Competency and Strategy Formulation in Automobile Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chandan%20Deep%20Singh">Chandan Deep Singh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In present days, companies are facing the rapid competition in terms of customer requirements to be satisfied, new technologies to be integrated into future products, new safety regulations to be followed, new computer-based tools to be introduced into design activities that becomes more scientific. In today’s highly competitive market, survival focuses on various factors such as quality, innovation, adherence to standards, and rapid response as the basis for competitive advantage. For competitive advantage, companies have to produce various competencies: for improving the capability of suppliers and for strengthening the process of integrating technology. For more competitiveness, organizations should operate in a strategy driven way and have a strategic architecture for developing core competencies. Traditional ways to take such experience and develop competencies tend to take a lot of time and they are expensive. A new learning environment, which is built around a gaming engine, supports the development of competences in specific subject areas. Technology competencies have a significant role in firm innovation and competitiveness; they interact with the competitive environment. Technological competencies vary according to the type of competitive environment, thus enhancing firm innovativeness. Technological competency is gained through extensive experimentation and learning in its research, development and employment in manufacturing. This is a review paper based on competency and strategic success of automobile industry. The aim here is to study strategy formulation and competency tools in the industry. This work is a review of literature related to competency and strategy in automobile industry. This study involves review of 34 papers related to competency and strategy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20competency" title="manufacturing competency">manufacturing competency</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20success" title=" strategic success"> strategic success</a>, <a href="https://publications.waset.org/abstracts/search?q=competitiveness" title=" competitiveness"> competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20formulation" title=" strategy formulation"> strategy formulation</a> </p> <a href="https://publications.waset.org/abstracts/66848/competency-and-strategy-formulation-in-automobile-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/66848.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">311</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4880</span> E-Marketing Strategy: A Competitive Advantage among Commercial Banks Branches in Bauchi State</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sagir%20Abubakar">Sagir Abubakar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The electronic means of transaction has provided an opportunity especially for commercial banks to entice more customers that will subsequently boost their return on investment. It moves them from traditional marketing into digital marketing and gives them a competitive advantage over others in the same industry.The paper, therefore, examined the competitive advantage of the electronic marketing strategy among commercial banks branches in Bauchi state. The main objective of the study was to determine the impact of e-marketing strategy as a competitive advantage among commercial banks branches in Bauchi state and to evaluate the level of enlightenment campaign offered by the commercial banks branches to their customers on e-marketing. The study obtained data from the staff of the five (s) selected banks branches as the respondents to answer the questionnaire. The research is a quantitative research, where the data where obtained using questionnaire. 100 questionnaires were distributed and analyzed using SPSS’s regression analysis. The research among other findings discovered that, the e-marketing has led to a significant improvement in the banking industry and is expected to continue because of the improvement in the ICT sector. It was also found out that most customers are not aware of the electronic products offered by commercial banks branches in Bauchi state. Some of factors affecting the adoption of e-marketing by banks as indicated from the findings include: top management commitment, government policy on ICT and availability of ICT personnel. The study recommended that commercial banks branches should engage in enlightenment campaign about the existing of their e- products/services, management should place an incentives in order to raise the interest of customers to patronize the products/services online. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-marketing%20strategy" title="e-marketing strategy">e-marketing strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=banks" title=" banks"> banks</a>, <a href="https://publications.waset.org/abstracts/search?q=Bauchi%20State" title=" Bauchi State"> Bauchi State</a> </p> <a href="https://publications.waset.org/abstracts/14495/e-marketing-strategy-a-competitive-advantage-among-commercial-banks-branches-in-bauchi-state" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14495.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">322</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4879</span> E-Marketing Strategy a Competitive Advantage among Commercial Bank Branches in Bauchi State</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sagir%20Abubakar">Sagir Abubakar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The electronic means of transaction has provided an opportunity especially for commercial banks to entice more customers that will subsequently boost their return on investment. It moves them from traditional marketing into digital marketing and gives them a competitive advantage over others in the same industry. The paper, therefore, examined the competitive advantage of the electronic marketing strategy among commercial banks branches in Bauchi state. The main objective of the study was to determine the impact of e-marketing strategy as a competitive advantage among commercial banks branches in Bauchi state and to evaluate the level of enlightenment campaign offered by the commercial banks branches to their customers on e-marketing. The study obtained data from the staff of the five (s) selected banks branches as the respondents to answer the questionnaire. The research is a quantitative research, where the data where obtained using questionnaire. 100 questionnaires were distributed and analyzed using SPSS’s regression analysis. The research among other findings discovered that the e-marketing has led to a significant improvement in the banking industry and is expected to continue because of the improvement in the ICT sector. It was also found out that most customers are not aware of the electronic products offered by commercial banks branches in Bauchi state. Some of factors affecting the adoption of e-marketing by banks as indicated from the findings include: top management commitment, government policy on ICT and availability of ICT personnel. The study recommended that commercial banks branches should engage in enlightenment campaign about the existing of their e- products/services, management should place an incentive in order to raise the interest of customers to patronize the products/services online. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-marketing%20strategy" title="e-marketing strategy">e-marketing strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=banks" title=" banks"> banks</a>, <a href="https://publications.waset.org/abstracts/search?q=Bauchi%20State" title=" Bauchi State"> Bauchi State</a> </p> <a href="https://publications.waset.org/abstracts/23068/e-marketing-strategy-a-competitive-advantage-among-commercial-bank-branches-in-bauchi-state" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23068.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">480</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4878</span> The Trend of Competitive Balance in Turkish Football Super League</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tugbay%20Inan">Tugbay Inan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Competitive balance is known to have an important effect in determining the result of football matches. The degree of competitiveness is referred as competitive balance in football. Sports economics are the extent to which overall league attendances will be raised by measures, such as media effect, home advantage, revenue sharing, which aim to improve competitive balance. The purpose of present study was to measure the competitive balance in the football league of Turkey. In this study, by using long term competitive balance analysis, some facing problems and precautions were discussed through the seasons (1987-2014) in Turkish Football Super League (TSL). Within the practice of this study, The way that competitive balance level followed was determined in the history of super league (27 years). Based on this purpose, C5 Competitive Balance Index (C5CBI) and a Herfindahl index of competitive balance (HICB) were used. Finally, it is seen that in Super League, competitive balance factor took place time to time, however in total, a view apart from competitive balance is obviously seen. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20balance" title="competitive balance">competitive balance</a>, <a href="https://publications.waset.org/abstracts/search?q=turkish%20football" title=" turkish football"> turkish football</a>, <a href="https://publications.waset.org/abstracts/search?q=c5%20competitive%20balance%20index" title=" c5 competitive balance index"> c5 competitive balance index</a>, <a href="https://publications.waset.org/abstracts/search?q=Herfindahl-Hirschman%20Index" title=" Herfindahl-Hirschman Index"> Herfindahl-Hirschman Index</a> </p> <a href="https://publications.waset.org/abstracts/27980/the-trend-of-competitive-balance-in-turkish-football-super-league" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27980.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">559</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4877</span> Economic Policy of Achieving National Competitive Advantage</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gulnaz%20Erkomaishvili">Gulnaz Erkomaishvili</a>, <a href="https://publications.waset.org/abstracts/search?q=Eteri%20Kharaishvili"> Eteri Kharaishvili</a>, <a href="https://publications.waset.org/abstracts/search?q=Marina%20Chavleishvili"> Marina Chavleishvili</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper discusses the economic policy of increasing national competitiveness, the tools, and means which help the country to improve its competitiveness. The sectors of the economy, in which the country can achieve a competitive advantage, are studied. It is noted that the country’s economic policy plays an important role in obtaining and maintaining a competitive advantage - authority should take measures to ensure a high level of education; scientific and research activities should be funded by the state; foreign direct investments should be attracted mainly in science-intensive industries; adaptation with the latest scientific achievements of the modern world and deepening of scientific and technical cooperation. Stable business environment and export-oriented strategy is the basis for the country’s economic growth. The studies have shown that institutional reforms in Georgia are not enough to significantly improve the country's competitiveness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitiveness" title="competitiveness">competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=economic%20policy" title=" economic policy"> economic policy</a>, <a href="https://publications.waset.org/abstracts/search?q=competitiveness%20improvement%20strategy" title=" competitiveness improvement strategy"> competitiveness improvement strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=competitiveness%20of%20Georgia" title=" competitiveness of Georgia"> competitiveness of Georgia</a> </p> <a href="https://publications.waset.org/abstracts/106505/economic-policy-of-achieving-national-competitive-advantage" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/106505.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">128</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4876</span> Service Strategy And Innovation In The Food Service Industry: Basis For Designing A Competitive Advantage Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ma.%20Dina%20Datiles%20Jimenez">Ma. Dina Datiles Jimenez</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Service strategy and service Innovation has something to do with the success of the foodservice business. The foodservice business nowadays has become more competitive, and technology driven. This study aimed to determine and investigate the service innovation and strategies of the food service industry and the challenges during the pandemic to serve as the basis for a competitive advantage model. The study used mixed methods, including descriptive quantitative and qualitative methods. The Metro Manila foodservice managers were the target population of the study, which consisted of an estimated 1500 respondents from the selected cities. The assessment of service innovation for the following dimensions: product-related dimension; market-related dimension; process-related dimension; and organization-related dimension, when classified according to profile, was very large for age, gender, and educational attainment. When respondents are classified according to profile, the service strategy in terms of customer service strategy, after-sales service strategy, maintenance service strategy, research and development-oriented service strategy, and operational services strategy were all assessed with a very large extent of implementation. There was a significant difference in all four aspects of service innovation when classified based on age. However, for gender, only the market and process dimensions showed significant differences, while the product and organization conveyed no significant differences. Consequently, the evidence was not enough to prove that educational attainment differs from one another on the four aspects of service innovation. There was sufficient evidence to prove that the ages differ from one another in all aspects of service strategies. While gender and educational attainment showed no significant difference in the assessment of service strategies, Training on the trends in the foodservice industry during the pandemic is offered; technical maintenance is evident; the company allotted budget for outsourcing training; the quality control system; and online customer feedback were revealed as major indicators for service strategy. Fear of viruses, limited customers, a minimal work force, and low revenues were identified as challenges faced by the foodservice industry. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=foodservice%20industry" title="foodservice industry">foodservice industry</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20innovation" title=" service innovation"> service innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20strategy" title=" service strategy"> service strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=technology" title=" technology"> technology</a> </p> <a href="https://publications.waset.org/abstracts/167323/service-strategy-and-innovation-in-the-food-service-industry-basis-for-designing-a-competitive-advantage-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/167323.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">78</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4875</span> Defining the Term of Strategy within Military Point of View</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ismail%20Menderes%20Sema">Ismail Menderes Sema</a>, <a href="https://publications.waset.org/abstracts/search?q=Murat%20S%C3%B6zen"> Murat Sözen</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20K.%20Bar%C4%B1%C5%9F"> M. K. Barış </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The strategy is about winning or preventing your enemy from winning. The origin of the term comes from the military. After utilizing the strategy for limited military purposes in early ages, soldiers and statesmen used the term together to achieve the goals of states. In ancient times, those people who made strategy and implemented it was the same. With the industrial revolution, the strategy changed like everything and the term “grand strategy” came forward. Today, from business to economy, management to philosophy there is a broad using of the term strategy. Economic strategy, business strategy, trade strategy, irrigation strategy, and even recruitment strategy are used by professionals. The purpose of this study is to analyze the evolution of the strategy and clarify actually what is about. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategy" title="strategy">strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=military" title=" military"> military</a>, <a href="https://publications.waset.org/abstracts/search?q=art" title=" art"> art</a>, <a href="https://publications.waset.org/abstracts/search?q=grand%20strategy" title=" grand strategy"> grand strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=strategist" title=" strategist"> strategist</a> </p> <a href="https://publications.waset.org/abstracts/31137/defining-the-term-of-strategy-within-military-point-of-view" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31137.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">454</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4874</span> Best Responses for the Dynamic Model of Hotel Room Rate</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Xuan%20Tran">Xuan Tran</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to present a comprehensive dynamic model for pricing strategies in the hotel competition to find a win-win situation for the competitive set. By utilizing the Cobb-Douglas utility model, the study establishes room rates by analyzing the price elasticity of demand across a competitive set of four hotels, with a focus on occupancy rates. To further enhance the analysis, game theory is applied to identify the best response for each competitive party, which illustrates the optimal pricing strategy for each hotel in the competitive landscape. This approach offers valuable insights into how hotels can strategically adjust their room rates in response to market conditions and competitor actions. The primary contributions of this research include as follows: (1) advantages for both individual hotels and the broader competitive hotel market, (2) benefits for hotel management overseeing multiple brands, and (3) positive impacts on the local community. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dynamic%20model" title="dynamic model">dynamic model</a>, <a href="https://publications.waset.org/abstracts/search?q=game%20theory" title=" game theory"> game theory</a>, <a href="https://publications.waset.org/abstracts/search?q=best%20response" title=" best response"> best response</a>, <a href="https://publications.waset.org/abstracts/search?q=Cobb-Douglas" title=" Cobb-Douglas"> Cobb-Douglas</a> </p> <a href="https://publications.waset.org/abstracts/190235/best-responses-for-the-dynamic-model-of-hotel-room-rate" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/190235.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">22</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4873</span> The Strategic Formulation of Competitive Advantage on Private Higher Education Institution Using Participatory Prospective Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Yusuf%20Sulfarano%20Barusman">Muhammad Yusuf Sulfarano Barusman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Research for the strategic formulation of competitive advantage development on Indonesian Private Higher Education Institutions (IPHEI) is mostly done using positivistic paradigm by means of analytical thinking. This study emphasized of the participatory paradigm by using synthesis as a way of thinking in order to achieve its goal. The purposes of this study are to: 1) build future scenario of the external environmental dynamics that will be encountered by IPHEI, 2) formulate a strategy that can be implemented by IPHEI through developing the organization's competitive advantage in the future. The used research methodology is Participatory Prospective Analysis (PPA). The results showed that the future scenario of external environmental conditions that will be encountered by IPHEI in the future can be described in three conditions, namely: optimistic, moderate, and pessimistic scenarios. The strategic formulation from the research results is based on four internal factors as its foundation (the effectiveness of leadership, the availability of funds and financing, the effectiveness of human resource management strategy, and the relevance of curriculum). A set of resulted strategic formulation is knowledge of the experts that needed to be followed up wisely so that their use can be optimized for the development of IPHE organizational competitive advantage in the future. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title="competitive advantage">competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=participatory%20prospective%20analysis" title=" participatory prospective analysis"> participatory prospective analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=PPA" title=" PPA"> PPA</a>, <a href="https://publications.waset.org/abstracts/search?q=private%20higher%20education%20institutions" title=" private higher education institutions"> private higher education institutions</a>, <a href="https://publications.waset.org/abstracts/search?q=PHEI" title=" PHEI"> PHEI</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20formulation" title=" strategic formulation"> strategic formulation</a> </p> <a href="https://publications.waset.org/abstracts/32035/the-strategic-formulation-of-competitive-advantage-on-private-higher-education-institution-using-participatory-prospective-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32035.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">287</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4872</span> Mastering Digitization: A Quality-Adapted Digital Transformation Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Franziska%20Schaefer">Franziska Schaefer</a>, <a href="https://publications.waset.org/abstracts/search?q=Marlene%20Kuhn"> Marlene Kuhn</a>, <a href="https://publications.waset.org/abstracts/search?q=Heiner%20Otten"> Heiner Otten</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the very near future, digitization will be the main challenge a company has to master to survive in a highly competitive market. Developing the right transformation strategy by considering all relevant aspects determines the success or failure of a company. Especially the digital focus on the customer plays a key role in creating sustainable competitive advantages, also leading to new tasks within the quality management. Therefore, quality management needs to be particularly addressed to support the upcoming digital change. In this paper, we present an analysis of existing digital transformation approaches and derive a transformation strategy from a quality management perspective. We identify and classify different transformation dimensions and assess their relevance to quality management tasks, resulting in a quality-adapted digital transformation model. Furthermore, we introduce applicable and customized quality management methods to support the presented digital transformation tasks. With our developed model we provide a digital transformation guideline from a quality perspective to master future disruptive changes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=digital%20transformation" title="digital transformation">digital transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=digitization" title=" digitization"> digitization</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management" title=" quality management"> quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a> </p> <a href="https://publications.waset.org/abstracts/78145/mastering-digitization-a-quality-adapted-digital-transformation-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78145.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">478</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4871</span> Sponsorship Strategy, Its Visibility, and Return: A Case Study on Brazilian Olympic Games</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elizabeth%20F.%20Rodrigues">Elizabeth F. Rodrigues</a>, <a href="https://publications.waset.org/abstracts/search?q=Julia%20da%20R.%20Mattos"> Julia da R. Mattos</a>, <a href="https://publications.waset.org/abstracts/search?q=Naira%20Q.%20Leit%C3%A3o"> Naira Q. Leitão</a>, <a href="https://publications.waset.org/abstracts/search?q=Roberta%20T.%20da%20Cunha"> Roberta T. da Cunha</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The business strategy of many companies has two factors in common: the search for the competitive edge and its long term maintenance. The thing that differentiates the companies’ performance in their abilities to set the right strategy, which depends on their capacity to analyze and apply all sort of management support tools. In this context, the sponsorship of events stands out as an important way to increase brand awareness, especially when it is a worldwide event, such as Rio 2016 Olympic and Paralympic Games. This paper will present the case of a car maker company, which chose to invest on sponsorship as a way to reach its goals and grow in the brazilian market. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategy" title="strategy">strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=sponsorship" title=" sponsorship"> sponsorship</a>, <a href="https://publications.waset.org/abstracts/search?q=events" title=" events"> events</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/23017/sponsorship-strategy-its-visibility-and-return-a-case-study-on-brazilian-olympic-games" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23017.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">497</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4870</span> Competitive Intelligence within the Maritime Security Intelligence</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dicky%20R.%20Munaf">Dicky R. Munaf</a>, <a href="https://publications.waset.org/abstracts/search?q=Ayu%20Bulan%20Tisna"> Ayu Bulan Tisna</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Competitive intelligence (business intelligence) is the process of observing the external environment which often conducted by many organizations to get the relevant information which will be used to create the organization policy, whereas, security intelligence is related to the function of the officers who have the duties to protect the country and its people from every criminal actions that might harm the national and individual security. Therefore, the intelligence dimension of maritime security is associated with all the intelligence activities including the subject and the object that connected to the maritime issues. The concept of intelligence business regarding the maritime security perspective is the efforts to protect the maritime security using the analysis of economic movements as the basic strategic plan. Clearly, a weak maritime security will cause high operational cost to all the economic activities which uses the sea as its media. Thus, it affects the competitiveness of a country compared to the other countries that are able to maintain the maritime law enforcement and secure their marine territory. So, the intelligence business within the security intelligence is important to conduct as the beginning process of the identification against the opponent strategy that might happen in the present or in the future. Thereby, the scenario of the potential impact of all the illegal maritime activities, as well as the strategy in preventing the opponent maneuver can be made. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20intelligence" title="competitive intelligence">competitive intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=maritime%20security%20intelligence" title=" maritime security intelligence"> maritime security intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=intelligent%20systems" title=" intelligent systems"> intelligent systems</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a> </p> <a href="https://publications.waset.org/abstracts/6935/competitive-intelligence-within-the-maritime-security-intelligence" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6935.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">500</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4869</span> The Competitive Power of Supply Chain Quality Management in Manufacturing Companies in Cameroon</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nicodemus%20Tiendem">Nicodemus Tiendem</a>, <a href="https://publications.waset.org/abstracts/search?q=Arrey%20Mbayong%20Napoleon"> Arrey Mbayong Napoleon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The heightening of competition and the quest for market share has left business persons and research communities re-examining and reinventing their competitive practices. A case in point is Porter’s generic strategy which has received a lot of criticism lately regarding its inability to maintain a company’s competitive power. This is because it focuses more on the organisation and ignores her external partners, who have a strong bearing on the company’s performance. This paper, therefore, sought to examine Porter’s generic strategies alongside supply chain quality management practices in terms of their effectiveness in building the competitive power of manufacturing companies in Cameroon. This was done with the use of primary data captured from a survey study across the supply chains of 20 manufacturing companies in Cameroon using a five-point Likert scale questionnaire. For each company, four 1st tier suppliers and four 1st tier distributors were carefully chosen to participate in the study alongside the companies themselves. In each case, attention was directed to persons involved in the supply chains of the companies. This gave a total of 180 entities comprising the supply chains of the 20 manufacturing companies involved in the study, making a total of 900 participants. The data was analysed using three multiple regression models to assess the effect of Porter’s generic strategy and supply chain quality management on the marketing performance of the companies. The findings proved that in such a competitive atmosphere, supply chain quality management is a better tool for marketing performance over Porter’s generic strategies and hence building the competitive power of the companies at all levels of the study. Although the study made use of convenience sampling, where sample selectivity biases the results, the findings aligned with many other recent developments in line with building the competitive power of manufacturing companies and thereby made the findings suitable for generalisation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20quality%20management" title="supply chain quality management">supply chain quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=Porter%E2%80%99s%20generic%20strategies" title=" Porter’s generic strategies"> Porter’s generic strategies</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20power" title=" competitive power"> competitive power</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20performance" title=" marketing performance"> marketing performance</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20companies" title=" manufacturing companies"> manufacturing companies</a>, <a href="https://publications.waset.org/abstracts/search?q=Cameroon" title=" Cameroon"> Cameroon</a> </p> <a href="https://publications.waset.org/abstracts/157940/the-competitive-power-of-supply-chain-quality-management-in-manufacturing-companies-in-cameroon" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/157940.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">87</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4868</span> Strategy, Intellectual Capital Disclosure, Competition, and Market Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Agnes%20Utari%20Widyaningdyah">Agnes Utari Widyaningdyah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study investigates the relationship between strategy, intellectual capital (IC) disclosure, and the firm’s performance by considering business competition as a moderating variable. The secondary sectors manufacturing firms in the Jakarta Stock Industrial Classification as sample because this group represents a knowledge-intensive firm according to the OECD (Organization for Economic Cooperation and Development) criteria. Using path analysis, this study reveals that there is a significant influence of strategy toward IC disclosure. Firms with differentiation strategy tend to withhold its strategic information included IC because of afraid in losing their competitive advantage. The results also indicate that firms are more likely to withhold information about IC if they perceive that current or potential competition is strong. However, firms should consider that IC disclosure is a positive signal to the investor. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategy" title="strategy">strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=IC%20disclosure" title=" IC disclosure"> IC disclosure</a>, <a href="https://publications.waset.org/abstracts/search?q=market%20performance" title=" market performance"> market performance</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20competition" title=" business competition"> business competition</a> </p> <a href="https://publications.waset.org/abstracts/40635/strategy-intellectual-capital-disclosure-competition-and-market-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40635.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">295</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4867</span> Corporate Social Responsibility and Competitiveness: An Empirical Research Applied to Food and Beverage Industry in Croatia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mirjana%20Dragas">Mirjana Dragas</a>, <a href="https://publications.waset.org/abstracts/search?q=Marli%20Gonan%20Bozac"> Marli Gonan Bozac</a>, <a href="https://publications.waset.org/abstracts/search?q=Morena%20Paulisic"> Morena Paulisic</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Corporate social responsibility (CSR) is a balance between strategic and financial goals of companies, as well as social needs. The integration of competitive strategy and CSR in food and beverage industry has allowed companies to find new sources of competitive advantage. The paper discusses the fact that socially responsible companies encourage co-operation with socially responsible suppliers in order to strengthen market competitiveness. In addition to the descriptive interpretation of the results obtained by a questionnaire, factor analysis was used, while principal components analysis was applied as a factor extraction method. The research results based on two multiple regression analyses show that: (1) selecting the CSR supplier explains a statistically significant part of the variance of the results on the scale of financial aspects of competitiveness (as much as 44.7% of the explained variance); and (2) selecting the CSR supplier is a significant predictor of non-financial aspects of competitiveness (explains 43.9% of the variance of the results on the scale of non-financial aspects of competitiveness). A successful competitive strategy must ultimately support the growth strategy. This implies an analytical approach to finding factors that influence competitiveness through socially sustainable solutions and satisfactory top management decisions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitiveness" title="competitiveness">competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title=" corporate social responsibility"> corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=food%20and%20beverage%20industry" title=" food and beverage industry"> food and beverage industry</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20decision%20making" title=" supply chain decision making"> supply chain decision making</a> </p> <a href="https://publications.waset.org/abstracts/85963/corporate-social-responsibility-and-competitiveness-an-empirical-research-applied-to-food-and-beverage-industry-in-croatia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85963.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">360</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4866</span> Theoretical Paradigms for Total Quality Environmental Management (TQEM)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Hossein%20Khasmafkan%20Nezam">Mohammad Hossein Khasmafkan Nezam</a>, <a href="https://publications.waset.org/abstracts/search?q=Nader%20Chavoshi%20Boroujeni"> Nader Chavoshi Boroujeni</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohamad%20Reza%20Veshaghi"> Mohamad Reza Veshaghi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Quality management is dominated by rational paradigms for the measurement and management of quality, but these paradigms start to ‘break down’, when faced with the inherent complexity of managing quality in intensely competitive changing environments. In this article, the various theoretical paradigms employed to manage quality are reviewed and the advantages and limitations of these paradigms are highlighted. A major implication of this review is that when faced with complexity, an ideological stance to any single strategy paradigm for total quality environmental management is ineffective. We suggest that as complexity increases and we envisage intensely competitive changing environments there will be a greater need to consider a multi-paradigm integrationist view of strategy for TQEM. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management%20%28TQM%29" title="total quality management (TQM)">total quality management (TQM)</a>, <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20environmental%20management%20%28TQEM%29" title=" total quality environmental management (TQEM)"> total quality environmental management (TQEM)</a>, <a href="https://publications.waset.org/abstracts/search?q=ideologies%20%28philosophy%29" title=" ideologies (philosophy)"> ideologies (philosophy)</a>, <a href="https://publications.waset.org/abstracts/search?q=theoretical%20paradigms" title=" theoretical paradigms"> theoretical paradigms</a> </p> <a href="https://publications.waset.org/abstracts/44662/theoretical-paradigms-for-total-quality-environmental-management-tqem" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44662.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">318</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4865</span> GRABTAXI: A Taxi Revolution in Thailand </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Danuvasin%20Charoen">Danuvasin Charoen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study investigates the business process and business model of GRABTAXI. The paper also discusses how the company implemented strategies to gain competitive advantages. The data is derived from the analysis of secondary data and the in-depth interviews among staffs, taxi drivers, and key customers. The findings indicated that the company’s competitive advantages come from being the first mover, emphasising on the ease of use and tangible benefits of application, and using network effect strategy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=taxi" title="taxi">taxi</a>, <a href="https://publications.waset.org/abstracts/search?q=mobile%20application" title=" mobile application"> mobile application</a>, <a href="https://publications.waset.org/abstracts/search?q=innovative%20business%20model" title=" innovative business model"> innovative business model</a>, <a href="https://publications.waset.org/abstracts/search?q=Thailand" title=" Thailand"> Thailand</a> </p> <a href="https://publications.waset.org/abstracts/36545/grabtaxi-a-taxi-revolution-in-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36545.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">299</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4864</span> Intrinsic Contradictions in Entrepreneurship Development and Self-Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Revaz%20Gvelesiani">Revaz Gvelesiani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The problem of compliance between the state economic policy and entrepreneurial policy of businesses is primarily manifested in the contradictions related to the congruence between entrepreneurship development and self-development strategies. Among various types (financial, monetary, social, etc.) of the state economic policy aiming at the development of entrepreneurship, economic order policy is of special importance. Its goal is to set the framework for both public and private economic activities and achieve coherence between the societal value system and the formation of the economic order framework. Economic order policy, in its turn, involves intrinsic contradiction between the social and the competitive order. Competitive order is oriented on the principle of success, while social order _ on the criteria of need satisfaction, which contradicts, at least partly, to the principles of success. Thus within the economic order policy, on the one hand, the state makes efforts to form social order and expand its frontiers, while, on the other hand, market is determined to establish functioning competitive order and ensure its realization. Locating the adequate spaces for and setting the rational border between the state (social order) and the private (competitive order) activities, represents the phenomenon of the decisive importance from the entrepreneurship development strategy standpoint. In the countries where the above mentioned spaces and borders are “set” correctly, entrepreneurship agents (small, medium-sized and large businesses) achieve great success by means of seizing the respective segments and maintaining the leading positions in the internal, the European and the world markets for a long time. As for the entrepreneurship self-development strategy, above all, it involves: •market identification; •interactions with consumers; •continuous innovations; •competition strategy; •relationships with partners; •new management philosophy, etc. The analysis of compliance between the entrepreneurship strategy and entrepreneurship culture should be the reference point for any kind of internationalization in order to avoid shocks of cultural nature and the economic backwardness. Stabilization can be achieved only when the employee actions reflect the existing culture and the new contents of culture (targeted culture) is turned into the implicit consciousness of the personnel. The future leaders should learn how to manage different cultures. Entrepreneurship can be managed successfully if its strategy and culture are coherent. However, not rarely enterprises (organizations) show various forms of violation of both personal and team actions. If personal and team non-observances appear as the form of influence upon the culture, it will lead to global destruction of the system and structure. This is the entrepreneurship culture pathology that complicates to achieve compliance between the entrepreneurship strategy and entrepreneurship culture. Thus, the intrinsic contradictions of entrepreneurship development and self-development strategies complicate the task of reaching compliance between the state economic policy and the company entrepreneurship policy: on the one hand, there is a contradiction between the social and the competitive order within economic order policy and on the other hand, the contradiction exists between entrepreneurship strategy and entrepreneurship culture within entrepreneurship policy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=economic%20order%20policy" title="economic order policy">economic order policy</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title=" entrepreneurship"> entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=development%20contradictions" title=" development contradictions"> development contradictions</a>, <a href="https://publications.waset.org/abstracts/search?q=self-development%20contradictions" title=" self-development contradictions"> self-development contradictions</a> </p> <a href="https://publications.waset.org/abstracts/26754/intrinsic-contradictions-in-entrepreneurship-development-and-self-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26754.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">328</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4863</span> The Role of Language Strategy on International Survival of Firm: A Conceptual Framework from Resource Dependence Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sazzad%20Hossain%20Talukder">Sazzad Hossain Talukder</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Survival in the competitive international market with unforeseen environmental contingencies has always been a concern of the firms that led to adopting different strategies to deal with different situations. Language strategy is considered to enhance the international performance of a firm by organizing language diversity and fostering communications within and outside the firm. Yet there is a lack of theoretical attention or model development on the role of language strategy on firm international survival. From resource dependence perspective, the adoption of language strategy and its relationship with firm survival are determined by the firm´s capability to prevent dependency concentration and/or increase relative power on the external environment. However, the impact of language strategy on firm survival is complex and multifaceted as the strategy influence firm performance indirectly through communication, coordination, learning and value creation. The evidence of various types of language strategies and different forms of firm survival also bring in complexities to understand the effects of a language strategy on the international survival of a firm. Based on language literatures and resource dependence logic, certain propositions are developed to conceptualize the relationship between language strategy and firm international survival in this conceptual paper. For the purpose of this paper, a conceptual model is proposed to examine how different kinds of language strategy foster reduction of resource dependency that lead to firm international survival in respond to local responsiveness and global integration. In this proposed model, it is theorized that language strategy has a positive relationship with the international survival of the firm, as the strategy is likely to reduce external resource dependency and increase the ability to continue independent operations both in short and long term. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=language%20strategy" title="language strategy">language strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=language%20diversity" title=" language diversity"> language diversity</a>, <a href="https://publications.waset.org/abstracts/search?q=firm%20international%20survival" title=" firm international survival"> firm international survival</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20dependence%20logic" title=" resource dependence logic"> resource dependence logic</a> </p> <a href="https://publications.waset.org/abstracts/98483/the-role-of-language-strategy-on-international-survival-of-firm-a-conceptual-framework-from-resource-dependence-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/98483.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">280</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4862</span> Optimization of FGM Sandwich Beams Using Imperialist Competitive Algorithm</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saeed%20Kamarian">Saeed Kamarian</a>, <a href="https://publications.waset.org/abstracts/search?q=Mahmoud%20Shakeri"> Mahmoud Shakeri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Sandwich structures are used in a variety of engineering applications including aircraft, construction and transportation where strong, stiff and light structures are required. In this paper, frequency maximization of Functionally Graded Sandwich (FGS) beams resting on Pasternak foundations is investigated. A generalized power-law distribution with four parameters is considered for material distribution through the thicknesses of face layers. Since the search space is large, the optimization processes becomes so complicated and too much time consuming. Thus a novel meta–heuristic called Imperialist Competitive Algorithm (ICA) which is a socio-politically motivated global search strategy is implemented to improve the speed of optimization process. Results show the success of applying ICA for engineering problems especially for design optimization of FGM sandwich beams. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sandwich%20beam" title="sandwich beam">sandwich beam</a>, <a href="https://publications.waset.org/abstracts/search?q=functionally%20graded%20materials" title=" functionally graded materials"> functionally graded materials</a>, <a href="https://publications.waset.org/abstracts/search?q=optimization" title=" optimization"> optimization</a>, <a href="https://publications.waset.org/abstracts/search?q=imperialist%20competitive%20algorithm" title=" imperialist competitive algorithm"> imperialist competitive algorithm</a> </p> <a href="https://publications.waset.org/abstracts/36179/optimization-of-fgm-sandwich-beams-using-imperialist-competitive-algorithm" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36179.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">569</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4861</span> Quality Management and Employees' Attitudes: An Example from Certified Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ala%20Hanetite">Ala Hanetite</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to investigate the implications of quality management system (QMS) practices in employees' attitudes relating to job involvement, job satisfaction, career satisfaction, and organizational commitment. Design/methodology/approach: This study was accomplished through the use of a questionnaire. Twenty hypotheses related to QMS practices and the employees' attitudes were formulated and tested. Findings: The results indicate that responsibility and teamwork have a significant and positive correlation with job involvement, job satisfaction, career satisfaction, as well as organizational commitment. Ongoing improvement and problem solving have significant implications in organizational commitment. In addition, training and education, as well as customer focus, did not demonstrate any favorable contribution to the employees' attitudes. Originality/value: The study recommends that management should be more committed to the development of quality practices to sustain and enhance employees' positive attitudes toward their job. Such practices are a competitive strategy to attract and retain competent employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attitudes" title="attitudes">attitudes</a>, <a href="https://publications.waset.org/abstracts/search?q=employee" title=" employee"> employee</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management%20system" title=" quality management system"> quality management system</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20strategy" title=" competitive strategy"> competitive strategy</a> </p> <a href="https://publications.waset.org/abstracts/14933/quality-management-and-employees-attitudes-an-example-from-certified-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14933.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">276</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4860</span> The Effects of Quality of Web-Based Applications on Competitive Advantage: An Empirical Study in Commercial Banks in Jordan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Faisal%20Asad%20Aburub">Faisal Asad Aburub</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many organizations are investing in web applications and technologies in order to be competitive, some of them could not achieve its goals. The quality of web-based applications could play an important role for organizations to be competitive. So the aim of this study is to investigate the impact of quality of web-based applications to achieve a competitive advantage. A new model has been developed. An empirical investigation was performed on a banking sector in Jordan to test the new model. The results show that impact of web-based applications on competitive advantage is significant. Finally, further work is planned to validate and evaluate the proposed model using several domains. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title="competitive advantage">competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=web-based%20applications" title=" web-based applications"> web-based applications</a>, <a href="https://publications.waset.org/abstracts/search?q=empirical%20investigation" title=" empirical investigation"> empirical investigation</a>, <a href="https://publications.waset.org/abstracts/search?q=commercial%20banks%20in%20Jordan" title=" commercial banks in Jordan"> commercial banks in Jordan</a> </p> <a href="https://publications.waset.org/abstracts/30052/the-effects-of-quality-of-web-based-applications-on-competitive-advantage-an-empirical-study-in-commercial-banks-in-jordan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30052.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">338</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4859</span> Competitive Advantage: Sustainable or Transient</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pallavi%20Thacker">Pallavi Thacker</a>, <a href="https://publications.waset.org/abstracts/search?q=H.%20P.%20Mathur"> H. P. Mathur</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper tries to find out from the available literature the status of Competitive Advantage. It has been stated a number of times that firms must strive to attain sustainable competitive advantage; but is the concept of sustainability of advantage still valid in this new diversified and too-rapidly changing world? The paper reaches a conclusion that the answer is “no”. Gone is the time when once attained position could easily be retained forever or at-least for a substantial amount of time. We live in a time which is very much globalised. We are used to a high level of competition from all directions. Technological advances, developed human capital, flexibility and end number of factors make the sustenance of competitive advantage difficult. This paper analyses competitive advantage from the view points of Michael Porter (who talks about sustainability) and Rita Gunther McGrath (who says competitive advantage can no more be sustained). It uses many examples and evidences from papers, journals and news. A research in this area is very much required (especially in a developing country like India) so that industries, firms and people can find out the suitable strategies that match with the changing times. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title="competitive advantage">competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable" title=" sustainable"> sustainable</a>, <a href="https://publications.waset.org/abstracts/search?q=transient" title=" transient"> transient</a>, <a href="https://publications.waset.org/abstracts/search?q=globalisation" title=" globalisation"> globalisation</a> </p> <a href="https://publications.waset.org/abstracts/37385/competitive-advantage-sustainable-or-transient" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37385.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">313</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4858</span> Competitive Advantage on the Road Again: Exploring Nuances through a Conceptual Review and Future Research Avenues</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seyedabdolali%20Mortazavi%20Kamalabadi">Seyedabdolali Mortazavi Kamalabadi</a>, <a href="https://publications.waset.org/abstracts/search?q=Faegheh%20Taheran"> Faegheh Taheran</a> </p> <p class="card-text"><strong>Abstract:</strong></p> By giving an overview of previous arguments and findings concerned with the concept of competitive advantage, first, we define the overall concept of competitive advantage and discuss nuances of understanding such an important and strategic idea. Finally, by considering the major concerns of marketing academia, including globalization, AI-based technologies, consumer well-being, and internal coopetition between a firm’s units, fruitful avenues to be explored by future studies are presented in the form of research propositions. In the end, relevant gaps mentioned by numerous studies that are worth investigating are demonstrated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence" title="artificial intelligence">artificial intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=consumer%20well-being" title=" consumer well-being"> consumer well-being</a>, <a href="https://publications.waset.org/abstracts/search?q=coopetition" title=" coopetition"> coopetition</a>, <a href="https://publications.waset.org/abstracts/search?q=globalization" title=" globalization"> globalization</a>, <a href="https://publications.waset.org/abstracts/search?q=literature%20review" title=" literature review"> literature review</a>, <a href="https://publications.waset.org/abstracts/search?q=temporary%20competitive%20advantage" title=" temporary competitive advantage"> temporary competitive advantage</a> </p> <a href="https://publications.waset.org/abstracts/165717/competitive-advantage-on-the-road-again-exploring-nuances-through-a-conceptual-review-and-future-research-avenues" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165717.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">113</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=competitive%20strategy&page=2">2</a></li> <li class="page-item"><a class="page-link" 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