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This study measures the factors influencing the competitiveness of flower production enterprises in Da Lat city. For flower manufacturing enterprises in Da latcity, how to improve the competitive competence in competitive conditions becomes increasingly important. To answer this question, the first thing is to determine the factors affecting the competitive capability of flower manufacturing enterprises in Da Lat city, then measure the influence of these factors on the competitive competence of businesses. The study has identified factors affecting the competitiveness of flower production enterprises, including: technical and technological capacity; financial capacity; organizational capacity of enterprise management; marketing capabilities and brand strength. The official survey was conducted through the investigation of 196 flower producing enterprises in Da Lat city. The research uses the multiple linear regression analysis after assessing the reliability of scales and analyzing exploratory factors. The results show that these factors have a positive impact on competitiveness of the enterprises, in which the financial capacity factor; organizational capacity and brand power play an important role with having a statistically significant level. The study suggests some management implications for enterprises in enhancing their competitiveness in the near future to create a long-term competitive advantage for the flower production and trading enterprises.


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Article Details

Issue: Vol 3 No 2 (2019)
Page No.: 85-94
Published: Jul 9, 2019
Section: Research article

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Copyright: The Authors. This is an open access article distributed under the terms of the Creative Commons Attribution License CC-BY 4.0., which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.

 How to Cite
Duy, N. N., & Nhung, N. V. P. (2019). Factors affecting the competitiveness of flower production enterprises in Da Lat. Science & Technology Development Journal: Economics- Law & Management, 3(2), 85-94.

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