Types Of Competitive Strategies Research Articles

DIFFERENTIATION STRATEGY ANALYSIS IN KAPAL GARDEN HOTEL USING VALUE CHAIN ANALYSIS AND PERCEPTION GAP ANALYSIS

The differentiation strategy analysis carried out in this study aimed to find out what types of differentiation strategies which are applied by Kapal Garden Hotel (KGH) based on Thomson’s, et al. (2022) five types of competitive strategies. As supporting material, the analysis of consumer segments, the factors driving differentiation, and gap analysis were also examined. The gap analysis is used to determine whether there is any gap in differentiation perception between the management and KGH consumers in the company. This research is a descriptive quantitative study in which data collection is obtained from questionnaires distribution. The instruments were obtained from the distinguishing features of Thomson's, et. al. (2022) strategy types, segmentation in the tourism industry according to Bowie, et al. (2016), and the differentiation driving factors which were analyzed using value chain analysis tool. The perception gap analysis was done by comparing the percentage of the results of consumer perception mapping and corporate strategic group mapping. The results indicated that KGH has a tendency to apply broad differentiation strategy which were supported by the results of the KGH consumer analysis which tends to target 3-star hotel consumers widely. KGH differentiated its products to target 3-star hotel consumers rather than specific consumers of certain niches, and perception gap analysis found that there was a perception gap between the management and KGH consumers.

Проблеми вибору та реалізації стратегії конкурентоспроможності у контексті забезпечення розвитку ТОВ «УА.КОНСАЛТИНГ» на європейських ринках

The article examines and studies the essence of competitiveness and the choice of an effective com-petitive strategy in various literary sources, scientific studies, and current regulations. According to the literature, all authors emphasize that for an enterprise to operate effectively in a competitive industry, it is necessary to have its own competitiveness strategy, which is formed as an action plan for obtaining a sus-tainable competitive position. Moreover, there are many types of competitive strategies, from which an enterprise can choose the most optimal one according to its capabilities and resources. In today's highly competitive global business environment, achieving and maintaining competitive-ness is a top priority for businesses seeking to enter new markets. This article provides an overview of the specifics of selecting and implementing effective competitive strategies in the context of ensuring the de-velopment of an enterprise in European markets. The authors also analyze the company's activities in various areas. First, was analyzed the general management system of the enterprise, its organizational structure, and characterized each management function used at the enterprise. Based on analysis of the company's activities, the problems of choosing and implementing competitiveness strategies were investigated, and the two most important ones that need to be addressed were identified. Using a full analysis, the article not only identifies these challenges, but also proposes strategic ideas and plans to overcome them. It delves into the development of systematic approaches to solving existing problems related to the choice and implementation of the strategy. Strategies may include market segmen-tation, product adaptation, market entry, etc., each of which is tailored to the unique characteristics of European markets. In addition, the authors discuss in detail the methods and techniques for the effective implementation of the selected strategies. They explore issues such as resource sharing and strategic coordination, which are crucial for the successful implementation of competitiveness strategies. It is vital to ensure that the chosen strategies are aligned with the company's core competencies and long-term goals, which will allow the company to create a sustainable competitive advantage in European markets.

The influence of competitive strategy and organizational structure on the cost of quality in food and beverage (F&B) companies

PurposeThis study aims at determining the influence of the competitive strategy types and organizational structure dimensions on Cost of Quality (CoQ) in Food and Beverage (F&B) small- and medium-sized enterprises (SMEs).Design/methodology/approachA survey questionnaire was sent to F&B companies in Greece and 307 responded positively and fully completed the questionnaire. The research model developed (consisting of the competitive strategy types, the organizational structure dimensions and CoQ) was tested using the exploratory and confirmatory factor analyses and the structural equation modeling (SEM) technique.FindingsThe findings indicated that cost leadership, centralization and formalization influence the CoQ positively and significantly. By contrast, differentiation does not influence CoQ.Research limitations/implicationsThe small sample of the responding companies operating in one country, the different F&B sub-sectors, the subjective perceptions of only one representative per company and the cross-sectional nature of the study are the main limitations of the present study.Practical implicationsThis paper provides academicians and practitioners with a better understanding of the factors that influence the quality-cost level.Originality/valueTo the best of the authors' knowledge, this is the first study that examines the effect of competitive strategy and organizational structure on CoQ.

Конкурентный подход США к КНР: стратегия активного перекладывания бремени

By the time Donald Trump came to the White House, the American political elites and expert community had developed a consensual perception that China’s strategy was aimed at challenging the U.S. dominance and threatening its national interests. The United States Strategic Approach to the People’s Republic of China, adopted by the Trump Republican Administration but reflecting a bipartisan position, marked the most dramatic shift in policy towards China since Richard Nixon. The main change was the recognition of the competitive nature of the U.S. – China relations, which resulted in the development and subsequent implementation of a competitive approach to relations with the PRC. This approach is largely based on the experience and theoretical concepts developed during confrontation with the Soviet Union but there are significant differences primarily due to the limitations imposed by interdependence of the American and Chinese economies, which did not exist between the U.S. and the USSR. The first part of the article reveals the concept and principles of the competitive approach, a commitment to which has been reiterated by the Biden administration. It is stated that such approach aims at forcing the PRC to change its strategy that threatens American interests. This goal is achieved by applying a complex pressure on the military and strategic, socioeconomic and politico-ideological strands through implementation of four types of competitive strategies identified by the U.S. expert community: strategies of denial, “cost-imposing” strategies, attacking the enemy’s strategy, and attacking the adversary’s political system. Their implementation is illustrated predominantly in the cases of the American–Soviet confrontation. Using the active “burden-shifting” strategy as an example, the second (practical) part of the study offers the most recent evidence of the “cost-imposing” strategy based on the principle of exploiting an enemy’s vulnerabilities in the most efficient way. It demonstrates how Washington’s approach to Afghanistan was transformed within such a strategy. The reasons for the formation, development process and the main ideas of the strategy are described in detail. It is acknowledged that the close-out of the U.S. – led security mission in Afghanistan was largely driven by the intention to shift the responsibility for the security in the region to the PRC. It is stated that there are no guaranteed tools for the Chinese leadership to counter the U.S. competitive approach, and the PRC is not enough prepared for a full-scale contest with the United States. The study concludes that it would be better for Beijing to delay transition to open competition in the bilateral relations.

COMPETITION STRATEGIES AND THEIR ROLE IN THE EXPANSION OF ENTERPRISES INTO INDUSTRY MARKETS

The study revealed the relevance of the problem of adopting, forming and implementing a competition strategy for the further successful expansion of enterprises (their products) in new markets. The purpose of the study was to improve the theoretical, methodological and applied principles of the formation and implementation of enterprise competition strategies in order to implement the effective expansion of their products on the markets, taking into account the industry specifics of the state of competitiveness and competition on them. The key questions that need to be answered before forming a business entity’s strategy in the field of economic competition have been identified. A matrix was developed: “level of competition on the market – financial and economic capabilities of the business” and positioning of various types of competitive strategies of the enterprise was carried out on it. 9 types of competitive strategies are offered – offer unification, intensive capture, extensive promotion, inclusion of offer elements, diversification of the marketing mix, contrast of advantages, market development, partnership in expansion, total absorption – which can be chosen by business entities for expansion into different types of markets with different financial and economic opportunities . 4 types of competitors (alternative to competitive struggle) are defined: marketing prodigies, investment titans, unrealized giants, promising startups. The scientific novelty of the research results lies in the further development of the method of forming marketing strategies in the field of economic competition and the expansion of the company’s products to new markets. The practical implication of the research results is that different anchoring alternatives in the market have varying degrees of difficulty, but nothing is impossible. As the financial and economic capabilities of the enterprise weaken, but for positioning in more competitive markets, the applied elements of the marketing complex should become more innovative, sophisticated and effective.

INFLUENCE OF THE STATE ON THE INCREASE IN THE INTERNATIONAL COMPETITIVENESS OF ITS REGIONS

The work revealed a number of deep problems related to the underestimation of regional competitiveness. The first, fundamental circumstance is that the government is usually guided by considerations of a higher ideological order, such as strengthening defense capabilities or increasing the standard of living of citizens, so for politicians, competitiveness is not an end in itself, but a subordinate means, albeit an important one. The government's political goals can be achieved by other means. The second circumstance is related to a whole block of technical difficulties. Competitiveness is a complex phenomenon and therefore difficult not only to direct regulation, but also to formalization. After all, the third circumstance is related to the very order of state functioning. The work also highlights and substantiates three options offered by world practice in resolving contradictions between the spatial organization of the economy and the administrative-political system. The problem of separation of powers “vertically” between central, regional and local authorities was revealed. A list of tasks that must be solved by the central authorities in the field of increasing regional competitiveness is proposed, as well as the options for economic policy that can be implemented by the government in these areas are considered. This led to a more detailed analysis of the influence of the state on the competitiveness of the region, and proposition of an appropriate methodology consisting of six stages. At the first stage, a general assessment of the competitiveness of the country and a specific region is carried out – the areas of specialization, the type of competitive strategy, and the main determinants of competitiveness are established. Further, the goals of the state's regional policy for the entire selected time period are investigated; the main “turning points” are highlighted, when the policy underwent a significant revision. Then, on the basis of the carried out periodization, period by period is studied, and the effectiveness of state policy is evaluated in terms of its impact on regional competitiveness. On the basis of the conducted research and analysis of modern trends in the economy and politics, prospective problems of regional competitiveness and the tasks of the state arising from this are determined. The obtained results are analyzed in terms of the interests of the state and its regions.
 After that, the paper considers and analyzes two approaches to the quantitative assessment of competitiveness. This analysis made it possible to conclude that none of the given indicators, taken separately, describes the completeness of the picture. Therefore, in the analysis, they should be used together, complementing and clarifying each other.

ТЕОРЕТИЧНЕ ПІДҐРУНТЯ КОНЦЕПЦІЇ ФОРМУВАННЯ КОНКУРЕНТНОЇ СТРАТЕГІЇ ПІДПРИЄМСТВА

The experience of many global companies has proven that it is possible to achieve high results and operational efficiency when implementing competitive strategies. However, there is still no clear systematization of classification features and a single algorithm for forming a competition strategy at enterprises. The article examines the theoretical aspects of competitive strategy by revealing the essence of this concept, highlighting the main approaches to its formation and the conditions for its implementation at enterprises. It has been established that under current conditions, the international market is characterized by a fairly high level of competitive relations, so only those companies that widely implement competitive strategies in their activities can achieve high results and efficiency. The main principles of competitive strategy formation, proposed by McKinsey researchers, are analyzed and the basic characteristics of these principles are highlighted. The position of the two main classical concepts and classification of strategies, proposed by famous scientists M. Porter and F. Kotler, is revealed, and their advantages and disadvantages are highlighted. A matrix of competition according to M. Porter was formed, in which ways of effective development are highlighted: minimization of production costs and differentiation of the product range. At the same time, companies independently choose the direction of strategy implementation, covering the market as a whole or its individual share. The theoretical analysis of types of competitive strategies according to M. Porter made it possible to develop a classification grouping regarding the advantages and disadvantages of each strategy. The characteristic features of market strategies according to F. Kotler are considered: market leader; challenger; follower; market niche and found out that the basis of these strategies is the company's marketing position on the market. The conducted research showed that there is no clearly defined methodology for the process of choosing a competition strategy, so the company should proceed from real market positions, taking into account its strengths and weaknesses, opportunities and threats. The experience of implementing specific competitive strategies in foreign companies has been studied.

An Exploratory Study of Competitive Strategy and Performance in Chinese Automotive Industry

Purpose - The purpose of this study was to analyze the impact of a company s competitive strategy on corporate performance in the highly competitive Chinese automotive industry. Design/methodology/approach - This study collected 14 survey data from automotive companies in China which be listed more than one year. We chosen the exploratory study with deriving research assignments, and the final research results are presented as propositions to proceed with the study. Findings - First, in the Chinese automobile industry, a company s competition strategy has a positive impact on corporate performance. and also the Differentiation strategy and the Low-cost strategy both have a positive impact on corporate performance. In addition, a company pursuing the Differentiation strategy that it would achieve better corporate performance than a company pursuing the Low-cost strategy. Second, it has been shown that the hybrid strategy rather than the pure strategy in the Chinese automobile industry can achieve higher corporate performance. Research implications or Originality - First, the type of competitive strategy in Chinese automotive industry were identified through the original strategies presented by Porter and Murray, and the impact of the Low-cost and the Differentiation strategies on corporate performance was analyzed. Second, contributing to the study of pure and hybrid strategies that are still under discussion now. Third, it also suggested practical implications that companies in China s automotive industry should pursue cost or differentiation advantages to secure competitive advantage.

Metodología para optimizar procesos de negocio basado en base a los parámetros de diferenciación

La relevancia del estudio se debe a la importancia de desarrollar y probar un enfoque metodológico para optimizar los procesos comerciales de la empresa de la industria del cuero de la República del Iraq sobre la base de una serie de pasos secuenciales, que incluyen tanto la evaluación de los parámetros individuales de la diferenciación del competitivo estrategia e identificación de áreas problemáticas para configurar aún más los procesos comerciales. Los resultados del estudio se expresan en la forma de desarrollar un algoritmo de autor para identificar parámetros de competitividad de acuerdo con el tipo de estrategia competitiva, así como en la forma de desarrollar una matriz para determinar una estrategia competitiva. Al resumir la investigación científica, los autores presentaron para consideración científica los principales parámetros de diferenciación del modelo de negocio de los productos de cuero, así como el esquema analítico de análisis de costos en relación a su objeto de investigación. La metodología presentada en este trabajo se puede utilizar tanto para construir un sistema efectivo de medidas de apoyo estatal, como puede ser utilizada en el proceso educativo de las instituciones de educación superior como material didáctico y práctico.

Competitive strategies of small independent retailers

PurposeDespite the critical role given to small independent retailers (SIRs) in the revitalisation of city centres, little knowledge exists about their actual competitive strategies. Existing literature rather is normative, recommending SIRs to focus on customer orientation. Thus, the aim of this study is to identify the types of competitive strategies really adopted by SIRs.Design/methodology/approachThis qualitative study is based on 13 semi-structured interviews of the booksellers, beer and wine merchants we met around Paris (France) in 2018. Data analysis was conducted in two stages: each interview was coded to bring out themes, which were then linked in cognitive maps.FindingsFive types of SIRs' competitive strategies emerged from the study, depending on their main focus of attention. Either SIRs have no weapon to fight against external factors and they suffer competition or they have limited means and focus on their relationship with customers or even they possess a specific resource they can rely on (innovative character, skills, values) to go beyond ordinary customer orientation.Practical implicationsThe typology should be a useful tool for SIRs interested in competitive strategies and for municipalities looking for new insights to succeed in the revitalisation of their city centres.Social implicationsRevitalisation of city centres is a big challenge for many Western cities, especially small- and middle-sized ones.Originality/valueTo the best of our knowledge, the typology that comes from this study is the very first one on SIRs. Theoretically, it may help organise researches on SIRs' competitive strategies. Pragmatically, it provides a better understanding of SIRs' competitive strategies.

Methodical approach to optimization of business processes on the basis of analysis of differentiation parameters within the development and implementation of the competitive strategy of the company

The development of a company's competitive strategy, being an important factor in its development, defines an integrated approach to competitiveness management by applying a wide range of tools, including those based on managing and optimizing the company's key business processes. The purpose of the study was to develop and test a methodological approach to optimizing the business processes of the leather industry company of the Republic of Iraq on the basis of a series of successive steps, including both assessing individual parameters of the differentiation of the competitive strategy and identifying problem areas for further setting up business processes. Using various research methods: economic, statistical, comparative analysis, analogy and rationale, the authors propose developments to assess competitiveness and its increase in relation to organizations operating in the leather industry. The results of the study are expressed in the form of developing an author's algorithm for identifying competitiveness parameters in accordance with the type of competitive strategy, as well as in the form of developing a matrix for determining a competitive strategy. Based on a synthesis of scientific research, the authors presented for scientific consideration the main parameters for differentiating the business model of leather products, as well as an analytical scheme of cost analysis in relation to the object of study. The presented methodology can be used to build an effective system of government support measures, and can also be used in the educational process of higher educational institutions as didactic and practical material.

Organisational Memory and its Impact on Competitive Strategies in IT Companies in Jordan

This study aims at measuring the impact of organisational memory (OM) on competitive strategies in information technology (IT) companies in King Hussein Business Park (KHBP) in Amman, the capital of Jordan. KHBP comprises of 20 companies, which will form the research population. A random sample was chosen with the sampling unit constituting of 63 out of originally 74 senior employees. The study adopted a descriptive analytical approach and a structured questionnaire was used as a study tool for the purpose of measuring the variables of the study. The outcomes of the study show that OM and its processes (knowledge acquisition, retention, and retrieval) have an impact on both types of competitive strategies (differentiation and lower cost strategies) in Jordan's IT companies. The study presented key recommendations such as: enhancing the role of OM in IT companies given its clear impact on competitive strategies; carrying out additional studies on OM to look deeper into its dimensions, processes, justifications, hindrances, and strategies.

Види конкурентних стратегій і шляхи підвищення конкурентоспроможності підприємства

Види конкурентних стратегій і шляхи підвищення конкурентоспроможності підприємства

Rethinking sustainability strategies

PurposeThe purpose of this paper is to provide both theorists and practitioners with a conceptual framework that links sustainability strategies more closely with Porter’s generic strategies. The intent of this approach is to establish sustainability, fundamentally, as a strategic process. The proposed models set a strategic context to tie sustainability, to mediating variables, such as innovation and technology, while also linking them to generic strategies (low cost leader, differentiation, and focus) and firm financial performance in a causal chain. The proposed model gives rise to conclusions about the effectiveness of sustainability strategies that are consistent with emerging research about the role of radical innovation in sustainability.Design/methodology/approachThe paper proposes two conceptual frameworks designed to link sustainability with business strategy. These models are rooted in evolving understandings of business strategy arising from Porter’s original explanations of generic strategies and sources of competitive advantage. The first model is a causal model that links drivers, such as type of competitive strategy and mode of innovation, to competitive outcomes and firm financial performance. The second model describes how different modes of technology development, in sustainability initiatives, cause changes in firm competitive and financial outcomes.FindingsThe conclusions arising from the model-based insights suggest that conventional continuous and incremental improvement sustainability practices hold the potential to pose strategic risks to some firms – depending on their core business strategy. By contrast, the model provides a logical, yet, less known, rationale that suggests radical innovation in sustainability practices may pose fewer strategic risks. It may also offer relatively more competitive and financial advantages than well-established programs relying on incremental innovation.Research limitations/implicationsAlthough the proposed conceptual frameworks are rooted in strategic management theories, the proposed models and expected outcomes have not yet been empirically tested or validated. However, initially, these models appear to have more face validity in explaining breakthrough sustainability success stories, such as Nike, than do competing explanations. Most importantly, the counter-intuitive finding that radical innovation is likely to be more effective in driving both sustainability and financial outcomes is a topic for future investigation.Practical implicationsThe proposed models and accompanying rationale have direct implications for practitioners. They provide practitioners with a road map to logically and deductively frame sustainability strategies based on their current business strategy. Practitioners are often hindered by the lack of high-level guidance for making the transition from operationally focused sustainability tactics to strategies than are congruent with current business strategies. The current paradigm of using incremental sustainability strategies on an ad hoc basis does not always provide neutral outcomes regarding financial effects and competitive advantage – they may yield negative effects.Social implicationsThe importance of sustainability strategies and management practices cannot be overstated. On a global scale, evidence indicates that most corporate sustainability programs are ineffective at slowing the rate of global forces offsetting sustainability. The proposed models and strategic management approach are intended to dramatically increase the effectiveness of sustainability improvement by closely aligning them with corporate strategies. Historically, companies have struggled to make the leap from randomly using eco-efficiency tools to making sustainability a key component of their business strategy.Originality/valueThis paper integrates a number of diverse lines of inquiry from the strategic management literature into a counter-intuitive approach for integrating sustainability into a firm’s core business strategy. The proposed conceptual frameworks can be used, prospectively, to design new sustainability strategies, or it can be used, analytically (retrospectively), to understand reasons for failure or under-performance in sustainability initiatives.

Configurações Estratégicas em MPEs: uma análise da atuação de mulheres empreendedoras do setor de serviços de Londrina - PR

This research seeks to verify the existence of different settings in the process of strategy formation in small enterprises in the service sector of Londrina/PR. Theoretical framework is based on studies of Cochia and Machado da Silva (2004) about the environmental context, Miles and Snow (1978) about four types of strategy, Carland, Carland and Hoy (1992, 1998) and Inácio and Gimenez (2004) to measure the entrepreneur index, and Bailey and Avery (1998) for the classification of strategic types. This research is classified as quantitative, descriptive and exploratory study. It was conducted a censos with the 70 service companies associated with CMEG / FECOMERCIO. The results demonstrate that most of the leaders of these companies have Entrepreneurial attitude, the main type of competitive strategy adopted was incremental, that the environmental context of companies is local, and the dominant dimension in the development of the strategy is the Prospector, in other words, companies are continually seeking to expand the range of products / services.

Competitive strategies, market orientation types and innovation strategies: finding the strategic fit

PurposeThe purpose of this paper is to review the strategic fit of competitive strategies, market orientation types and innovation strategies.Design/methodology/approachThe paper is prepared by reviewing the relevant literatures on competitive strategies, market orientation types and innovation strategies as well as comparing and contrasting the common characteristics to attain fit.FindingsThe paper presents the criteria for distinguishing the different types of competitive strategies, market orientations and innovation strategies, along with a framework that fits a particular type of competitive strategy, market orientation and innovation strategy.Practical implicationsThe paper provides an action framework based on characteristics of the competitive strategies (business strategy) along with the benefits of adopting a particular market orientation type and innovation strategy (functional strategies). This will facilitate the managers to execute appropriate competitive strategy that could well align with appropriate market orientation and innovation strategy.Originality/valueThis brief paper presents an original framework, with significant practical applications in a concise manner. The framework will provide a guide to the hotel top management in shaping and fitting an appropriate competitive strategies, market orientation types and innovation strategies.

АНАЛІЗ ВЗАЄМОЗВ’ЯЗКУ ТА ВЗАЄМОВПЛИВУ МІЖ СТРАТЕГІЄЮ І ЖИТТЄВИМ ЦИКЛОМ ОРГАНІЗАЦІЇ В КОНТЕКСТІ ПРОЕКТНОЇ ДІЯЛЬНОСТІ

The article summarizes the arguments and counterarguments within the scientific discussion on the relationship and interaction between competitive strategy and the phases of the organization's life cycle. The main purpose of the study is to analyze the influence of choice or change of strategy on changing phases of the organization's life cycle in the context of project activities. The method of analysis and synthesis, the method of systematization and analysis of literature sources were used to solve the tasks. The scientific community faces the urgent task of developing and implementing effective methods, models, and methodologies of adaptive project management. The toolkits for solving this scientific problem are the management of managed changes in the organization, management of organizational development by methods of strategic planning. Based on the analysis of different models of the life cycle of organizations, it is determined that the most perfect is the model of I. Adizes. A similar analysis was performed on the typologies of competitive strategies. It is determined that the most rational for further research in the ratio of advantages and disadvantages is the model A. Yu. Yudanov. Systematization of literature sources and approaches to solving the problem testified to the existence of developments in this scientific field, but the review process revealed a number of contradictions that need further resolution. The identified inconsistencies are mostly due to the fact that not all dependencies and correspondences are found between the types of competitive strategies and phases of the organization's life cycle. The practical value lies in the improvement of models and methods of organization adaptation to the destructive factors of the environment, justification of the choice of strategic goals by stages of the life cycle, the formation of project tools for change management in the organization. Next, it is planned to assess the level of correlation of parameters for each type of strategy according in accordance with each phase of development of the organization. The results of the study can be useful for project and program managers, senior managers.

Universal Banking Service in Russia

The tendency of banking universalization, which has been predominant over the past decades, is determined by three important processes in the world: financial globalization of the world economy, reduced agency business of banks, and increase in competition among banks, non-bank financial institutions, and non-financial institutions. In this regard, it is of particular importance to define the concept, role and place of universal and specialized banks in banking system. The purpose of the study is to develop the scientifically based development model of a commercial banks as a universal one upon the footing of detailing the essence, place and role of universal banks in banking system, with due account for the modern processes of universalization and specialization of credit institutions, development of competitive strategy types, which is of great importance for improving the quality of bank management at macro-and micro levels, ensuring sustainable development of credit institutions and their increasing role in Russian economy. The study is based on the dialectic method of knowledge as a means to identify trends, patterns and contradictions in banking system development. Systematic, expert and analytical, comparative, institutional, evolutionary and methodological approaches were used in the course of the study, as well as a wide range of economic and statistical methods, such as functional analysis, sample survey, expert evaluations, generalization and statistical groups. According to the study, the concepts of “universal commercial bank” and “specialized commercial bank” have been clarified based on the study and systematization of theoretical and practical approaches to the definitions. The place and the types of universal and specialized commercial banks in Russian banking system have been identified. The role of universal banks in Russian economy has been substantiated, with due account for development trends: a) global and national banking systems; b) the practice of forming the strategy of universal banks abroad. The approaches to specialized banks risk management have been suggested.

Competitve Strategies , Technological Capabilities and Organizational Performance : Evidence from Nigerian Manufacturing Industry

This paper examines the effect of competitive strategies and technological capabilities on organizational performance with emphasis on the Nigerian manufacturing industry. A cross sectional survey design with a well structured questionnaire was adopted in collecting data from the respondents and thereafter, the data was analyzed using a descriptive and a simple regression analyses on statistical package for social science (SPSS). The result suggests that there exists no significant effect of the differentiation type of competitive strategy on organizational performance, while the cost leadership has a highly significant effect on organizational performance. It further revealed that technological capabilities go a long way in influencing the performance of organizations.

Strategy Choices of Potential Entrepreneurs

The author examined the written business plans of 380 students who completed courses in entrepreneurship and small business management over an 11-year period. An analysis categorized the plans into five generic competitive strategy types, and the results found that 58% chose a traditional, focused differentiation approach. A large portion (28%) used broad differentiation and a small number chose other generic strategies. When considering related literature on high failure rates of small businesses, the findings of this study suggest that potential entrepreneurs should be more informed about alternatives and consider combination strategies or flexible innovative approaches in new business endeavors.