Competitive destination analysis in Southern European countries

Purpose – The purpose of this paper is to analyse the competitiveness of the European Union Member States of Southern Europe (France, Greece, Italy, Portugal and Spain) as tourist destinations for European Union Member States of Central and Northern Europe (Austria, Belgium, Denmark, Finland, Germany, The Netherlands, Ireland, Sweden and the UK). Design/methodology/approach – Application of the market share analysis tool, initially developed by Faulkner, using secondary data from Eurostat – statistical office of the European communities. Findings – The results obtained show that France, Greece, Italy, Portugal and Spain present distinct levels of competitiveness for the various generating countries, with changes having occurred in the period between 1999 and 2007. Originality/value – The paper offers refreshment of Faulkner's tool and an insight into tourist flows in Europe as a tool for tourism and hospitality managers.

Globalisation and manufacturing strategy in the TCF industry

Purpose – The textiles, clothing, and footwear (TCF) industry has struggled in Australia since the government commenced dismantling tariffs. By sourcing from Asia, middlemen undercut established suppliers, and retail chains set benchmark low prices with their imported “house” labels. The policy-makers predicted that local producers would become more efficient, and export to make up for lost sales, but the media paints a picture of rising imports, retrenchments, and factory closures. The research objective was to discover what strategies the survivors (actually) employ in adapting to the pressures of globalisation.

Design/methodology/approach – More than 30 companies were involved in the study, ranging from small family businesses to subsidiaries of big multinationals. Each case study was based on an interview with a senior executive, normally followed by a plant tour. This methodology suits a fresh topic, as it avoids preconceptions and imposes no bounds.

Findings – Results show that the policy change was based on “pie in the sky” forecasts. Increasingly, TCF production is transferred to cheap offshore locations, generally via subcontracting plus the “badging” of foreign designs. To survive, local factories should focus on quality and customer service, preferably in niche markets (like uniforms), or for specific customer groups, and develop technologically advanced products. A move down the supply chain into retailing can also assist. Large multinational corporations that engage in foreign direct investment dominate the management literature.

Originality/value – This paper presents a different perspective, neglected in international operations management, whereby domestically oriented businesses attempt to defend themselves against the adverse consequences of globalisation.

Exploring the characteristics of the market-driven firms and antecedents to sustained competitive advantage

During the last few decades, identifying and examining the characteristics of market-driven firms have been a dominant theme in strategic marketing research. It has been argued that market-driven firms are superior in their market sensing and customer linking capabilities, enabling market-driven firms to outperform their competitors. This paper reports the findings of a study that examines the role market-focused learning capability and marketing capability in innovation-based competitive strategy on sustainable competitive advantage. The findings indicate that entrepreneurship is an important factor in sustained competitive advantage (SCA) and while market-focused learning capability leads to higher degrees of innovation, marketing capability enables SCA. (C) 2003 Elsevier Inc. All rights reserved.

Key competitiveness indicators for new real estate developers

Purpose – The paper aims to explore the key competitiveness indicators (KCIs) that provide the guidelines for helping new real estate developers (REDs) achieve competitiveness during their inception stage in which the organisations start their business. Design/methodology/approach – The research was conducted using a combination of various methods. A literature review was undertaken to provide a proper theoretical understanding of organisational competitiveness within RED's activities and developed a framework of competitiveness indicators (CIs) for REDs. The Delphi forecasting method is employed to investigate a group of 20 experts' perception on the relative importance between CIs. Findings – The results show that the KCIs of new REDs are capital operation capability, entrepreneurship, land reserve capability, high sales revenue from the first real estate development project, and innovation capability. Originality/value – The five KCIs of new REDs are new. In practical terms, the examination of these KCIs would help the business managers of new REDs to effectively plan their business by focusing their efforts on these key indicators. The KCIs can also help REDs provide theoretical constructs of the knowledge base on organisational competitiveness from a dynamic perspective, and assist in providing valuable experiences and in formulating feasible strategies for survival and growth.

The first global entertainment company : explaining Pathe's dominance in the pre-Hollywood film industry

For almost a decade before Hollywood existed, French firm Pathe towered over the early film industry with estimates of its share of all films sold around the world varying between 50-70%. Pathe was the first global entertainment company. This paper analyses its rise to market leadership by applying a theoretical framework drawn from the business literature on causes of industry dominance, which provides insights into how firms acquire and maintain market dominance and in this case the film industry. This paper uses evidence presented by film historians to argue that Pathe "fits" the expected theoretical model of a dominant firm because it had a marketing orientation, used an effective quality-based competitive strategy and possessed the six critical marketing capabilities that business research shows enable the best performing firms to consistently outperform rivals.

The first global entertainment company : explaining Pathe's global dominance in the pre-Hollywood film industry

For almost a decade before Hollywood existed, French firm Pathe towered over the early film industry with estimates of its share of all films sold around the world varying between 50-70%. Pathe was the first global entertainment company. This paper analyses its rise to market leadership by applying a theoretical framework drawn from the business literature on causes of industry dominance, which provides insights into how firms acquire and maintain market dominance, and in this case the film industry. This paper uses evidence presented by film historians to argue that Pathe “fits” the expected theoretical model of a dominant firm because it had a marketing orientation, used an effective quality-based competitive strategy and possessed the six critical strategic marketing capabilities that business research shows enable the best performing firms to consistently outperform rivals

Explaining Pathe's global dominance in the pre-Hollywood film industry

For almost a decade before Hollywood existed, French firm Pathe towered over the early film industry with estimates of its share of all films sold around the world varying between 50-70%. This paper analyses Pathe’s rise to market leadership by applying a theoretical framework drawn from the business literature on causes of industry dominance, that provides insights into how firms acquire and maintain market dominance. This paper uses evidence presented by film historians to argue that Pathe “fits” the expected theoretical model of the dominant firm because it had a marketing orientation, used an effective quality- based competitive strategy and possessed the six critical strategic marketing capabilities that business research shows enable the best performing firms to consistently outperform rivals.

The role of marketing in today's enterprises

Purpose The purpose of this paper is to explore the role of marketing in today's enterprises and examines the antecedents of the marketing department's influence and its relationship with market orientation and firm performance. Design/methodology/approach Data were collected from the West (i.e. the USA and Europe) and the East (i.e. Asia). Partial least squares (PLS) was used to estimate structural models. Findings The findings support the idea that a strong and influential marketing department contributes positively to firm performance. This finding holds for Western and Asian, and for small/medium and large firms alike. Second, the marketing department's influence in a firm depends more on its responsibilities and resources, and less on internal contingency factors (i.e. a firm's competitive strategy or institutional attributes). Third, a marketing department's influence in the West affects firm performance both directly and indirectly (via market orientation). In contrast, this relationship is fully mediated among Eastern firms. Fourth, low-cost strategies enhance the influence of a firm's marketing department in the East, but not in the West. Research limitations/implications The paper assumes explicitly that a marketing department's influence is an antecedent of its market orientation. While the paper finds support for this link, the paper did not test for dual causality between the constructs. Originality/value Countering the frequent claim in anecdotal and journalistic work that the role of the marketing department diminishes, the findings show that across different geographic regions and firm sizes, strong marketing departments improve firm performance (especially in the marketing-savvy West), and that they should continue to play an important role in firms.

Desarrollo de nuevos productos: caso Grupo «Industrias Alimentarias de Navarra»

Una versión preliminar de este caso fue presentada como ponencia en el «Second European Conference on Management of Technology» (EUROMOT), celebrado en septiembre de 2006 en Birmingham.

Análisis Comparativo de las Estrategias Competitivas de dos Agencias de Viajes del País Vasco: Viajes Eroski y Loreak Bidaiak

[ES]El objeto del presente trabajo es analizar las estrategias competitivas que utilizan las empresas del sector de las agencias de viajes en el País Vasco. La decisión de estudiar las estrategias competitivas se tomó por la gran importancia que están adquiriendo las decisiones estratégicas en un mercado cada vez más competitivo. Para ello, he seleccionado dos empresas cuya sede principal está implantada en el País Vasco. Como bien he mencionado, ambas son del sector de las agencias de viajes, pero la diferencia principal que encontramos entre ambas es su expansión y tamaño. Para situarnos en el objeto de estudio, comenzaremos viendo la evolución histórica de la formulación e implantación de las estrategias por parte de la dirección de empresa. Posteriormente se seguirá con el análisis de los distintos niveles de estrategias, para continuar con el estudio más en profundidad de las estrategias competitivas según el modelo de Porter. Previo al estudio de las empresas seleccionadas se realizará un análisis sectorial y su situación en el País Vasco. Como el objeto de estudio se trata de las estrategias competitivas, en primer lugar he comenzado con una fundamentación teórica del objeto de estudio, es decir, de las estrategias competitivas. Posteriormente, en el apartado siguiente he pasado a la aplicación práctica a las dos empresas elegidas. En esta fase práctica del presente trabajo, una parte ha consistido en trabajo de campo, mediante el cual he obtenido parte de la información para poder realizar la investigación y poder llegar a la obtención de una serie de conclusiones. Las dos empresas seleccionadas son Viajes Eroski y Lorea Bidaiak. Por un lado, Viajes Eroski se trata de una empresa que abarca mayor ámbito geográfico, y por lo tanto mayor extensión. Por otro lado, la segunda empresa a analizar, es decir, Lorea Bidaiak, se trata de una empresa que solo actúa a nivel local, y por lo tanto, es de menor tamaño.

外来入侵种紫茎泽兰竞争策略与扩散动态

紫茎泽兰（Eupatorium adenophorum Spreng.）作为重要的外来入侵种之一，已严重破坏了入侵地生态系统的结构与功能，同时使当地农林业生产蒙受巨大的损失。因此，明确紫茎泽兰的竞争策略与扩散潜力，对制定合理的控制措施具有重要意义。 土壤氮素增加常常有助于外来种的入侵，那么降氮能否抵制入侵呢？向土壤中添加碳素，增强微生物对氮素的吸收，从而降低土壤中可被植物吸收的氮素是目前常用的降氮方法。为检验这一假说对入侵种紫茎泽兰的适用性，选取入侵种紫茎泽兰和本地种禾本科雀麦（Bromus japonicus）、菊科鱼眼草（Dichrocephala integrifolia），分别单栽或与紫茎泽兰混栽，向各植物组合中添加碳素（按1650克有机质/平方米计）或氮素（按30克氮素/平方米计），并设立对照进行盆栽实验。在碳素添加条件下，紫茎泽兰地上与地下生物量分别比对照降低了71.9% 和 74.9%，而本地种的生物量却没有受到显著影响。同时，碳素添加导致紫茎泽兰对本地种的竞争强度（RII）明显下降。氮素添加则减弱或逆转了上述碳素的作用。因此，向土壤中添加碳素有助于抵抗氮沉降对外来种入侵的促进作用，特别对抵御那些与氮素有亲和力的入侵种更为有效。在不同氮素条件下，紫茎泽兰对本地种竞争中，资源竞争强度均明显大于化感作用。尽管在紫茎泽兰发育早期化感作用较小，但是，碳素添加使紫茎泽兰可利用氮素减少，激发了化感作用在竞争中占有更大的比例，说明资源竞争与化感是相互结合、共同发挥作用的。 去叶作为模拟采食方法之一，至少可以通过两种方式影响植物竞争。一是去叶对目标种生长产生负面影响，二是邻种去叶有利于目标种生长，进而改变种间竞争关系。基于以上假定，对紫茎泽兰与相邻本地种分别单栽、同种合栽和异种混栽，进行去叶处理。结果恰与假定相悖：在整个生长季内，去叶增加目标株生物量的1.0 – 198.9%。对于入侵种而言，当邻居本地种去叶时，紫茎泽兰能完全弥补竞争产生的负面效应，即它与未去叶的单栽紫茎泽兰生长无显著差异;而紫茎泽兰去叶降低了相邻本地种的生长，加剧了原本由于竞争给对本地种带来的负面影响。因此，去叶效应与邻种的存在与否及邻种的类型均有关。在应用生物控制对目标株采食时，特别是在没有造成严重伤害或致死情况下，可以使本来具有竞争优势的入侵种变得更具强势。竞争与去叶之间存在复杂的相互作用，采食带来的间接效应可能比预想的更为复杂。因此，在生物控制措施实施之前，充分地估计生物控制的间接作用至关重要。 为检验反应—扩散模型（reaction–diffusion model）能否正确模拟紫茎泽兰小尺度扩散速率，本研究调查了四川攀枝花山区5个不同的生境的紫茎泽兰群落。对各样地内紫茎泽兰定位和年龄确定，基于克里金插值法做出其入侵格局的等年线图，通过等年线之间的垂直距离即可得到紫茎泽兰扩散速率的经验值。同时，计算内禀增长率和扩散系数，根据模型计算得到扩散速率的预测值。结果表明：紫茎泽兰扩散速率经验值明显小于模型预测值。因此，尽管反应—扩散模型已在大尺度扩散预测方面得到广泛的应用和验证，但在小尺度上，由于没有借助于复杂的生活史模型和分层模型，单凭反应—扩散模型不足以得到准确的预测。另外，在没有遭受干扰的生境中，可以发现紫茎泽兰扩散早期存在明显的时滞期。倘若这种时滞效应在入侵扩散中是频繁发生的，那么在判定物种是否具有入侵性时，很可能由于物种处于时滞期而被误认为非入侵种。 基于紫茎泽兰入侵至中国60年来所收集到的441已知分布记录和23个环境变量，采用GARP模型对其潜在分布范围做出了预测，并通过Kappa和ROC（receiver–operator characteristic）对预测结果进行检验。结果表明紫茎泽兰目前分布以云贵高原为主体，逐渐向四川盆地东部、山东半岛、东南沿海、台湾沿海以及海南岛等地扩散。冷季降水量、年极端低温和年均最高温对分布影响较大。RDA（Redundancy Analysis）分析结果显示温度和降水是限制紫茎泽兰扩散的重要因素。在过去的20年里，紫茎泽兰已经从温度较高、天气波动较小的亚热带气候逐渐向气候温凉、降水减少的高海拔地区扩散。紫茎泽兰可以适应相对较宽的温度和降水梯度，年均温度在10—22 ˚C，年降水量在800—2000 mm区间均有分布。本研究结果为发展早期预警工作、防止紫茎泽兰在中国进一步入侵提供了科学依据。

Competition between Stipa grandis and Cleistogenes squarrosa

Competitive strategy for resources between Cleistogenes squarrosa (Trin.) Keng which is a dominant species of grasslands degraded by moderate-heavy grazing, and Stipa grandis P. Smirnov, which is a dominant species of ungrazed communities, was studied using a replacement series method in a greenhouse. The knowledge would be helpful in managing grasslands and restoring the degraded C. squarrosa grassland. Although there was neither inter- nor intra-specific competition between the two species when no nutrients were added, intra-specific competition of C. squarrosa was observed and increased with increased nutrient availability and more sulfur (S) was allocated to the aboveground partition of the plant. Relative competitive ability of C. squarrosa was greater than that of S. grandis when nutrients were supplied regardless of S. There was no significant difference between shoot and root competition based on dry matter yields. However, root competition was significantly greater than that of shoot based on S uptake under all treatments. A significant interaction was not observed between shoot and root competition. Therefore, nutrients addition benefits the restoration of degraded grassland of C. squarrosa, which may not exclude S. grandis. Also productivity and forage quality of the community will be increased. (C) 2007 Elsevier Ltd. All rights reserved.

Estratégia empresarial: contribuição para a análise estratégica das cooperativas vitivinícolas do Alentejo

O presente estudo tem como objetivos analisar a estratégia competitiva das adegas cooperativas do Alentejo, através da análise das ações que têm sido por elas desenvolvidas, propor linhas adicionais de ação estratégica e perspectivar as suas possibilidades de sucesso. A inovação e a flexibilidade das adegas cooperativas para se adaptarem ao crescente dinamismo dos contextos empresariais, conduziu a uma gestão mais profissional e a encarar a estratégia como necessária para uma maior competitividade. Nesse sentido, a cooperação entre as adegas cooperativas é vista como um meio de aumentar a competitividade no mercado internacional. A investigação permitiu constatar que o sector vitivinícola a nível mundial esta na fase de maturidade, com excesso de capacidade produtiva, procura global decrescente e queda de pregos, apresenta, no entanto, alterações significativas nos hábitos de consumo. As adegas cooperativas utilizam estratégias de diferenciação, apostam em produtos de qualidade e com elevados índices de notoriedade entre os consumidores. As principais diferenças competitivas entre elas estão relacionadas com a dimensão e a relação entre esta e a capacidade de recursos para investir ao nível do Marketing-Mix por forma a construir vantagens competitivas duradouras através da notoriedade dos seus vinhos. Para além disso, verifica-se também nas adegas de maior dimensão uma gestão estratégica mais orientada para a competitividade sustentável e maior visão estratégica. O método utilizado (estudo de caso comparativo, de natureza exploratória e, essencialmente qualitativo) não permite uma generalização extensiva dos seus resultados para além das cooperativas estudadas. Os resultados devem ser entendidos, de forma ponderada, no seu contexto específico e para os casos em concreto, pois, cada organização tem características únicas que influenciam o funcionamento da gestão. ABSTRACT - The present study has has been to analyse the competitive strategy of the Alentejo cooperative cellars, through the analysis of the shares that have been developed for the cooperative cellars, propose additional lines of strategic action and preview their possibility of success. The innovation and the flexibility of the cooperative cellars to the dynamic growth of the business contexts, accelerated shattering process of the enterprise contexts, lead to a more professional management and to face the strategy as necessary for a bigger competitiveness. In this direction, the cooperation between the cooperative cellars is seen as a way to increase the competitiveness in the international market. The inquiry allowed to evidence a world industry in maturity phase, with excess of productive capacity, presents a decreasing demand, alteration of the consumption habits and fall of the prices. The cooperative cellars use differentiation strategies, bet in products of quality and with raised indices of notoriety between the consumers. The main competitive differences between them are related with the dimension and the relation between this and the capacity of resources to invest to the level of Marketing-Mix for form to construct lasting competitive advantages through the notoriety of its wines. For moreover, a strategic management more guided for the sustainable competitiveness is also verified in the cellars of bigger dimension and bigger strategic vision. Due to the applied method (comparative case study, in searching manner and, essencialy qualitative) it cannot be purposed an extensive generalization of the results to another non-studied population. The results must be understood in a balanced way, in their Enterprise Strategy: Contribution for the Strategic Analysis of the Alentejo Wines Cooperatives specific context, and for real cases, since each company has its own features that influences the management work.