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A vállalati versenyképesség a vállalatvezetők mellett a gazdaságpolitikai döntéshozók és a kutatók számára is kulcsfontosságú terület. A Versenyben a világgal című kutatási program ötödik kutatási fázisában a 2018-2019-es felsővezetői kérdőíves felmérés alapján vizsgálták a szerzők a vállalati versenyképesség jelenségét. E tanulmányban a marketingmix-szel kapcsolatos képességek hatását elemezték az exportáló közép- és nagyvállalatok versenyképességére, valamint a versenyképességet meghatározó alindexekre. A vállalati szűkítés után n=119 elemű, méret és export tevékenység alapján reprezentatív vállalati mintán végeztek faktorelemzést, majd a marketingmix-szel kapcsolatos képességekből kialakult faktorok alapján regressziós modelleket számítottak. Eredményeik alapján a marketingmix-szel kapcsolatos képességek szignifikáns pozitív hatással vannak a vállalati versenyképességre, és annak alindexeire egyaránt, ráadásul a versenyképességre és a piaci teljesítményre jelentős magyarázó erővel bírtak a modellek. A választott vállalati populáció okán feltételezik, hogy amikor a vállalat a nemzetközi piacon termékével és szolgáltatásával már helyt tud állni, akkor a termékpolitika inkább képesítő kritérium lehet, míg a kommunikációs politika a fogyasztói igénykielégítés folyamatában szerződéselnyerő kritériumként funkcionál.

Abstracts: There are various methods at our disposal to determine the direct expenses of the factors, which influence the state of health -such as inactive lifestyle -, but research studies aimed at comprehensively determining all direct and indirect expenses have not been conducted in Hungary, yet. We desired to remedy this deficiency with our research, which was prepared at the commissioned order and with the support of the Hungarian Society of Sport Science and the Department for Sport of the Ministry of Human Resources of the Hungarian Government. Using the factual data of OEP (National Health Insurance Fund) we determined the annual cost of illnesses, along with the extent of the cost of physical inactivity, (HUF billion), and we prepared an estimate of the possible amount of savings in Hungary (sick-pay, medication costs etc.), the methodology of which we adapted from international research projects, thus the resulting data in the case of Hungary will later be comparable to international data. International examples reveal the savings achievable by increasing physical exercise in a broad range, even though having conducted the research in different ways and time periods. All research projects concur about one thing, namely that the reduction of physical inactivity can result in significant savings. Our results have verified this statement statistically as well.

The objective of this article is to identify the impact of market orientation and its elements on company competitiveness of internationalized medium-sized and large enterprises present in Central Eastern Europe and Western Europe in the period of economic growth. Research Design & Methods: Quantitative large sample statistical analysis was conducted on a sample of Hungarian internationalized medium-sized and large enterprises (n=119). Data was obtained by the survey method, the MKTOR scale was implemented in the survey and financial data was also included. The sample is representative for size, and the sample size is larger than required. Factor analysis was used to determine the components of market orientation, regression analysis was used to test the hypotheses, and Chi-square test was used to determine differences in the elements of customer orientation. Findings: Market orientation influences the competitiveness of internationalized medium-sized and large enterprises present in Central Eastern Europe and Western Europe. Among the components of market orientation, competitor orientation had the most significant and most powerful impact on competitiveness and on market performance as well. Interfunctional coordination had significant impact on adaptivity and operationality. However, customer orientation did not have significant impact on either competitiveness or its elements because customer orientation became a threshold capability of the internationalized medium-sized and large enterprises present in Central Eastern Europe and Western Europe. Implications & Recommendations: Executive managers of internationalized medium-sized and large enterprises should focus on competitor orientation if they wish to increase their competitiveness and market performance, while maintaining their companies' high level of customer orientation. If managers want to increase their companies' adaptivity and operationality, they should also focus on interfunctional coordination procedures. Contribution & Value Added:The main contribution of the article is that customer orientation is a threshold capability of internationalized medium-sized and large enterprises. Moreover, we prove that market orientation and especially competitor orientation increases the competitiveness of internationalized mediumsized and large companies. Article type:research article

There is a growing debate in the literature about International New Ventures (INV). Survival of INVs – along with their growth and financial performance – seems to be an interesting phenomenon, but it has only been tackled in a small sample of studies. This study examines Hungarian INVs and some of their key characteristics in the years 2009–2014. The Hungarian Corporate Tax Database was used to analyse the entire population of Hungarian companies during that period. The database consists of 385,723 companies in 2009 and 422,500 companies in 2014, and comprises the whole Hungarian private sector. Of these companies, 6,547 can be identified as INVs in the period under analysis. In this paper, the survival, growth, and business performance characteristics of Hungarian INVs are examined. Hungarian INVs recorded an exceptionally high survival rate; after five business years, 70% of the INVs remained in business, but nearly half of them withdrew to the home market, which means that only 35% of the Hungarian INVs became Sustainable International New Ventures (SINVs). Hungarian SINVs employed on average about 25 employees, registered extremely high (around 75%) export intensity, had steadily growing earnings and equity (43.6% and 56.3% mean CAGR), showed a stable return on equity of about 10% after their first year in existence, and created added value of approximately 37,000 EUR per employee.