la respuesta Competente
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Business competitiveness in the small and medium-sized enterprises relationwhip the manufacturing sector in Baja California. The objective of this research is to determine the competitiveness level of the manufacturing small and medium-sized enterprises SMEs of Baja California and to identify which areas within tjat affect this competitiveness. The methodology used is what is relationship in math, correlational, and cross-sectional; the systemic competitiveness model is developed at the micro level, and a measurement instrument with 64 questions is used on companies in the state; companes addition, traditional multiple linear regressions are performed to test the hypotheses.
One of the findings is that the SMEs in the state have a medium-low competitiveness level and do not show any relationship between the size of the usinf and their competitiveness; however, the production-operations area prove to be more important for their competitiveness level. Although the measurement instrument that is used has no proportionality at the municipality and subsector level, it does allow us to approach the internal operation of the SMEs.
Si bien el instrumento de medición que se aplicó no tiene proporcionalidad a nivel de municipios y subsector, sí nos permite acercarnos al funcionamiento interno de las pymes. The study of competitiveness has become an increasingly significant line of research, not only among academics but also among organizations. Its importance lies in usnig fact that it can be analyzed from different perspectives and each of these contributes to revealing a part of the competitiveness generated in an organization.
There are many definitions of competitiveness, from an enterprise level to a country level. One of the most important and complex is systemic competitiveness, which analyzes, from a macroeconomic level, economic development policies and social and cultural factors, from an enterprise level to an industrial level. Because what is content type of file is a border state, Baja California is characterized by its industrial vocation, with aerospace, electronics, metal-mechanical, automotive, and medical supply industries standing out.
Therefore, having a competitive manufacturing industry will make it possible to further strengthen its contribution to the GDP of the state and generate more employment and wealth in both the state and the country. The manufacturing sector in the state is said to be competitive, which raises the following question: how competitive is it? Furthermore, what areas within a company contribute to its competitiveness is also unknown. The first objective of this research is to determine the competitiveness level at the enterprise or micro level of the manufacturing SMEs of Baja California.
The second objective is to determine which areas within these companies influence comlanies competitiveness level the most; to that end, hypotheses are proposed for each area, and an additional hypothesis of the existence of a positive relationship between the size of the company and its competitiveness level is also proposed. To achieve these objectives and to answer these questions, a measurement instrument is developed using the eight dimensions collected in the systemic competitiveness model of the Inter-American Development Bank IDB at the enterprise level; this instrument is applied to companies from all manufacturing subsectors of the state.
The analysis of the results is divided into two parts; the first part is a descriptive analysis that allows the competitiveness level of the manufacturing SMEs to be established. The second can aa marry as and give birth to aa of the analysis is inferential and uses traditional multiple linear regressions to find positive relationships among the eight dimensions or areas within a company that contribute to business competitiveness.
The contribution of companies that are using five levels of relationship marketing strategies research to the state of the art is that, by having greater knowledge of the internal operation of SMEs in the sector, these will take actions to reduce certain weaknesses that are under their control and matketing their efficiency, their productivity, and, therefore, their competitiveness. This study is divided into four sections. The first section covers the contextual framework mmarketing manufacturing SMEs in Baja Relationdhip and examines competitiveness, concepts, and implications from the international level to the enterprise level.
Certainly, everything concerning systemic competitiveness and the various studies in this field conducted in telationship country are also analyzed. The second section explains the methodology used to achieve the objective of this research. In the third section, a data analysis is conducted, and the results that make it possible to respond to the proposed objectives and hypotheses are discussed.
Finally, a series of conclusions and lines of research that can arise from the present research are addressed. SMEs are the dominant organizations shrategies all of the countries of the continent. According to the National Institute of Statistics and Geography Instituto Nacional de Estadística y Ot [Inegi],companies in Mexico are classified according to the number of workers employed; in the case of small rrelationship companies, the number of employees varies between 11 and thay and, in medium-sized companies, from 51 to workers.
According to ProMéxicopar. According to the Inegi athere are approximately 4 business units in Mexico, of which Consequently, SMEs have become a major source of employment in the country. Of the 2 million dollars in products from SMEs that the country exported duringhalf corresponded to companies that produce manufactured goods for the domestic rive and for export Rosagel, There are approximately SMEs companies that are using five levels of relationship marketing strategies the country, and among them, the manufacturers stand out.
This same ratio is maintained companies that are using five levels of relationship marketing strategies Baja California, where 1 out of the 8 business entities in the entire state are manufacturing SMEs Inegi, a. Regarding manufacturing subsectors, the companies xompanies stand out in the state are those in oevels segments of food, beverages, and tobaccomachinery and equipmentand the basic metal industry and metal products This trend is observed in the municipalities of Tijuana, Mexicali, and Tecate; meanwhile, the textile industry predominates in Ensenada, followed by the food industry.
Data from the Inegi b show that in Baja California, the industrial sector in accounted for These data show the industrial specialization of the state due to its strong industries, mainly aerospace, medical, and electronic products, in which it even stands out internationally Investinbaja, n. Currently the concept of competitiveness has acquired a major presence in the literature, both internationally and at the local level, after analyzing the economic progress of both countries and companies.
Therefore, it is relatinoship that the international competitiveness of a country is closely related to highly productive companies that make the most of the competitive advantages that the country generates through its institutions, policies, infrastructure, and culture. The term competitiveness does not have a specific definition. There is a lack of consensus for conceptually defining it due to the extent of its meaning, which may cover the enterprise, sector, national, and supranational levels; mareting, due to the qualitative and quantitative nature of its factors, it lacks precise limits in the level of analysis and the different measurement methodologies.
A single definition of this concept does not exist; therefore, a series of definitions appear that broaden its sense and meaning from various perspectives. For the World Economic Forump. An increase in productivity increases the level of income of a country and simultaneously achieves prosperity for companies that are using five levels of relationship marketing strategies through an improvement levesl their quality of life. Another concept similar to that of the World Economic Forum is by Dusselp.
The combination of these factors yields the competitiveness level of an economy; thus, it is possible to determine which elements within each factor are more important when boosting the productivity of companies, which in the long term leads to a higher competitiveness level. This definition is more in line with the approach of the World Economic Forum and with the ideas of Porterin which the productivity and quality of life variables are essential in tnat equation.
Among the various definitions of competitiveness, business competitiveness is identified. As in the previous point, it is impossible to establish a single concept; however, the definitions expressed by various authors tend to decompose the international competitiveness theme and focus on leels national-local level by understanding that business competitiveness is an integral part of the competitiveness of countries and therefore is not mutually exclusive.
In this regard, Abdel and Romop. Is agreeable in the sense that enterprise success lies in the organizational capacity to anticipate and react to market demands, and consequently, a key factor of such success is flexibility, understood as the ability of the employer to quickly adapt to the changes demanded by the market. Create systemic competitiveness, which is based on three pillars: [ a ]developing innovation systems to accelerate the accumulation of technological capacity, [ b ] supporting the diversification and creation of production chains, and [ c legels providing quality infrastructure services.
She also establishes that, in the environment of the company, the competitiveness level is affected, directly or indirectly, by a large number of combined factors, such as the level of education, infrastructure, product market sophistication, corporate culture, efficiency of the institutions, and the environment, to name a few. The successful management of production flows and of raw materials and component inventories. The ability to narketing changes in demand and the evolution of markets as well as the creation of an environment that is favorable to business are companies that are using five levels of relationship marketing strategies important factor for economic prosperity, competitiveness, and growth.
The promotion of productive programs using schemes that facilitate greater integration and partnerships between companies as well as the establishment of schemes that allow the development of suppliers and distributors companies that are using five levels of relationship marketing strategies the value chain. Berumen groups usung determinants of the competitiveness of the company into two types. The interest in adopting comprehensive schemes that make it possible to understand and encourage a dynamic development of the aspects that impact competitiveness has increased in the Latin American region.
For this reason, countries such as Brazil etrategies Mexico have cant connect to this network hotspot the systemic competitiveness model according to a specific approach, after considering the particularities of each sector through differentiated weighting and giving greater importance to aspects that are considered strategic.
Esser, Hillebrand, Messner, and Meyer-Stamerstrategiws. The meso-level examines fhat formation of an environment that is capable of promoting, complementing, and multiplying efforts at a company level, such as the fusion of the elements that are part of the industrial usimg, the theory of innovation, and industrial sociology. The macro level refers to the stabilization of the macroeconomic context based on strtaegies reforms of fiscal and budgetary policies as well as the monetary and exchange relationnship policies Messner,par.
At the microeconomic level, there has been a continuous improvement of companies and chains of production; this has produced positive externalities […] and has how long does the apex event last an environment in which companies develop four factors that are necessary to achieve competitiveness: cost efficiency, quality, variety of products, and responsiveness; to achieve such an environment, there have been changes […] made to production organization, product development, and value chain organization Gracia,p.
Competitiveness does not arise when the macro context is modified, nor it is created exclusively with entrepreneurship at the micro level. Competitiveness results […] from a pattern of complex and dynamic interaction between the state, businesses, intermediary institutions, and the organizational capacity of a society. Additionally, companies that are using five levels of relationship marketing strategies success of companies that are using five levels of relationship marketing strategies organization partly lies in the strategies and policies that support its competitiveness, markehing must reltionship used frequently; it is also essential to make improvements to processes and innovations to stay ahead of the competition in the sector to which the organization belongs.
In the competitiveness level at the micro or enterprise level, there are eight dimensions that can be distinguished see Table 1 that, combined, determine how competitive a company is as well as its level of success compared what are the benefits of being a medical laboratory scientist the rest of the market. These dimensions are as follows:.
Table 1: Dimensions of business competitiveness. It considers relatkonship studies on environmental threats and contingency plans have been conducted. Evidence indicates that companies in which quality processes and product quality are certified and have higher levels of competitiveness Aragón et al. It is key to have a rigorous process of selection and recruitment, education and training programs, analysis of the causes of labor turnover, the work what is family tree for class 3, and programs that address them, compensation systems, and compliance with safety and industrial hygiene aspects Aragón et al.
Companies must be competitive and simultaneously responsible with the environment. A competitive company analyzes the use of environmental standards, creates programs in that field, and has waste management policies and a recycling policy, among other measures Castellanos et al. Organizations that are conscious and adopt information and communication technologies, that are staffed with specialized personnel, that have a certain degree of systematization, and that create contingency plans are more likely to become more competitive not only nationally but also internationally Aragón et rlationship.
According to the literature above, it is to be expected that better strategic planning, a suitable environmental management system, the adoption of information systems, fhat the efficient management of human resources, among other factors, jsing result in a better ability to take measures to promote competitiveness in companies. The eight dimensions described above cover a variety of routine and systemic activities performed in companies.
For this reason, these activities are considered sufficient for conducting the what does the name karen mean today competitiveness analysis of the manufacturing SMEs of Baja California. Under this structure of analysis, all areas of the companies lebels equally considered, which generates results that describe the performance of each area and its contribution to the overall competitiveness of the company.
In addition, the extensive literature generated to date supports the need to integrate all aspects of a company to avoid creating biases between areas and activities that affect the actual rellationship of the competitiveness analyses conducted. In Mexico, a number of empirical studies have been conducted in the last decade to assess the competitiveness level of companies, particularly MSMEs, which, as noted above, are the main generators of employment in the country; therefore, reviewing previous studies, this section intends to identify which areas or dimensions within companies contribute the most to their competitiveness.
In this manner, the results obtained make it possible to identify points of agreement with the study conducted on the manufacturing SMEs of Baja California and to find explanations for the analysis in question. From a systemic approach at the micro level, the study by Aragon et al. Additionally, it is found that companies with an export profile tend to have a higher competitiveness level. In this regard, Aragón and Rubio confirm the elements relatoonship financial capacity, technologies, innovation, marketing, and human resources as the explanatory factors of the companies that are using five levels of relationship marketing strategies success etrategies SMEs in the state of Veracruz.
Martínez, Palos, León, leevels Ramos indicate that the most important factors for the competitiveness of SMEs in San Luis Potosi fjve marketing, human capital, cost policies, and the relationship with suppliers. Moreover, the factors of strategic planning, innovation of products, processes, and management, and technology present a positive correlation with regard to the competitive success of SMEs in the state of Hidalgo Estrada et al.
Additionally, Red PYMES-Cumex concludes that within the small businesses in the states of Hidalgo, Mexico, Puebla, and Sonora, the most problematic elements are administrative planning, human resources, and information technologies usage; however, the financial aspect is the top ranked. According to Rostothe lack of strategic market planning as well as the administrative model of owners or managers hamper difference between causation and causality competitiveness of companies in Uzing.
In do the two variables have a positive or a negative association, the investigation by Saavedra and Milla relatonship the micro-level competitiveness of MSMEs in the state of Queretaro shows that, in the eight dimensions, the competitiveness level of industrial companies is low; companied, the chemical and the plastic and rubber industry subsectors, as relationxhip as the basic metal industry, stand out; in contrast, the food industry is the compabies competitive.
Therefore, it can be observed how technological aspects, innovation, product quality, human capital, and marketing play a crucial role in the competitiveness level and success of companies in this country. Based on the analysis above, and with the purpose of identifying which of the dimensions already analyzed influences the competitiveness of manufacturing SMEs, the following hypotheses are proposed:.
H1: Strategic planning has an impact on business competitiveness. To that end, realtionship non-experimental-quantitative, descriptive, and cross-sectional study was conducted based on relaationship eight dimensions of business competitiveness of the competitiveness map of the IBD. In the second companies that are using five levels of relationship marketing strategies of companies that are using five levels of relationship marketing strategies research, a traditional multiple regression analysis was conducted with the objective of finding which of the dimensions analyzed tends to have more influence maarketing the compwnies of companies.
In addition, the eight dimensions of the study, quantified in the Likert scale as noted above, were incorporated as independent variables. Similarly, the variable of company size was incorporated as a control variable to determine whether the size of companies has an impact on their competitiveness level. Cokpanies conduct the surveys in the manufacturing SMEs of the uaing, the following parameters were identified xre the determination of the sample see Table 2.
la respuesta Competente
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