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Through the framework of Michael Porterʼs five forces, this article compares sustainability in the Oregon and British Columbia wine industries. After describing the contrasting characteristics of the green niche model and the government-led model of environmental change, the article analyzes the emerging challenges for each type of change.The distinct sources for profitability and future innovation suggests diversity within the sustainability movement and two very different processes of translating environmental values into entrepreneurial practice.

Based on the case study of an SME company in the United Kingdom (which we will call SweetStar Cloud), this paper examines the attempts of the company to achieve significant strategic change. The company is attempting to move from being a tradition managed service provider of information services towards becoming a significant influencer in the market for digital services in the UK. As part of a knowledge transfer partnership (KTP), a local UK University has been closely involved in developing this new strategic direction and it is well poised to present and analyse the story. From the use of tried and tested strategic tools, including Porter's generic strategies and segmentation and targeting, the company has also embraced digital-specific approaches for developing partnerships with clients, developing pilot projects and experimenting with its use of social media. At the heart of this research is an analysis of the move from push marketing towards models of attraction. This paper aims to explore how traditional strategic tools are still applicable in the digital era alongside new tactical approaches in the digital sector. This aim has led to an approach to business that is responsible, in terms of moving away from a traditional push-selling model to one of partnership with customers at a strategic level. Strategy in dynamic markets often highlights responsiveness as a key success factor. The ability to respond (a response-ability) requires more agile companies. As SweetStar Cloud has developed its strategy, it has focused in achieving this more effective ability to respond through a more collaborative approach. In this sense, agile response-ability converges with business responsibility, as new abilities in communication, cooperation and trust development become key.

The purpose of this paper is to demonstrate the relevance of business intelligence (BI) in businesses in general and tourism firms in particular. BI has been hailed as an innovation that can propel businesses that adopt the system to high productivity and efficiency. This paper confirms that view but further adds that BI also enhances a business’s competitiveness.

This paper reviews literature on the use of BI in tourism. Although current literature is largely fragmented, focusing on BI, the tourism industry and the notion of competitiveness separately, this paper makes an attempt to bring the three sub-themes in the same study and highlights their interconnectedness. The study adopts two environmental analysis models to better analyze this matter. First is the environmental analysis model as based on Downes’s modification of Porter’s five forces framework. The second model used is the resource-based view approach to business environmental analysis.

This paper affirms that the tourism industry is one of those industries that continue to benefit from the advantages that come with the adoption of a BI system. Literature shows that the tourism industry was one of those that first adopted BI in order to benefit from the benefits that come with its adoption. Such advantages include flexible and user friendly tourists’ data capture, storage, retrieval, processing and analytical capabilities.

This was a largely literature review-based study. There is, therefore, room for strengthening its findings by conducting field work and mixed methods research for more robust results.

This study will surely benefit the tourism industry and business in general from its highly favorable conclusions to the benefits that come with the adoption of a BI system. It can also be used as a reference in to the tourism field, especially aggregating important concepts and literature that can help future practical studies.

Society will also benefit from this study in terms of the new knowledge that has been generated. Members of society will then be in a position to demand products and services that are a result of innovation and informed decision making.

Although this paper is largely based on literature, the conclusions reached are those of the authors. A close assessment of the literature in BI and the tourism industry was done, resulting in the conclusions reached by the authors.

This study aims to present a step-by-step implementation of the culturo–techno-contextual approach (CTCA) in a university classroom to teach industry and competitive analysis in the Ghanaian undergraduate entrepreneurship development curriculum. It further investigates the efficacy of the CTCA in breaking difficulties related to the study of industry and competitive analysis as a difficult concept in the Ghanaian entrepreneurship development curriculum. In doing this, the CTCA is compared with the lecture method.

The study adopts a quantitative approach. A quasi-experimental design is employed to gather data from 215 level 400 (4th-year undergraduate students) entrepreneurship development students at a Ghanaian public university. The experimental group was taught with CTCA, while the control group used the lecture method. The data was collected using the industry and competitive analysis achievement test (ICAAT). As random assignment to experimental and control groups were not possible, the data were subjected to an analysis of covariance approach with pre-test scores added as a covariate.

The results show that the experimental group significantly outperformed the control group. The results further indicate the efficacy of CTCA in improving undergraduate students’ performance in complex concepts of entrepreneurship.

Researchers usually test alternative teaching methods to break down barriers to study difficulties. The study’s uniqueness stems from the CTCA’s ground-breaking application to the study of entrepreneurship development in a Ghanaian public university.