Strategic management as a tool for generating competitive advantages in the PYME sector: Analysis for the tourism sector
DOI:
https://doi.org/10.18041/2619-4244/dl.29.8017Keywords:
Strategic management, competitiveness, strategic planning, competitive successAbstract
Introduction: Economic and social development in the countries of Latin America is supported in large part by activities associated with tourism and the small and medium-sized business sector. In this sector and given the need for economic reactivation in the new normal generated by the COVID-19 pandemic, a variety of studies and research have been generated to identify the aspects that determine its competitiveness at the regional, departmental, and national levels. Objective: This article from ongoing research seeks to establish the connection between competitive success and organizational diagnosis based on internal and external factors that can facilitate or hinder the achievement of strategic objectives in Small and Medium Enterprises in the tourism sector (human resources, strategic planning, innovation, technology, and quality certification), through a case study for an SME in the sector. Methodology: used was based on the construction, development and application of the matrices and strategic approach outlined by F. Davis; field work and data analysis; determination of results and conclusions of the study. Results: show positive aspects and aspects to be improved in the variables of innovation, technology, and strategic planning. The contribution of the study is the empirical verification in the context of the tourism sector, regarding the determinants of competitiveness. Conclutions: that highly competitive Small and Medium Enterprises are those that innovate in their products, processes, and management, that have a higher technological level and have a strategic plan.
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