Effect of Competitive Advantage Strategy for Business Success (Case Study of PT. Tama Coklat Indonesia)
| Main Author: | Nurbasari, Anny |
|---|---|
| Format: | Proceeding PeerReviewed Book |
| Terbitan: |
, 2013
|
| Subjects: | |
| Online Access: |
http://repository.maranatha.edu/18358/1/Effect%20of%20Competitive%20Advantage%20Strategy%20for%20Business%20Success.pdf http://repository.maranatha.edu/18358/ |
Daftar Isi:
- Tourism as a global socio-economic system would be a land of the future competition weight. The real challenge is likely to be faced during the implementation of GATS/WTO Tourism field. These condiditons need to be observed and anticipated by all stakeholders in tourism, in order to face the competition by creating a quality and level of competitiveness in the world. The condition is certainly more complex challenge, since tourism is a multidimensional activity that includes activities related substances other sectors, such as transport, commerce, telecommunications, investment, financial services, with adequate infrastructure support. One of the multiplier effect caused by a lack of progress in particular areas of potential in the tourism sector is a growing industry specialties/souvenirs from the area. This is due to the many tourists who visit a particular attraction, interested also to buy food or souvenirs typical of the attractions of the area where it is located. One of the areas in the province of West Java has a fairly well-known tourists potential is Garut district, Garut regency has a variety of attractions such as bathing Cipanas, Darajat craters, craters Papandayan, Temple Cangkuang, etc. The development of the tourism sector in Garut district is closely related to the development of typical food industry in the region, namely lunkhead. The purpose of this study was to determine the effect of competitive advantage to the successful strategy of PT. Tama Coklat Indonesia. The sampling method nonprobability sampling, test hypotheses using path analysis. The results prove that the competitive advantage of differentiation showed more dominant direct effect of 39.8% to the success of the venture, while low-cost direct impact of 4.4% of the success of the business. Simultaneously the influence (low cost and differentiation) on the success of PT. Tama Brown Indonesia amounted to 26.3%, the remaining 73.&% is beyond the influence of other variables in the competitive strategy of low cost and product differentiation.