| 期刊全称 | Benchmarking Collaborative Networks | | 期刊简称 | A Key to SME Competi | | 影响因子2023 | Katarzyna Rostek | | 视频video | http://file.papertrans.cn/184/183374/183374.mp4 | | 发行地址 | Includes tips which help assess level of competitiveness.Instructs on how to transform a weakness into a competitive advantage.Presents a model for competitive strategy prototyping.Includes supplement | | 学科分类 | Contributions to Management Science | | 图书封面 |  | | 影响因子 | .Limited potential of financial, organizational, human and technology resources doesn‘t provide SMEs sufficient opportunities to access information and knowledge necessary in competition. Observing the methods and tools used by large companies, this book studies the conditions under which it would be possible to provide support to SMEs at a lower cost and with greater methodological and organizational backing. The author presents the proposed solution, Benchmarking Collaborative Network, which would provide SMEs access to information about their level of competitiveness, the key areas for the creation of competitive advantage and the activities required to achieve this advantage.. | | Pindex | Book 2015 |
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Front Matter |
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Abstract
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,SMEs and Competitiveness: Facts and Challenges, |
Katarzyna Rostek |
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Abstract
We are witnessing of evolving the competitiveness concept from rivalry to adaptation and cooperation meaning. Implementation of this feature requires the involvement of the organizational, technical and analytic potential in the range, which will be presented in next chapters. It is a challenge for today’s enterprises and also a chance for achieving sustainable development. The condition for effective competitiveness is the ability to understand what it is and what impact it will have. Therefore the content of this chapter is to characterize the concept and to determine methods supporting the enterprises competitiveness in the market. A summary of the chapter is to identify the typical situation of SMEs trying to survive in the market, having to deal with the ever-increasing dominance of larger, wealthier, better organised and technologically advanced companies. It leads to the conclusion that there is still a gap between the abilities and needs in supporting SMEs and their competitiveness. Hence it is reasonable to search for new methods to meet these needs.
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,New Approaches in Supporting to SMEs Competitiveness, |
Katarzyna Rostek |
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Abstract
Considering the limitations of SMEs, it is obvious that they require support to improve their competitiveness. Watching the operation of big and highly competitive companies, we may notice that the power derived from cooperation and mutual trust is becoming more and more appreciated. Trust creates the foundations of collaboration and mutual understanding, but may also pose a threat to an entity that does not analyse and rationalise its decisions in this respect. Cooperation based on trust also create conditions for learning from one another through the application of developed and verified patterns. Benchmarking defined this way will serve the entire collaborating community and contribute to enhancing its competitiveness. The effectiveness of collaboration in the field of patterns and analyses should be supported by specialised IT technologies such as Business Intelligence or other types of advanced systems of analysis and data reporting. Nevertheless, it is also possible to imagine a situation in which a collaborating group established to reinforce its competitiveness does not have enough knowledge and skills even as a sum of entities. A solution to this problem may be information
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,Prototyping Competitive Strategy, |
Katarzyna Rostek |
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Abstract
The adopted methods and techniques supporting competitive strategy should correspond to the indicated decision-making areas. Taking the above guidelines into consideration, a method is sought that would make it possible to: identify the current competitive position of the company; specify possible strategies that would lead to achieving the defined objective; indicate which of the specified strategies will most probably enable achieving this objective in a specified time. The applied method has to take into account the SMEs’ knowledge and experience shortages in the development of competitive strategy, and limited access to expert knowledge. Therefore, it should use techniques that are based on the company’s performance and automate the process of analysis and drawing conclusions by prototyping alternative strategies. Moreover, it is crucial for the selection and choice of competitive strategies to be individualised, namely to consider the company’s characteristics—its strengths and weaknesses, as well as the nature of its operation in the market environment. It was for this purpose that the HRPM method (.) was developed as a process which uses the results from analysis of historic
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,Arranging Benchmarking Collaborative Group, |
Katarzyna Rostek |
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Abstract
The development of an appropriate strategy requires access to information on the needs and expectations of the customer market and the possibility of competitors (manufacturer market), as well as support due to the timing of the decisions and the size of the processed data. Attaining the information from the environment and effective (competitive) support tools is usually beyond the reach of a single SME company. Therefore collaboration remains, resulting in synergies, enabling access to more complete and efficient (than would be possible individually) information, more accurate choice of strategy and aids in making management decisions. This collaboration may take various forms and have varied scope. The aim of collaboration is to increase the competitiveness of individual companies without aggressive competition. The “all or nothing” principle applied to date is replaced by the search for consensus from which each of the involved entities will benefit, while agreeing that other cooperating entities will gain access as well. In relation to the HRPM/FHRPM method, a form of collaboration is sought that will ensure a group of SMEs access to shared competitiveness analysis. The use of
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,Coordinating Benchmarking Collaborative Group, |
Katarzyna Rostek |
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Abstract
The BCM method represents SME’s perspective in the BCN approach. The customer’s perspective is shown and their needs for access to key strategic information. The current chapter focuses on the service provider’s perspective, which is the coordinator of the BCG (.), responsible for the quality, completeness and usefulness of provided strategic information. The BSI (Broker of Strategic Information) is the coordinator of the group and an expert in the field of company competitiveness, whose knowledge and experience support the activities of the BCG to improve the competitiveness of its members. The mutual benefit of the cooperation lies in the preparation of useful strategic information by the BSI and its subsequent delivery to the BCG, for a fee. From the BSI’s perspective, it is evident that providing a chargeable service results in benefits. They will be the greater, the larger the number of serviced customers. The above statement leads to the concept of the MBSI method (.), which goes beyond the coordination of a single BCG and constitutes providing chargeable information services in the field of company competitiveness.
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,Benchmarking Collaborative Network: Summarizing, |
Katarzyna Rostek |
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Abstract
Limited potential of financial, organizational, personal and technology resources doesn’t give SMEs sufficient opportunities to access information and knowledge necessary in the complete process. Observing the methods and tools used by large companies, posed the question—.? The proposed solution is the BCN, which results in the enhancement of individual potential thanks to cooperation between market competitors with different levels and opportunities for development. The functional structure of BCN consists of three basic functional elements, which form the perspectives of: service recipient (.), service provider (.), analytical (.). BCN is a new approach to improve the competitiveness of SMEs, using the methods and tools known and used previously in large enterprises. It is also an innovative approach (organizational innovation) to develop the strategic decisions. The BCN thus creates a plane that equalises all types of businesses in strategic opportunities to prepare them to compete in the market. In addition, the existence of the BCN has an impact on the competitive environment. It is located in the stream of service customization. Using the capabilities of outsourcing of the de
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Back Matter |
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Abstract
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