The  SLEM Model as an Assessment Method for Local Goods’ Competitiveness

Zoltán Bartha; László  Molnár

doi:10.18096/TMP.2016.02.01

Authors

Zoltán Bartha University of Miskolc
László Molnár University of Miskolc

DOI:

https://doi.org/10.18096/TMP.2016.02.01

Keywords:

deprived region, local products, product competitiveness

Abstract

In this paper we develop and present the SLEM model created to measure the market potential of local goods supplied by the entrepreneurs of the Cserehát region, one of the most deprived regions of Hungary. The SLEM model evaluates goods along four dimensions: supplier conditions, labour conditions, (professional) embeddedness, and market conditions. The four pillars were measured with factors that are easily accessible, and so the evaluation can be repeated with other regions as well. In case of Cserehát, we have identified the following five groups of local goods with the greatest potential: animal husbandry; honey; spices and pharmaceutical crops; nature tourism; and mineral water.

Author Biographies

Zoltán Bartha, University of Miskolc

Associate Professor

László Molnár, University of Miskolc

Assistant Professor

References

CHV – Collection of Hungarian Values (2016). Hungarikums. Accessed on 20/09/2016. http://www.hungarikum.hu/en/szakkategoria

DEMÉNY, A & MUSINSZKI, Z. (2016). Social accounting – In the wake of the sustainability. Theory, Methodology, Practice, 12(special issue), pp. 26-40. http://dx.doi.org/10.18096/TMP.2016.02.03

G. FEKETE, É (2013). Helyi termék stratégia és védjegyrendszer (Borsod-Torna-Gömör) (Local products strategy and brand system). Irota: Észak-magyarországi Regionális Kutatásokért Alapítvány.

G. FEKETE, É. (2016). A postmodern employment model on the peripheries. Theory, Methodology, Practice, 12(special issue), pp. 41-54. http://dx.doi.org/10.18096/TMP.2016.02.04

ILLÉS, M. (2016). Enterprise Models from Terms of Sustainability. Theory, Methodology, Practice, 12(special issue), pp. 55-67. http://dx.doi.org/10.18096/TMP.2016.02.05

KRUGMAN, P. (1994). Competitiveness: A Dangerous Obsession. Foreign Affairs, 73(2), 28-44. https://doi.org/10.2307/20045917

KSH – Hungarian Central Statistical Office (2016a). Regional statistics, http://statinfo.ksh.hu/Statinfo/themeSelector.jsp?page=2&szst=T

KSH – Hungarian Central Statistical Office (2016b). System of National Accounts statistics. http://statinfo.ksh.hu/Statinfo/themeSelector.jsp?page=2&szst=QPF

LALL, S. (2001). Competitiveness, technology and skills. Cheltenham: Edward Elgar Publishing. https://doi.org/10.4337/9781781950555

LENGYEL, I. (2000). Porter-rombusz: A regionális gazdaságfejlesztési stratégiák alapmodellje (Porter rectangle: the basic model of regional economic development strategies). Tér és Társadalom, 14(4), 39-86. https://doi.org/10.17649/TET.14.4.606

LENGYEL, I. (2003). Verseny és területi fejlődés (Competitiveness and regional development). Szeged: JATE Press

LIARGOVAS, P. & SKANDALIS, K. (2008). Factors Affecting Firm Competitiveness: The Case of Greek Industry. University of Peloponnese, Department of Economics Working Papers, 0012.

LONGMAN ADVANCED AMERICAN DICTIONARY (2000). Essex: Pearson Education Limited.

LOSONCZ, M. (2004). Európai uniós kihívások és magyar válaszok (EU Challenges and Hungarian Responses). Budapest: Osiris.

NAGY, K. & PISKÓTI, I. (2016). Route-based tourism product development as a tool for social innovation – history-valley in the Cserehát region. Theory, Methodology, Practice, 12(special issue), pp. 75-86. http://dx.doi.org/10.18096/TMP.2016.02.07

NÉMETHNÉ, G. A. (2010). A kis- és középvállalatok versenyképessége – egy lehetséges elemzési keretrendszer (The competitiveness of small- and medium-sized enterprises – a possible analytical framework). Közgazdasági Szemle, 57(2), 181–193.

OECD (1997): Regional Competitiveness and Skills. Paris: OECD.

PORTER, E. M. (1979). How competitive forces shape strategy. Harvard Business Review, 57(2), 137-145.

PORTER, M. E. (1990). The Competitive Advantage of Nations. New York: Free Press. https://doi.org/10.1007/978-1-349-11336-1

PORTER, E. M. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78-93.

SZERB, L., CSAPI, V., DEUTSCH, N., HORNYÁK, M., HORVÁTH, Á., KRUZSLICZ, F., LÁNYI, B., MÁRKUS, G., RÁCZ, G., RAPPAI, G., RIDEG, A., SZŰCS, P. K. & ULBERT, J. (2014): Mennyire versenyképesek a magyar kisvállalatok? - A magyar kisvállalatok (MKKV szektor) versenyképességének egyéni-vállalti szintű mérése és komplex vizsgálata (How competitive are the Hungarian small enterprises?). Marketing és Menedzsment, 48(special issue nr. 1), 3-21.

VÁRKONYI, M. J. (2016). Challenges of establishing and operating social enterprises. Theory, Methodology, Practice, 12(special issue), pp. 68-74. http://dx.doi.org/10.18096/TMP.2016.02.06