In the paper, the dealer influence on the automotive market is researched both from the aspect of the offer and from the aspect of the development of the dealer network itself in the provision of vehicle maintenance and repair services and their contribution to the market development. The determination of the dealer influence on the automotive market is a complex process both from the point of view of the dealer offer in Serbia and from the point of view of the state in which the economy, particularly so the car market, is. Numerous factors with an interwoven and multiplied influence act on the automotive market. The subject matter of the research study represents a cross-sectional study of an empirical character. During the collection of the data, the survey non-standardized research technique was used. For this purpose, a special questionnaire was created. The collected data were processed by means of the applicative SPSS system (Statistical Package for Social Sciences), simultaneously applying descriptive and comparative statistics. The research results have shown that the greater the dealer development degree in Serbia, the stronger their influence on the automotive market in Serbia. Also, the following factors have the greatest influence on car manufacturing and sale in Serbia: the development of the dealer network, per-capita income and macroeconomic stability. Simultaneously, vehicle maintenance and repair services substantially influence the purchase of cars. A fact was established that the performance parameters of a vehicle also influenced the buyer's choice of a vehicle.
The significance of human capital management strategies in acquiring and maintaining advantages against the competition is determined by extensive academic studies. Research studies show that competitive advantage on the market can be maintained through a systematic attraction, development, motivation, management and appreciation of human resources in an organization. In order to maintain their competitive advantage(s) and ensure their survival, organizations have to take care of the strategy of scale, the diversification of activities, the allocation of resources, the orientation towards the buyer, value chains, change management, innovations and the strategic renewal of the organization itself. Organizations that manage human resources can freely be said to be making better financial results if perceived through different parameters, such as revenue growth, productivity, the volume of sales, the operational profit, the net profit margin, return on capital, share value growth, i.e. the growth of the market value of the organization. This paper is aimed at determining whether the level of the factors for creating the value of the organization and the level of the competitive advantage of the organization actually affect or do not affect the level of human capital in the organization. Based on the research conducted in the paper, it can be concluded that the level of human capital in the organization increases simultaneously with the increasing of the level of the factors for creating the value of the organization and the level of the competitive advantage of the organization.
Studies have shown that an organization's human resources should be effectively attracted, developed, motivated, managed, and valued to sustain a competitive edge in the market. Organizations must take care of the strategy of scale, the diversification of activities, the allocation of resources, the orientation towards the buyer, value chains, change management, innovations, and the strategic renewal of the organization itself in order to maintain their competitive advantage(s) and ensure their survival. This paper is aimed at determining whether the level of the factors for creating the value of the organization and the level of the competitive advantage of the organization actually affect or do not affect the level of human capital in the organization. Based on the research conducted in the paper, it can be concluded that the level of human capital in the organization increases simultaneously with the increasing of the level of the factors for creating the value of the organization and the level of the competitive advantage of the organization.
Brand positioning is a process of creating an impression of a brand in the consumer’s awareness using different strategies, including prices, promotion, distribution, packing and competitiveness. Positioning is an act of modeling the offer and reputation of a company so that it can specially position itself in the consumer’s awareness on a target market. In order to create a positioning strategy, a brand’s unique characteristics need to be identified and what differentiates it from the competition needs to be determined. Positioning calls for the identification of a target market, the identification and analysis of the competition and a brand’s optimal points of parity and points of difference. Competition can be researched from the point of view of the industry (branch) and from the point of view of the market itself. Brand mantras are used to position a brand, indicating what the brand offers and for what reason it is superior in relation to other competitive brands. While standard brand positioning models are based upon detailed consumer, company and competition analyses, there are also newly appearing creative approaches to brand positioning, such as storytelling or a journalistic brand chronicle.
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