جستجوی مقالات مرتبط با کلیدواژه « competitive strategy » در نشریات گروه « مدیریت »

Increasing competition in the current era and facing diverse and changing needs and demands of customers and the possibility of change and innovation in the products offered by companies in the service sector, which is due to the flexible nature of these products, make innovation and providing new services very important. It has made it important and necessary. New services can be considered as the core of competitive advantages of companies. Adapting to a turbulent environment requires a constant stream of new product development and delivery. Services are an indispensable part of every economy, and all successful economies, including industrial and commercial economies, owe a high share of their national gross product to the service sector. The increasing growth of this field and the consequent development of competition between companies are among the factors that highlight the importance of developing new services. The truth is that without paying attention to improving services and providing new services, organizations can never experience a sustainable and favorable growth for a long time. Due to many changes (such as the development of markets, globalization, changes in the rules of competition in industries and technological advances) that have affected the service industry, companies have both the opportunity and the need to use their skills and resources in a creative way to use there are potential and unprecedented advantages of this field. The development of new services is a set of activities that lead to partial or total changes and modifications in providing services to different parts of the market. Due to rapid changes in the state of technology and customer preferences, organizations cannot always rely on their existing services. Based on this, in the current research, the impact of competitive strategies, organizational learning and business on the development of new services has been investigated.

The research is an applied one in terms of its purpose, and a descriptive (non-experimental) one in terms of the nature or method of data collection, from the branch of field studies. The data collection tool is a researcher-made questionnaire using the indicators obtained from the research background. The content validity of the questionnaire was confirmed by the opinion of experts and professors, and the reliability of the questionnaire was confirmed through Cronbach's alpha coefficient, which was more than 0/899. The statistical population of this research is the managers of chain stores in Tehran province, including 699 stores from the chain stores of Ofogh Koresh, Shahrvand, Refah, Etka, Fruit and Vegetable Squares, Hyper Star, Najm Middle East, Hypersun, Hyperme, Iran Mall., Shahr Farash, and the number of samples was selected using the available cluster random sampling method and using Cochran's formula, 248 chain stores. Data analysis was done using the structural equation modeling approach.

According to the purpose of this research to investigate the impact of competitive strategies, organizational learning and business on the development of new services in chain stores of Tehran province, the findings of this research show that competitive strategies, organizational learning and business have an effect on the development of new services in chain stores in Tehran province.ConclusionTherefore, these are suggested: 1. Senior managers who have the competence to build culture, be the pioneers of an internal revolution and a new dynamic, the alignment of individual goals and strategic goals will facilitate the strategy implementation process, and the adoption of a suitable strategy requires change whether we like it or not that directing and managing this change requires an adequate understanding of human resources.2. People who have capabilities in their field of work be given the necessary space to grow in the stores because it causes the growth of the store. 3. In the store, employees should be given the necessary training to learn and apply business strategy so that they can improve in their field of work. 4. By improving the quality and suitable human resources, high learning can be achieved, which will lead to the achievement of the focus strategy and can cause the retention and attraction of customers. 5. Personnel should provide services in new ways and benefit from new and updated technology compared to other competitors, and also remove existing old methods and procedures in order to achieve differentiation. 6. Managers should focus their activities in line with the chosen strategy and organize the necessary management decisions and actions. 7. Managers should prepare a comprehensive and coordinated action plan according to the organizational goals in the next 5 years that they are involved in drafting. It is better for these programs to be evaluated and operationally controlled in the expected time according to the allocated budget and the progress of the program.8. The personnel should have a proper way of dealing with the requests of the customers and have a customer-oriented culture and proper attention to the demands of the customers so that the customers buy the things they need. 9. The implementation of appropriate management methods using business strategy leads to the increase of service development, and finally, reducing the price of services increases the competitiveness of stores. 10. Redesigning jobs prevents employees from wasting their time, and also selecting and hiring the most qualified people provides profitable areas and reducing store costs. 11. Increasing the quality of providing technical guidance and how to inform about the store's product and service capabilities. 12. The necessary guidance should be provided transparently to perform requested services through the training of store personnel to increase customer satisfaction and ultimately sales. 13. Increasing the quality of providing services and solving product problems, as well as timely delivery and determining the duration of solving problems and how to inform in the store. 14. Regular handling of customer complaints and differentiation in the warranty period of their products compared to similar products in the store.

At present, organizations are facing a turbulent and turbulent environment, and the rate of environmental change makes a strategic plan in itself insufficient. Companies also need to be more successful in performance than their competitors. Therefore, it is necessary to identify the impact of strategic planning on firm performance by analyzing the mediating role of competitive advantage. The purpose of this study is to identify the effect of strategic planning on firm performance by analyzing the mediating role of competitive advantage. The present research is of descriptive-survey type. The statistical population of the study includes 65 experts of the planning unit of disinfection companies in the east of the country. Cluster random sampling method was determined and 56 people were selected as a sample through Morgan table. Data were collected through a standard questionnaire and the validity and reliability of the research tool were confirmed. Data analysis was performed through descriptive and inferential statistics using Smart PLS software. The results showed that strategic planning has a positive and significant effect on company performance by analyzing the mediating role of competitive advantage in disinfection companies in the east of the country.

 The field of small home appliances is one of the strategic areas of the country, and unfortunately, in recent years, the position of this industry has faced many challenges due to internal and external threats. Given the country's need to develop industries in this area, in line with the country's development and demographic goals and the expansion of households, it seems that applied research in this area increased. This industry is important due to the technological power and capacity of the country and many years of experience in this sector, as well as because the development of technology in this area often leads to lower costs than other areas (including large home appliances). This research seeks to identify the company's position and select the most appropriate strategy for the company. Complexity and delicacy in organizational work and business decision-making necessitate strategic management. Strategic management is the art and science of formulating, implementing, and evaluating multidimensional decisions with an emphasis on integrating management, marketing, finance, service production, and more. Many approaches and techniques wil be use in the analysis of strategic factors in the strategic management process. SWOT matrix analysis; is one of the most famous models. Using this, we can distinguish strengths and weaknesses in the field of internal factors and threats and opportunities in the field of external factors and formulate relevant strategies. In this research, this tool used to formulate strategies in the home appliance industry. In addition, in order to decide on the most appropriate strategy, the comprehensive strategy formulation framework is used. The main purpose of this study is to identify the strategic components of a small home appliance company using a comprehensive strategy formulation framework. The information required for research in the thematic literature section obtained using the library method and the study of books and articles. In the second part and achieving the research objectives, a company in the field of small appliances examined. This company is one of the companies of a large holding in the field of home appliances and all kinds of small home appliances including ironing, fruit dryer, blender, vacuum cleaner, rice cooker, meat grinder, cane broom, juicer etc. It is also an international company with a foreign partner. The size of the company is medium. In the first step of this study, a list of internal and external factors obtained during meetings with experts in the field of home appliances and industry (through the Delphi technique). In the next step, the relevant questionnaire was prepared that the respondents could choose their answer based on a range of options in the two sections of determining the importance of dimensions (Likert scale) and the effectiveness of the current situation of dimensions. This questionnaire first reviewed by several experts and professors, and after applying their opinions, it distributed among the company's managers and after completion, and the necessary information collected. In this study, after evaluating the dimensions of the subject in the literature, in order to review and present the desired strategies and analyzes, the Internal Factor Evaluation Matrix (IFE), External Factor Evaluation Matrix (EFE), Internal-External Matrix (IE), SWOT Matrix and the Quantitative Strategic Planning (QSPM) matrix is ​​used. According to the findings, the strategic position shows that the evaluation score of internal factors is more than 2/5 (IFE = 2/53): It means that the company has a strong point in terms of internal factors. In addition, the evaluation score of external factors is less than 2/5 (EFE = 2/44): it means that the company is under threat in terms of external factors. Accordingly, the company's position is competitive. This situation is due to the dominance of internal strengths over weaknesses and environmental threats over opportunities. Therefore, appropriate strategies for this situation; Competitive and diversity-based strategies, which means how can the strengths of threats be eliminated or reduced using strengths.  Globalization and presence in international markets require the production of home appliances with quality and competitive price on a global scale. It seems that taking an effective step in this direction requires strategic analysis of this industry and formulation of appropriate strategies. Findings of the internal factors evaluation matrix showed that the company's strengths outweigh its weaknesses. The evaluation matrix of external factors indicates the dominance of threats over opportunities. The results obtained from the SWOT matrix and the status matrix show that the company is in a competitive position and should make the most of its strengths to reduce the impact of environmental threats. In general, in both internal and external factors, the first priority related to competitive strategies, and the company, while having acceptable strengths, tries to overcome environmental threats, while overcoming its strengths and their superiority over their weaknesses. Considering the first priority of company managers is to benefit from competitive strategies, the most important company strategies, which derived from SWOT matrix analysis, described as follows: Since the company has, a design center and specialized staff, design and development new strategic and exclusive products can be one of the most important competitive strategies of the company. The company can also use the experience and technical knowledge of experts in setting up companies producing high-consumption foreign spare parts with the aim of internalizing parts and reducing dependence on foreign companies (which is very important given the current situation in the country and the issue of sanctions). According to company executives, this collection has a powerful customer relationship system, which can help define product quality improvement projects tailored to customer needs. Another case is that the managers of the company can use the increase of investment in the realization and development of the company as a suitable lever to increase the development of products, which is possible due to the benefit of the specialized force in the company.

The purpose of this study is to investigate the effect of marketing capabilities on the dimensions of the competitive strategy with the mediating role of dynamic management capability and the moderating role of competition intensity. The research method is descriptive-correlation. The statistical population of this research is the top managers of sample export companies. A standard questionnaire was used to collect data. Multivariate regression method based on structural equations using smart-pls 3 software was used to analyze the data. Findings showed that in the final model of this study, marketing capabilities have a significant effect on cost efficiency and marketing differentiation with a path coefficient of 0.500 and 0.457, respectively. The moderating role of competition intensity on cost efficiency and competitive differentiation was not significant. Also, the mediating role of dynamic management capability on the relationship between marketing capabilities and cost efficiency could not be justified, but on the relationship between marketing capabilities and marketing differentiation was significant. This indicates the importance of the dynamic management capability variable and it is recommended that the managers of export companies include dynamic management capability as an efficient variable in formulating their strategies.In addition, since the information ability of the market has the greatest effect on the formation of people and the company's strategic position, export manufacturers must carefully manage the development and strengthening of this ability for appropriate and effective design.

Export is one of the most important activities that lead to the growth and development of companies. Therefore, it is necessary to recognize the factors affecting the growth and prosperity of exports and improve export performance. In the current context of fierce competition in global markets, evaluating company performance has become an important element in the development of competitive strategies. Therefore, dried fruit export companies are no exception to this rule and seek to improve their export performance. The main purpose of this study is the effect of marketing capabilities on export performance through competitive strategy and situational advantage with a moderating role of mutual innovation in dried fruit export companies in Tehran.

This research is applied one in terms of purpose and descriptive-survey in terms of nature (data collection method). In terms of evaluating the relationships between research variables is a correlation analysis. The statistical population of this study is 102 companies of dried fruit export companies with offices in Tehran. According to the limited statistical population through the Cochran formula, a sample of 81 companies has been obtained. 73 questionnaires of companies were examined. Sampling was done by simple random method. Research data were collected by a researcher-made questionnaire. In order to ensure the appropriateness and reasonableness of the questionnaire measures, two criteria of validity and reliability have been used. To check the validity of the questionnaire, content validity was used. The questionnaire was provided to experts and related professors and finally its validity was confirmed. To evaluate the reliability of the questionnaire, Cronbach's alpha coefficient was used, which was higher than 0.7 for all research variables. The collected data in this study have been examined using two descriptive and inferential statistical methods.

SPSS and Smart PLS software were used to analyze the collected data. Using the structural equation model, the relationships between the research variables were tested. The results indicate the positive and significant effect of mediating variables of competitive strategy and positional advantage as well as mutual innovation as a moderator in the relationship between marketing capabilities and export performance. In this study, using the structural equation method, the research hypotheses are performed and the result of examining the main hypothesis of the research shows that the effect of marketing capabilities on the performance of dried fruit export companies through competitive strategy and situational advantage is confirmed by the moderating role of bilateral innovation. has taken; Therefore, the impact of marketing capability on the company's performance means that company managers rely on their marketing capabilities to achieve a superior positional advantage over domestic and foreign competitors and higher performance. Also, the results of the research hypotheses show that the effect of marketing capabilities on competitive strategy, marketing capabilities on positional advantage, competitive strategy on positional advantage, competitive strategy on the performance of dried fruit export companies and situational advantage on the performance of dried fruit export companies is positive and significant. . Bilateral innovation also moderates the relationship between marketing capabilities and competitive strategy and the relationship between marketing capabilities and the positional advantage of dried fruit export companies.

Unlike most research backgrounds in this field, which did not examine the impact of competitive strategy and situational advantage variables on the performance of export companies and the impact of mutual innovation on the relationship between marketing capabilities and competitive strategy and the relationship between marketing capabilities and positional advantage In this study, based on a review of previous research and a review of the theoretical foundations of the research, a conceptual model has been presented to investigate the impact of these variables on the performance of export companies. Findings of research in this field are consistent with the results of Roa et al. [28], Martin et al. [20] and Bosu et al. [5]. According to these researchers, marketing capabilities have a positive effect on export performance and increasing marketing capabilities can lead to increased performance. According to Martin et al. (2016), in order to benefit from superior performance, a company must invest in its marketing capabilities. These marketing capabilities allow the company to offer better products and services than competitors. As a result, by gaining situational advantage, marketing capabilities are able to realize their full potential in terms of performance. . Findings from structural equation modeling regarding the effect of independent, dependent and moderating variables in the conceptual model of the research showed that there is a positive and significant relationship between the research variables due to the values ​​of appropriate path coefficients and the results of the correlation matrix of variables. As a result, it can be said that by strengthening the positional advantage and paying attention to marketing capabilities, it enhances export performance. According to the research results, the following suggestions are presented. - Creating a suitable environment to motivate employees to express their opinions, ideas and hidden talents, - Creating innovation and creativity in products in accordance with the up-to-date needs of domestic and foreign customers. - Identify their target markets and use a pricing system tailored to their target customers. - Continuous review of the external environment of the organization and innovation in products as well as their distribution methods, - Due to the prevailing competitive environment and the rapid changes that are taking place in the world today, offer products that are more in line with the needs of target customers, to improve their performance in the market. - Add an educational sheet related to the benefits of nuts products in product packages,

The main purpose of this study is to analyze the mediating role of competitive strategy in quality management activities on company performance in Shahrekord pharmaceutical companies. The research method was correlational from the field branch and in terms of applied nature. The statistical population of the study was the employees of Shahrekord pharmaceutical companies and 84 people were selected as the sample using the available sampling method. The data collection tool is questionnaire. The validity of the questionnaire was confirmed by experts and content validity and the reliability of the questionnaire was confirmed by Cronbach's alpha coefficient. To test the research hypotheses, structural equation model was used with the help of Smart PLS software. Findings showed that there is a positive and significant relationship between operational quality management and exploratory quality management and company performance. There is a positive relationship between exploratory quality management practices and exploitation and performance with the mediating role of competitive strategy. The findings also show that there is a significant relationship between competitive strategy and firm performance.

To continue the life of organizations in today's global marketplace, finding solutions to the exit from the competition field. The purpose of this research is to provide an algorithm for the development of innovative measures by using Porter's competitive forces and the blue ocean strategy.This research is descriptive survey and in terms of applied purpose. In this research, by presenting a two-step algorithm, the competitive environment and industry structure are identified, while evaluating the attractiveness of the organization, a suitable strategy for leaving the competitive environment is presented. In order to implement the proposed algorithm in the IRAFA company, the first team of experts included all the experts and managers. In the second stage, using a questionnaire scan and performing statistical tests, it was determined that among five of Porter's competitive forces, the competition among existing organizations was the main cause of the threat. Also, Table Four Action of the Blue Ocean Strategy Plan was developed with an emphasis on value innovation for the IRAFA company. Emphasizing value innovation can be integrating and synchronizing with similar small organizations; creating targeted advertising; providing services through the Internet; careful operation of free consulting services; eliminating specialized vocabulary in advertising for the company.

The purpose of this study was to examine the impact of international entrepreneurship orientation on international performance, considering the role of mediating network capability, competitive strategy and international market orientation. The present study is of a practical nature and because of the fact that it analyzes the status quo, the method used in this research is analytical-survey. The surveyed community is Iran's oil and gas company managers and staff, with 460 employees. According to the limited number of employees, 210 people were randomly selected from Cochran formula and a questionnaire was distributed among these people. For collecting data on theoretical foundations and extracting factors and indicators, library and internet resources including books, articles, and case studies were used. In inferential statistics, the indicators were first determined and extracted according to the dimensions. After checking the validity and reliability of the questionnaire, the data were normalized using Kolmogorov-Smirnov test. Then, using the Structural Equation Modeling Test and Lisrel software, we analyzed the hypotheses. Based on the results, all assumptions were accepted.

This study aims to investigate competition and concentration in insurance industry. The researchers did so through some reliable indices including Herfindahl-Hirschman Index, and Concentration Ratio of Establishment K and based on insurance companies financial data from 2002 to 2013. The observations showed that following privatization in insurance industry in Iran, all those three indices have declined; hence, this industry has become a hard oligopoly market. Then using this indicated market structure and based on two market properties (competition and current market situation), the insurance market life cycle was determined. Accordingly, appropriate competitive strategies regarding marketing variables (product, price, distribution, and progress) were presented

Today, competitive strategies have got accepted as one of the most important means of manager to compete in markets. In the strategic management process, development of the strategic quantitative objectives based merely on the experts’ ideas.In this research, after reviewing the BSC,SWOT, judo strategy model and blue ocean strategy model, the concepts are applied to increase quality of strategic management process in BSC strategic framework model and introducing the Creative BSC framework. To investigate applicability of the presented model, the Creative BSC framework is implemented in designing and development process of competitive strategies in the Z Company and the results are presented. Finally, for future studies in improvement of strategic models, some research proposals have been proposed.

The aim of this study was to evaluate the impact of organizational structure on competitive strategy. The method used in this study, the purpose, nature is a descriptive survey. The population of the investigation, all employees of the communications infrastructure, that 420 of person have been selected. Based on the sample size of 201 subjects was selected Morgan. Select the sample, simple random sampling was used. To measure organizational structure (centralization, formalization and complexity) of the research cruise and Gamps (2003) and Palmer and Dunford (2002) was used. In the context of competitive strategies according to Miller (1988 and 1987), three strategies of cost leadership, differentiation strategy, the product or service strategy was to focus on specific product or service. The validity of the study, content and assessment tools to verify internal consistency, Cronbach's alpha coefficient was used. For data analysis, structural equation modeling and LISREL 5.8 software was used. Data analysis showed that different aspects of the organizational structure of the competitive strategy of the study population have a direct and positive impact.

Firms’ achieving optimal performance in today’s competitive situation is hard, particularly in industries with dynamic nature and operational environment and increasingly changing technologies. Such industries must be equipped with core capabilities and competitive strategies in order to become distinctive and to improve their performance. Also, competitive strategy helps firms achieve competitive advantage through a distinctive method. Therefore, a conceptual model of core competencies and competitive strategy which could significantly affect the company’s performance and provide the fit between the core capabilities, competitive strategy and performance is presented. Accordingly, the research method, based on the goal of the research and data gathering technique, was descriptive. The research model was tested by SPSS software on the data collected from a cluster sample of 232 small and medium-size construction enterprises in Tehran. The Results of regression analysis show that core capabilities and competitive strategies have a significant impact on the performance of firms. Other findings by cluster analysis of K-mean reveal that the correlation between competitive strategy and performance among small and medium-size construction companies is significantly different in various clusters of core capabilities.

One of significant questions of business decision makers is about accurate recognition of market position، determination of current market and future orientation of own business in the market. Regarding to it، one of important tools is Strategic Position and Action Evaluation (SPACE) matrix that can demonstrate total desirable orientation of any business in current situation. Mentioned Matrix is created by experts’ views and opinions، so it''s accuracy is based on qualitative poll; accordingly it can make less challenges by improvement of this accuracy. In this paper، mentioned poll has been combined with fuzzy logic by using Fuzzy Delphi Analytical Hierarchy Process (FDAHP) and it has includes higher degree of accuracy because of weighting to axes of matrix. Case study of this suggested model has been carried out (or performed) in one of prominent company in the field of UPVC windows and doors industry and the results of this study has been presented.

The purpose of this study is assessing the effects of competitive strategy and technological innovation on export performance based on competitive environment in non metal mineral industry of Iran. In this paper، available approaches in the scope of determinants of EP are identified consist of contingency view، relational and resource based view. In this study، we examine relationship between technological innovation، competitive strategy and export performance. The purpose of this paper is how technological innovation and competitive strategy are caused directly a high level of performance. Conceptual model in this research integrate three main components of strategic management. It means that technological innovation، competitive strategy and performance. We distribute 123 questionares and 91 of them were been analysied. In this research، we investigate that focus strategy based model. As a result، technological innovation has the most effect on export performance (59%).

The purpose of this paper is to determine the influential degree of technological innovation and competitive strategy on export performance of small and Medium size Enterprises (SMEs) engaged in crystal and glass industry, considering the role of competitive environment. The conceptual framework of this study was developed based on the main objective of the study which is determining the type of relationship between the above variables. The sample of the study consists of 87 companies engaged in crystal and glass industry. Data was collected through email and face to face interview with top managers and employees, by a constructed questionnaire. The results indicated that while both competitive strategy and technological innovation influence export performance but later enjoyers higher degree of influence, and also the results revealed a significant relationship between the type of strategy and innovation in these companies. However, the results revealed that the environment have significant influence on the relationships of the exogenous variables (types of strategy and technological innovation) and mediates these relationships.

An understanding of a competitive strategy and organizational performance can help managers identify decision making processes. Attempts to find the most appropriate strategies for the company which has a better performance. The statistical population study includes food companies of Khorasan Razavi Province. 69 companies were selected through sample size determination method of Cochran by two-stage cluster sampling. The questionnaires were available to senior managers of companies to test the hypothesis through Pearson correlation then cluster analysis, strategic groups available on the food companies have been identified. The following results were obtained. There is a direct positive relationship between competitive strategies and organizational performance in food companies. Distinctive companies and Cost leadership have a better performance compared with companies implementing Hybrid strategy.

Competitiveness is core of businesses in market economics. It means the ability and performance of a firm, sub-sector or a country to sell and supply goods and/or service in a given market. Porter's competitiveness forces model is one of the most well-known framework for analyzing the competitiveness of firms, that has been extensively used to develop and formulate the competitive strategiesof firms in order to increase their competitive edge. The aim of this article is to be measure and analyze Irankhodro firm's competitiveness with using Porter's competitiveness forces model to select a competitive strategy. A questionnaire survey is conducted for collecting research data from Irankhodro firm's managers and expert employees. Then research data is analyzed by fuzzy model based on integrating fuzzy AHP and DEA.The findings of research show: a. the most important of competitive forces with which Irankhodro firm faces, are rival firms competitive intensity and the threat of entry of new competitors. B. Irandkhodro firm was fierce with high fix cost, perceived level differentiation, exist barriers allocation per value added, degree of differentiation of inputs, supplier concentration to firm concentration ratio, buyer propensity to substitutes, switching costs of suppliers relative to firms switching cost. These sub-factors can decrease Irankhodro firm's competitiveness level. C. Irankhodro firm's competitiveness level is moderate, and focus strategy based on cost leadership is the most proper of competitive strategy in order to sustain and enhance competitive power.