In our study, we examined 11 designated tourist destinations in Hungary, which can also be interpreted as tourism products including services, infrastructure and attractions. The National Tourism Development Strategy (NTS) also puts a strong emphasis on digitalisation, as it is an unstoppable process with a significant impact on tourism, thanks to globalisation, increasing competition, accelerating information flows and the dominant paradigm shifts on the demand and supply side. We used both qualitative and quantitative methods in our primary research. First, we conducted in-depth interviews with several important tourism service providers in Hungary on the topic of the digitalisation of tourism. A professional questionnaire, addressed to the offices responsible for destination management was distributed in the designated tourist destinations in Hungary in order to get a more comprehensive picture of the attitudes towards digitalisation in the regions under study. In the course of our work, we managed to classify the destinations into three distinctly different clusters. Our hypothesis—that the higher the digitalisation of a tourist destination is, the higher the average length of stay—was partially confirmed by calculating the regional value of the digitalisation, logistic regression analysis, slope and the individual factor categories.

Purpose: The aim of the study is to apply policy analysis matrix (PAM) to identify international competitiveness of marketing channels and policy impacts of government on each marketing channels. Methodology: Policy analysis matrix is employed to evaluate influences of macroeconomic policy on the Tuong-mango value chain. The study investigated 213 sampling observation of eight main actors in chain. Findings: The findings indicate that although domestic channel 4 exhibits competitiveness (Private cost ratio (PRC) < 1), channels 1, 2, and 3 possess both comparative and competitive advantages (PRC < 1, Domestic Resource Cost (DRC) < 1, and social benefit-cost (SBC) > 1). The government’s strategy on production protection, referred to as Nominal protection coefficient on tradable output (NPCO) 0.16, together with the plan for enhancing added value, denoted as Effective protection coefficient (EPC) 0.14 and Subsidy ratio to producers (SRP) −0.18, place a significant emphasis on the first export channel. The government’s subsidy plan grants preferential treatment to Channel 4 in terms of the pricing of commercially available products, with a Nominal protection coefficient on tradable input (NPCI) value of 0.75. A value-added strategy is implemented for export channels 2 and 3, which have EPCs of 0.76 and 0.85, respectively. Policy implications: If the tradable cost is modified by 20%, there will be a change in the ratio of DRC, SBC, EPC, and SRP. While the EPC does not see a 20% reduction in domestic prices, the DRC and SBC do benefit from this cost reduction. A reduction of 20% in the local cost, coupled with a corresponding rise of 20% in the Free on Board (FOB) price, would result in a significant elevation of the SRP for export channels 1, 2, and 3. Conclusion: This is as evidence for the combination of quantitative is a dynamic tool in the policymaking process to ensure targets, constrictions, and consistent policies for agricultural fields. This permits policies to be changed in steps with an alteration in the economy and priorities set up for the tropical fruits and vegetables field.

Today it is obvious that corporate social responsibility (CSR) is more than just a volunteer activity, it is also related to the operation of the firms and to competitive advantages. Many factors influence CSR and CSR-competitiveness relations; firm size could be the most crucial one. Originally CSR is related to large companies, although smaller firms can be active in CSR mainly in different ways with different background. Based on this idea the paper aims to explore the correlation between small and medium-sized enterprises’ (SMEs) corporate social responsibility (CSR) and competitive advantages. An interview research was conducted among thirty SMEs in a Hungarian city of Győr in 2021/22 to reveal how owner-managers interpret CSR, competitiveness and their relations. As SMEs cannot provide exact data on this topic the personal perception method was used to explore the CSR-competitiveness relation. A moderate relation was observed between CSR and competitiveness and the research revealed that different methodologies have to be applied for SMEs than large companies which results from the fact that SMEs’ CSR is less formal and lacks exact data.

Integrated risk value response is designed to reduce threats and increase opportunities, especially in terms of running the spun pile method innovation process in accordance with the ISO 56002:2019 standard. Implementing innovation can reduce risks and increase the competitiveness of the company. The method of making or producing spun piles is the research area examined in this study. Questionnaires were distributed to workers in precast concrete companies and most of them were involved in each spun pile production line in the company in order to identify the risk factors that existed in the production line for the spun pile manufacturing method. 30 respondents were workers from organizations in the positions of Director, Manager and Staff. The risk values and impacts are mapped for each dimension to the activity details and it is found that there are 5 high risks as dominant ones, mainly risks with codes R41, R10, R4, R37, and R36. Based on a survey, the highest risk of 30% was found in the stressing & spinning dimension, which is recommended for the innovation process. Innovation is conducted with 5 innovation processes, mainly identifying opportunities, creating concepts, validating concepts, developing solutions, and deploying solutions. Recommendations for improvements are made with preventive and corrective actions that must be taken from every aspect of the spun pile production method activities. Innovation recommendations are also proposed to monitor production activities in real-time utilizing existing information and communication technology. Handling of spun pile waste material must also be implemented with certain methods and produce products that add value for the company. Ultimately, to increase the company’s competitiveness by increasing assets, it is recommended to increase the company’s intangible assets. The company’s intangible assets encompass IPR ownership in the form of Patents and Copyrights.

African air transport is expected to take off after the Single African Air Transport Market (SAATM) launch in January 2018. Unfortunately, this seems not to be the case, particularly in West Africa, where adequate direct local flight is highly difficult to find. Hence, the fundamental question is: what levers should be activated for an effective revival of this sector? This paper aims to analyze West African air transport competitiveness factors by collecting data physically through surveys in various West African airports (Abidjan, Cotonou, Accra, Lome) also by interviewing professionals in the sector (Air traffic controllers, Air Navigation Service Providers, Air transports Managers, etc.) and among others, SAATM reports to appreciate its implementation. We were able to survey 435 actors (individuals and key informants) from January to July 2023 to evaluate quality of service, airline performance, safety, customer satisfaction etc. Airline operating costs were analyzed to understand the associated bottlenecks. The results show that SAATM is not yet well implemented in all contracting states, travelers are not satisfied with the air supply (airlines, infrastructure and fares) and taxation excessively increases ticket prices. The main factors for West African air transport take-off are liberalization, taxation and infrastructure investments.