Interview with Harold A. Poling chairman, CEO, Ford Motor Company

Kahalas, Harvey; Suchon, Kathleen

doi:10.5465/ame.1992.4274400

Cited by 4 publications

(3 citation statements)

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“…This strategy is focused on managing separate activities providing tourism services. The strategies of this hierarchical level have to help answer questions, such as how to compete successfully, what competitive advantages should we seek for, what main goals and objectives for the departments of service/ product development, marketing, finance, innovation and human resources are [10]. Porter combines the principal ways of obtaining competitive advantages with the quantitative expressions of the activities and formulates three main strategies: lower prices (cost leadership), differentiation and concentration (niche) [19].…”

Section: Hierarchy Of Cultural Tourism Strategiesmentioning

confidence: 99%

“…The first of the functional strategies is the service provision strategy. Its aim is to create and materialize a coherent and competitive product in the market [10]. As a direct answer to the needs of consumers, the strategy of total quality can be chosen.…”

Section: The Cultural Tourism Strategy Development Modelmentioning

confidence: 99%

“…If the demand for the services of cultural tourism would decrease, companies can choose stabilization, restructuration, activity reduction and turnaround strategy. Jucevičius opines that there is a need to distinguish two essential different types of turnaround strategies: strategic reorientation and operative reorientation [10].…”

Section: Tourism Image Of a Countrymentioning

confidence: 99%

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Developing Cultural Tourism Strategies in Lithuania

Arimavičiūtė

2015

PPA

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Abstract. This paper determines that cultural tourism in Lithuania is significantly influenced by various different agencies which activities are not sufficiently integrated. The paper also analyses the theoretical models for strategic decision-making and possibilities of alternative strategic decisions in the area of tourism. A classification of strategic plans based on the current Lithuanian strategic planning system and the integration of the activities of separate agencies in the area of tourism is proposed. A new model for strategic decision-making based on the classical definition of strategic hierarchies and the specificities of cultural tourism as a business is then proposed.

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Section: Hierarchy Of Cultural Tourism Strategiesmentioning

confidence: 99%

Section: The Cultural Tourism Strategy Development Modelmentioning

confidence: 99%

Section: Tourism Image Of a Countrymentioning

confidence: 99%

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Developing Cultural Tourism Strategies in Lithuania

Arimavičiūtė

2015

PPA

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National targeting policies, high-technology industries, and excessive competition

Brahm

1995

Strat. Mgmt. J.

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This paper explores some fundamental changes in market dynamics that are unfolding in the new competitive landscape as a result of aggressive industrial intervention by nation'states. The thesis is that national targeting policies are likely, under identifiable conditions, to cause rivalry in high‐technology industries to become excessively competitive, strictly defined in terms of producer welfare. The paper analyzes why this is likely to occur in high‐technology sectors rather than in other types of industries, and how excessive competition is likely to be manifested in specific dimensions of competitive rivalry. The paper also discusses research opportunities for further development of a theory of the political economy of excessive competition and for strategy scholars to make new contributions to trade policy debates.

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The Japanese corporate network transferred to North America: Implications for North American firms

Inkpen

1994

The Int. Exec.

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A significant difference between Japanese and American corporate environments is the existence of extensive networks of intercorporate agreements among firms in Japan. Networks in Japan are the dominant factor in determining how firms transact with other organizations. Given that Japanese networks are taking root in the American business environment, what does this mean for American firms competing and cooperating with Japanese firms? Drawing on a recent study of North American‐Japanese joint ventures, this article examines the Japanese network and considers the implications for outsider firms gaining temporary, and perhaps even permanent access to the network through the formation of alliances and joint ventures with Japanese firms. © 1995 John Wiley & Sons, Inc.

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Interview with Harold A. Poling chairman, CEO, Ford Motor Company

Cited by 4 publications

References 0 publications

Developing Cultural Tourism Strategies in Lithuania

Developing Cultural Tourism Strategies in Lithuania

National targeting policies, high-technology industries, and excessive competition

The Japanese corporate network transferred to North America: Implications for North American firms

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