A focus on international competitiveness

Hult, G. Tomas M.

doi:10.1007/s11747-011-0297-7

Cited by 21 publications

(14 citation statements)

References 27 publications

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“…However, few companies have such a secure competitive position based on, for example, unique assets, intellectual property rights (IPR), brand or an exclusive technology, that they do not need to risk innovating their business model radically. In most industries, intense global competition (Skarzynski & Gibson, ; Tidd & Bessant, ; Hult, ) has reduced not only the life cycles of products/services, but also the life cycles of prevailing business models (e.g., IBM, , ). This inevitably forces ever more companies to rethink their business model in order to allow them to continue competing in existing, or to enter new, markets successfully (e.g., Chesbrough, ; Skarzynski & Gibson, ; Tidd & Bessant, ).…”

Section: Innovation and Business Modelsmentioning

confidence: 99%

“…Due to today's intense competition (e.g., Skarzynski & Gibson, ; Tidd & Bessant, ; Hult, ) in increasingly global markets, companies in all industries worldwide find themselves competing under ever‐changing conditions. Those changes force companies to rethink their operational business models more frequently and fundamentally, as innovation based solely on new products and aimed at local markets is no longer sufficient to sustain competitiveness and survival.…”

Section: Introductionmentioning

confidence: 99%

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A Business Model Innovation Typology

2015

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An effective business model is the core enabler of any company's performance. Business model innovation is not only becoming more and more important due to increasing and globalizing competition, but also an enormous challenge, both theoretically and practically. Although many managers are eager to consider more disruptive changes to their business model, they often do not know how to articulate their existing or desired business model and, even less so, understand the possibilities for innovating it. One of the steps toward developing more theoretical insight and practical guidelines is the identification of types and the development of a typology of business model innovations. Ten retrospective case studies of business model innovations undertaken by two industrial companies provide the empirical basis for this article. We analyzed the characteristics of these innovations as well as their success rates. The findings suggest that there are indeed various business model innovation types, each with its own characteristics and challenges.

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Section: Innovation and Business Modelsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A Business Model Innovation Typology

2015

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“…As mentioned by Hult (2012), "International competitiveness is a measure of an organization's advantage (or disadvantage) in marketing its products and/or services in global market" and the question of market-entry method (rather than the issue of market selection or market attractiveness) is therefore critical (Couturier and Sola, 2010). Localness-rooted drivers can be of very high importance when looking to build an emerging country's company's difference and designing global brand strategies based on differences may outweigh similarities.…”

Section: Conceptual Background: Brand Management From Emerging Countrmentioning

confidence: 99%

Branding from emerging countries: how to compete internationally?

Chailan

Ille

2015

Critical Perspectives on International Business

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Purpose -This paper aims to clarify the challenge of emerging countries' firms regarding their brand policy. The purpose of the paper is to examine the branding options offered to emerging countries companies when expanding internationally. Design/methodology/approach -After having clarified the two paradoxes faced by emerging countries' brands by way of synthesizing various works, the author formulates a model that provides a representation for the possible brand strategy choices of emerging country companies. Findings -The authors formulate a framework with four brand management options which may be put into practice in emerging countries' companies and suggest how an emerging country's company could create and develop the best-adapted international brand policy depending on its specific situation regarding localness emphasis and customers' risk reduction acceptance. Practical implications -Results lead to the conclusion that the notion that only global brands are associated with higher product quality or prestige (in relation to local brands) is not a universal truth and thus needs to be interpreted with caution. The research provides support for a branding strategy embedded in the local emerging countries context and tally with research showing that more and more firms from emerging economies are using foreign image association strategies as important components of their branding and marketing strategies. Originality/value -The proposal reinforces the contingency perspective of international marketing according to which brand policy may depend on company criteria, as well as foreign market specificities. The research confirms the competitive capacity of emerging countries' companies' brands, broadens the scope of international branding knowledge by shifting the focus to under-researched regions of the world.

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“…For Domestic Diamond, this paper used (1) the amount of cotton produced and (2) the amount of yarn produced as proxies to reflect the domestic downstream industries because cotton and yarn are two important inputs of G&T industry. In today’s globalization, transportation and communication are essential to promote the competitiveness of an industry (Hult 2012; Son and Kenji 2013; Williams and Morgan 2010). Accordingly, (3) rail lines and (4) the share of paved roads were used as indices for transportation while (5) ICT development index for communication (Table 1).…”

Section: Methodology and Datamentioning

confidence: 99%

“…Organizations can be understood broadly as a region, a nation, an industry or perhaps a strategic group. Therefore, the term international competitiveness is a multi-level phenomenon working in the global market (Hult 2012). Porter (1990) argued that the competitiveness is created, not inherited and claimed that the source of competitiveness is the competitive advantage, which is created and sustained through a highly localized process.…”

Section: Introductionmentioning

confidence: 99%

A dynamic approach to assess international competitiveness of Vietnam’s garment and textile industry

Pham

2016

SpringerPlus

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Garment and textile (G&T) industry has been playing as a driving force for the socio-economic development of Vietnam. With the international integration process and rising challenges from the global market, there is a need to examine international competitiveness of Vietnam’s G&T industry to find out what Vietnam should focus on to enhance its position in the global market place. This paper, by using the Generalized Double Diamond Model (GDDM), analyzed international competitiveness of Vietnam’s G&T industry and compared it with China. The results showed that Vietnam was less competitive than China in all four attributes of the GDDM. The lowest competitiveness of Vietnam in comparison with China was Related and Supporting industries, followed by Factor Conditions. Therefore, the paper argued that although Vietnam should improve all of the four attributes in the long term, Vietnam must put a high priority on developing Related and Supporting Industries and then enhance Factor Conditions while maintaining its strengths over China in terms of G&T export growths and favorable business context.Electronic supplementary materialThe online version of this article (doi:10.1186/s40064-016-1912-3) contains supplementary material, which is available to authorized users.

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A focus on international competitiveness

Abstract: This special issue of JAMS

Cited by 21 publications

References 27 publications

A Business Model Innovation Typology

A Business Model Innovation Typology

Branding from emerging countries: how to compete internationally?

A dynamic approach to assess international competitiveness of Vietnam’s garment and textile industry

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