“…Prieto and Revilla (2006) concluded that customer satisfaction (e.g., nonfinancial performance) can be achieved through offering unique products similar to their choice and especially on lower price than competitors. Consistent to empirical study, Batista, de Oliveira Lisboa, Augusto, and de Almeida (2016) scrutinized that DS and CLS have significantly positively related to nonfinancial performance of firms. Hence, this study concludes that GCS plays significant role in financial performance and nonfinancial performance of Pakistani enterprises.…”
In the competitive markets, business ventures have not only emphasized financial performance but nonfinancial performance has also become the need of the day due to its significant role in increasing customers. However, minor attention is given to the relationship between entrepreneurial orientation, business strategy and nonfinancial performance of emerging small and medium enterprises (SMEs). This study scrutinizes the effect of each dimension of entrepreneurial orientation (i.e., innovativeness, risk‐taking, and proactiveness) and each of generic competitive strategies (i.e., differentiation and cost leadership) on the performance (financial and nonfinancial) of emerging SMEs. We surveyed 373 SMEs operating in Pakistan through a structured questionnaire. For the data analysis and hypotheses testing, we used AMOS.21. The findings display that innovativeness, proactiveness, and risk‐taking significantly improve financial performance while insignificantly impact nonfinancial performance. Differentiation and cost leadership strategies significantly spur financial as well as nonfinancial performance of SMEs. This study advises that top managers of SMEs in the emerging economies need to maintain a focus on entrepreneurial activities and formulate unique competitive strategies to attain higher performance. This research further recommends policymakers to initiate entrepreneurship programs for SMEs to configure entrepreneurial posture of the businessmen. Further recommendations have stated.
“…Prieto and Revilla (2006) concluded that customer satisfaction (e.g., nonfinancial performance) can be achieved through offering unique products similar to their choice and especially on lower price than competitors. Consistent to empirical study, Batista, de Oliveira Lisboa, Augusto, and de Almeida (2016) scrutinized that DS and CLS have significantly positively related to nonfinancial performance of firms. Hence, this study concludes that GCS plays significant role in financial performance and nonfinancial performance of Pakistani enterprises.…”
In the competitive markets, business ventures have not only emphasized financial performance but nonfinancial performance has also become the need of the day due to its significant role in increasing customers. However, minor attention is given to the relationship between entrepreneurial orientation, business strategy and nonfinancial performance of emerging small and medium enterprises (SMEs). This study scrutinizes the effect of each dimension of entrepreneurial orientation (i.e., innovativeness, risk‐taking, and proactiveness) and each of generic competitive strategies (i.e., differentiation and cost leadership) on the performance (financial and nonfinancial) of emerging SMEs. We surveyed 373 SMEs operating in Pakistan through a structured questionnaire. For the data analysis and hypotheses testing, we used AMOS.21. The findings display that innovativeness, proactiveness, and risk‐taking significantly improve financial performance while insignificantly impact nonfinancial performance. Differentiation and cost leadership strategies significantly spur financial as well as nonfinancial performance of SMEs. This study advises that top managers of SMEs in the emerging economies need to maintain a focus on entrepreneurial activities and formulate unique competitive strategies to attain higher performance. This research further recommends policymakers to initiate entrepreneurship programs for SMEs to configure entrepreneurial posture of the businessmen. Further recommendations have stated.
“…As regards the effect of technological capabilities, Ortega (2010) shows that these capacities constitute favorable determinants of differentiation. However, Batista et al (2016) do not prove this impact. Desarboo et al (2005) also show that firms with information technology capabilities correspond to "prospector" firms that are able to differentiate their offer and innovate.…”
Section: The Impact Of Strategic Capabilities On Competitive Strategic Choicesmentioning
confidence: 82%
“…This author confirms, in an empirical study conducted in Argentina, Peru and the United States, the positive effect of managerial capacities on cost dominating strategies. For their part, Batista et al (2016) find, in an empirical study conducted on firms in the textile sector in Brazil, that managerial capacities have a positive and significant impact on cost strategies.…”
Section: The Impact Of Strategic Capabilities On Competitive Strategic Choicesmentioning
confidence: 99%
“…The SWOT model is a first illustration of the combination of these two external and internal factors. However, the models and approaches that followed oscillate between these two factors together without bringing them together (Porter, 1980;Ortega et al, 2009;Acquaah et al, 2008;Parnell, 2011;Batista et al, 2016). Few works have assembled it in an integrative and combined analysis to explain competitive strategic choices.…”
This article aims to show that competitive strategies can be traced back to both internal and external factors. In a sample of Tunisian companies, the concentration strategy, which is independent of marketing and market linkage capacities, is the most solicited faced to the competitive intensity. Cost dominance, which depends on managerial capacities, occupies the second position. Finally, differentiation is the least sought, but dependent on technological's and information technology's capabilities.
“…El autor examina la mejora en la eficacia de la CS mediante la integración de procesos entre clientes y empresa.Hultman(2010)Analiza el concepto de alineación dinámica de la cadena de suministro (alineación, por ejemplo, entre procesos de Marketing y procesos de prode referencia sobre las habilidades para alcanzar flexibilidad en la cadena de suministro, incidiendo en los aprovisionamientos (logística). Relaciona el patrón de compra y venta con la flexibilidad de la cadena y el intercambio de información.Capacidades de MarketingBatista et al (2016) Destacan las capacidades de Marketing como factores que aumentan la eficacia de las estrategias del negocio.…”
Este artículo analiza el estado actual de la investigación sobre la Segmentación de Clientes (SC) y la Flexibilidad de la Cadena de Suministro (FCS). Para ello se realiza una revisión sistemática de 38 artículos que tratan sobre la relación entre SC y FCS. A partir de este análisis se destaca el consenso sobre la existencia de una relación positiva entre SC y FCS. También se destaca el desafío futuro que presenta la investigación sobre la utilización de estrategias de Microsegmentación de Clientes (MSC), como son la personalización y personalización en masa, como respuesta productiva a la necesidad de FCS.
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