Implementation Of Differentiation Strategy Research Articles

Influence of Strategic Planning on Banking Performance via Differentiation Strategy

Effective strategic planning plays a crucial role in enhancing the performance of banking businesses. This research aims to analyze the impact of strategic planning on banking business performance through the implementation of differentiation strategy. Utilizing a quantitative approach, primary data was collected through surveys distributed to senior managers from several banks operating in various markets. Multiple linear regression analysis was employed to evaluate the relationship between strategic planning, strategic differentiation, and business performance. The research findings indicate that strategic planning significantly influences strategic differentiation in the context of the banking industry. Additionally, strategic differentiation also positively contributes to banking business performance. The implications of these findings are that banks implementing effective strategic planning tend to adopt better differentiation strategies, thereby enhancing their performance in facing intense market competition. This study provides valuable contributions to understanding the relationship between strategic planning, strategic differentiation, and business performance in the banking context. The results offer guidance for banks to improve their strategic planning practices and implement effective differentiation strategies to strengthen their competitive position in the market. Future research could explore additional factors influencing this relationship and broaden the industry scope to validate these findings more comprehensively.

Influence of Strategic Planning on Banking Performance via Differentiation Strategy

Effective strategic planning plays a crucial role in enhancing the performance of banking businesses. This research aims to analyze the impact of strategic planning on banking business performance through the implementation of differentiation strategy. Utilizing a quantitative approach, primary data was collected through surveys distributed to senior managers from several banks operating in various markets. Multiple linear regression analysis was employed to evaluate the relationship between strategic planning, strategic differentiation, and business performance. The research findings indicate that strategic planning significantly influences strategic differentiation in the context of the banking industry. Additionally, strategic differentiation also positively contributes to banking business performance. The implications of these findings are that banks implementing effective strategic planning tend to adopt better differentiation strategies, thereby enhancing their performance in facing intense market competition. This study provides valuable contributions to understanding the relationship between strategic planning, strategic differentiation, and business performance in the banking context. The results offer guidance for banks to improve their strategic planning practices and implement effective differentiation strategies to strengthen their competitive position in the market. Future research could explore additional factors influencing this relationship and broaden the industry scope to validate these findings more comprehensively.

Use of strategic management accounting techniques by companies in the Czech Republic

The purpose of this paper is to investigate the degree of use of strategic management accounting (SMA) techniques and the main factors affecting this in the Czech Republic. In order to achieve such an understanding, we apply a quantitative approach, rooted in contingency theory, including descriptive statistics, correlation analysis and regression analysis. The most intensively-used SMA techniques are strategic planning and budgeting, customer accounting, and target costing. The least-used are integrated performance measurement systems, strategic pricing and activity-based costing. Our respondents indicated that they expect an increase in the use of all SMA techniques over the next 3 years. Regression analysis confirms that the implementation of differentiation strategy (as opposed to cost leadership strategy) has a statistically significant and positive influence on SMA use. The findings of this study contribute to the better theoretical understanding of the contingent factors influencing the use of SMA techniques.

How Strategic Priorities Are Reflected in Features of Strategic Performance Measurement System?

Strategic Performance Measurement Systems (SPMSs) are designed to present integrated information, which together with other controls in Management Control Systems (MCSs) helps managers to implement strategy properly and thus outperform the company’s competitors. A wide range of potential factors impacting the design and use of SPMS and MCS has been studied by proponents of the contingency theory since the 1980s who soon found strategy to be one of the most dominant contingencies. But recent reviews of contingency theory provide mixed, sometimes even conflicting evidence, partly because of inconsistent definitions of MCS and SPMS, partly because of exploring contingencies in isolation from other context factors and components. This article addresses both of these challenges. Firstly, it introduces four distinctive features of SPMS and complements them with often neglected “Beliefs” and “Boundaries” controls from the influential MCS framework “Levers of Control” devised by Simons (1995). Secondly, the resulting MCS concept is tested by PLS-SEM whether or not it is influenced by contingency factors of size, industry and especially by two opposing Porter’s generic strategic priorities – differentiation and/or cost-leadership (low prices). Surprisingly, only the former is found to be positively connected to the features of SPMS, however, the link is not direct but mediated by improvements in Boundaries and Beliefs. So the study broadens current knowledge on antecedents of SPMSs, that are applied in the medium-sized and large companies. At the same time, the study urges managers trying to implement differentiation strategy not only to establish the SPMS with all analyzed features, but concurrently to promote values and other belief controls as well as to set organizational rules and boundaries. In other words, the implementation of differentiation strategy has to be accompanied by establishment of the MCS incl. Beliefs and Boundaries, not just SPMS. Contrary to this implication, in case of low-price strategy, the detailed analysis proves that Belief and Boundary components of MCS are not very important tools for achieving cost-leadership. DOI: http://dx.doi.org/10.5755/j01.ee.29.5.17463

Moderating effect of hotel markets on differentiation strategies and performance

This study examines the impact of differentiating strategies on hotel performance and the moderating effect hotel markets of the U.S. and China on the relationship between differentiation strategies and performance. Strategies for promoting brand image and advancing information technology (IT) are essential for the effective performance of these markets. Compared with Chinese hoteliers, those in the U.S. more strongly considered hotel performance and the implementation of differentiation strategies, such as promoting brand image and advancing IT. Surprisingly, hoteliers in China placed relatively low emphasis on the advancement of IT applications in their hotel properties. Hoteliers can holistically develop and implement these strategies across different markets in the U.S. and China.

Effect of Industry Competıtıon and Entrepreneurıal Company to Implementatıon of Dıfferentıatıon Strategy, SME Performance, and Poverty Allevıatıon

The purpose of this study was to determine the effect intensity of industry competition and entrepreneurial company to the implementation of differentiation strategy, SME (Small and Medium Enterprise) performance, and poverty alleviation. In this study examined five variables, namely intensity of industry competition, entrepreneurial company, implementation of differentiation strategy, and SME performance, and poverty alleviation. This study took place in the Gianyar regency with target population of the SME industry. Sampling was purposive sampling study. Based on Slovin's formula, the number of samples taken was as many as 100 SME that spread across districts in Gianyar regency. Respondents were managers. Statistical analysis was used to test hypothesis is Structural Equation Model (SEM). The results showed that the intensity of industry competition has positive and significant effect on the implementation of differentiation strategy, and the intensity of industry competition has positive and significant effect on the performance of SME. Entrepreneurial company has positive and not significant effect on the implementation of differentiation strategy, and entrepreneurial company also has positive and not significant effect on the performance of SME, as well as the implementation of differentiation strategy has positive and significant effect on the performance of SME. Furthermore, SME performance improvement can enhance poverty alleviation in the Gianyar regency. And for the future, SME in Gianyar regency should be intensified to implement strategy of differentiation and increase entrepreneurial company in order to improve the performance of SME and their implications for poverty alleviation in Gianyar regency.