New PDF release: Business Strategies and Competitiveness in Times of Crisis:

By Laura Gavinelli

ISBN-10: 1137578092

ISBN-13: 9781137578099

ISBN-10: 1137578106

ISBN-13: 9781137578105

This booklet specializes in the connection among company process and festival between Italian SMEs within the aftermath of the commercial challenge. First studying company process and aggressive virtue in a broader experience, Business innovations and Competitiveness in instances of Crisis is going directly to examine the strategic behaviour of SMEs and the major components that let them to beat the demanding situations they face. The booklet covers wide-ranging issues comparable to advertising and communique techniques, internationalization method and access modes, entry to credits, networking, innovation approach and human assets enhancement. touching on insightful case stories and surveys performed among 2011 and 2014, it displays on managerial implications for Italian SMEs and identifies their 3 major aggressive demanding situations.

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Example text

The niche could also expire over time, or change its needs, which, to be met, might require other types of specialization. Collaborations The strategic approach of the firm is not necessarily or exclusively competitive; it can also be collaborative (Hertz and Mattson 2004; GomesCasseres 1996). Firms can both compete and cooperate with each other. The concept of “co-opetition” is used by both scholars (Brandenburger and Nalebuff 2011; Yami et al. 2010; Luo 2007; Dagnino and Padula 2002; Nalebuff et al.

Advantage of Differentiation A second strategy to reach a competitive advantage is differentiation. An organization differentiates itself from competitors when offering a good or service that is perceived as different from the alternatives. This difference goes beyond price and therefore cannot be based simply on cost advantage. The added value can be intrinsic to the characteristics of the product, as well as intangible elements of the offering, including services. In mature markets, differentiation also applies to commodities—that is, those products that come on the market as undifferentiated, such as water, sugar, and even personal computers.

This analysis helps the firm find its critical success factors within that industry. The influence between strategy and industry structure is mutual. Through its structure and evolution, the industry affects the strategic decisions of its players, and in turn the set of strategies adopted by all players affects the performance and evolution of the industry itself. In order to create a convenient and defensible competitive positioning, the enterprise must therefore carry out a constant analysis of both internal and external factors.

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Business Strategies and Competitiveness in Times of Crisis: A Survey on Italian SMEs by Laura Gavinelli

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