A marketingeszközök alkalmazásának hatása a versenyképességre = The Impact of Marketing Tools on Competitiveness

A tanulmány a marketing szerteágazó területei és a vállalatok versenyképessége közötti összefüggéseket kereste és hasonlította össze az öt évvel ezelőtti felmérés eredményeivel. Az elemzés így kitért arra, hogy a vezetők hogyan észlelik a marketing szerepét a vállalati eredményesség szempontjából, hogyan hatnak a teljesítményre a termék- és márkázási döntések, a szolgáltatások menedzselése, valamint a reklámtevékenység. A kutatás érinti a marketing szervezeti megjelenését és a többi vállalati funkciókkal megfigyelhető kapcsolatát, majd az erőforrás-elmélet megközelítését felhasználva elemezte a marketing eszközök és képességek versenyképességre gyakorolt hatását. Az eredmények alapján azt állapíthatjuk meg, hogy a marketing gyakorlata számos ponton kapcsolódik a vállalati teljesítményhez, azonban előtérbe kerülnek azok a marketing jellegű képességek, amely a vállalat marketing rendszerének működtetéséhez, nyomon követéséhez és megújításához szükségesek. ____ The study aimed to reveal the association between the widespread functions of marketing and corporate competitiveness and it compared the results to the ones of the similar survey research conducted five years before. The analysis concerns the perceived role of marketing in the success companies and how product and brand decisions, the management of services or advertising practices can influence the performance of companies. The organisational representation of marketing and the relationship with other corporate functions were also investigated. Finally, the study implemented the approach of resource-based theory to determine the effects of marketing assets and capabilities on competitiveness. Based on the results we can conclude that several connections can be determined between marketing and corporate performance but the role of marketing related capabilities that are necessary for managing, tracing and developing marketing systems is increasing.

The network structure of Hungarian business clusters

This article investigates the attitudes to inter-firm co-operation in Hungary by analysing a special group of business networks: the business clusters. Following an overview of cluster policy, a wide range of selfproclaimed business clusters are identified. A small elite of these business networks evolves into successful, sustainable innovative business clusters. However, in the majority of cases, these consortia of interfirm co-operation are not based on a mutually satisfactory model, and as a consequence, many clusters do not survive in the longer term. The paper uses the concepts and models of social network theory in order to explain, why and under what circumstances inter-firm co-operation in clusters enhances the competitiveness of the network as a whole, or alternatively, under what circumstances the cluster remains dependent on Government subsidies. The empirical basis of the study is a thorough internet research about the Hungarian cluster movement; a questionnaire based expert survey among managers of clusters and member companies and a set of in-depth interviews among managers of self-proclaimed clusters. The last chapter analyises the applicability of social network theory in the analysis of business networks and a model involving the value chain is recommended.

Resource-based view and dynamic capabilities - Achieving competitive advantage through internal resources and competences

Strategy has always been important for success. Whether strategy is applied for military purposes, in large firms, or even for personal objectives, there are certain key characteristics that every successful strategy carries on: clear, objective and simple goals; deep knowledge and understanding of the competitive environment; objective understanding and exploitation of resources; and an effective plan implementation. In this paper, the author’s attention will be focused on the role of internal resources, routines and processes as the bases of sustained competitive advantage (hereafter SCA) into what is now known as the resourcebased view of the firm (RBV) and Dynamic Capabilities (DC). First, the relevance of RBV and DC approaches and the main characteristics of those are briefly mentioned. Second, RBV and DC are examined as an important piece to achieve SCA. Later on, the author deepens into some examples and the manager’s importance when using these RBV and DC approaches. Then issues related with complexity and undefined concepts in RBV and DC are briefly mentioned. Finally, conclusions and personal comments are presented.