**2. Literature review, methodology and results**

#### **2.1. Literature review**

small farmers; on the other hand, it must address systemic risks to the environment and

In Ref. [3], mentioned that livestock activity in Mexico is carried out throughout the country; he affirmed that 56% of the national territory is dedicated to livestock, approximately 110

Livestock breeding takes place in four large areas: the arid and semi-arid, the humid tropics,

In Ref. [5], it was indicated that in the state of Yucatan, the agricultural and fishing sector

In Ref. [4], it was mentioned that the livestock is composed of the following products: cattle,

Cattle ranching in the state of Yucatan constitutes a relevant economic activity because it occupies about 30% of Yucatan territory. The authors indicate that the eastern zone of the state of Yucatan has the largest concentration of cattle. The municipalities located in the eastern region are Sucilá, Espita, San Felipe, Panabá, Tizimín, Buctzotz, Cenotillo and Valladolid,

The agricultural sector in Yucatan faces several challenges: disorganization of beef producers in the region; problems in the integration of the various links in the production-consumption chain [7]; unemployment resulting from limited job opportunities, resulting in labor migration to other regions [8]; lack of effective marketing strategies to ensure higher sales, market diversification, and the use of intermediaries in marketing [9]; lack of technology, knowledge, and limited financial resources to generate innovation in production units, value-generation

The eastern zone has an area of 413,237 ha. It occupies 11% of Yucatan territory; in some parts, there is still vegetation rich in precious woods. It is also noted that the zone has fertile land

In Ref. [5], the economically active population numbers 43,256 people, of whom 21,280 are

The census also reports that the income per person of the population is low. Of the total employed population, 14,111 people receive a salary between one and two minimum wages and only 3210 people receive more than five minimum wages. The latter figure corresponds to people working in the capital city of Mérida and in some other locations in the state of Quintana Roo. For this

In Ref. [5], the income of the employed population by sector is integrated as follows: 8205 people obtain income from the primary sector, 4114 from the secondary sector, and 8961 from the tertiary sector, which is saturated and provides less and less income to those who engage

reason, the eastern region of the state of Yucatan is considered to be in extreme poverty.

human health with a view to ensuring sustainability.

represent 6.7% of the total Gross Domestic Product in the state.

the temperate and subhumid tropics [4].

8 Bovine Science - A Key to Sustainable Development

sheep, horses, pigs, poultry, turkeys and bees.

with Tizimín constituting 90% of cattle production [6].

for all activities; and finally, market competitiveness [10].

capable of producing many kinds of tropical fruit [5].

reported as employed.

in the above activities.

million hectares.

#### *2.1.1. Competitiveness*

In [12], it was noted that technological change could affect competition in virtually any activity. The impact of technology on competitiveness occurs because it affects differentiation or cost, the two fundamental generic strategies.

The competitiveness of a company is represented by the payment of higher wages, better jobs and greater safety for workers in the plant and the surroundings [13].

In [14], it was pointed out that it is also necessary to consider a very important factor that can cause the customer to value the product of the company more: having products to complement the main products of the company. These complementers can also become competitive products over time.

In [15], it was indicated that organizations would be competitive only to the extent that the products and services they offer have the attributes that correspond to the key purchasing criteria of a substantial number of customers.

In [16], it was remarked that companies that have managed to survive have resorted to competitiveness as a fundamental element. Competitiveness depends more and more on the way in which economic agents organize themselves into networks of companies that cooperate and compete with each other. Agricultural activity is not exempt from being immersed in today's globalization.

According to Blunck [17], competitiveness is the ability to provide products and services in a more efficient and effective way than competitors. In the commercial sector, this entails sustained success in international markets without protection or subsidies. Competitiveness at the industry level is the best indicator of the economic health of nations that compete at the enterprise level.

In [18], it was concluded in a study on competitiveness in the coffee industry in Veracruz that the factors that lead to greater incidence of it are as follows:


In [19], it was established that the only way to be competitive is through maintaining advantages in innovation in the long term, and the only way to achieve this is by investing in new differentiated capacities.

According to Schroeder [22], innovation should be considered as a boost to the market, making what can be sold; impulse to technology, selling what can be done; and inter-functional, seeking cooperation between the different areas involved. The steps to follow in an innovation process are focused on the generation of the idea, product selection, preliminary design of the prototype, prototype construction, testing and definitive design of the product, which will stimulate competitiveness in organizations, that is, in a continuous research and development to innovate. In [23], the global competitiveness index assumes that, in the first stage of development, the economy of a country is driven by a series of factors such as unskilled labor and, above all, natural resources. This is when the four elements (institutions, labor, macroeconomic environment and infrastructure) play an important role in what has been called factor-driven

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The competitive behavior of marketing is the rivalry between companies expressed in market strategies; that is, when a firm reacts to the marketing actions of a competitor in a certain way. There are three ways to react or competitive behavior: revengeful, cooperative and base or opportunistic. The first type of behavior is an aggressive response to an attack; the second consists of actions of the same type and in the same direction, but they are not perceived as aggressive by the competitor. The third behavior occurs when a company reduces its market-

According to Galán and Vecino [25], there is a certain consensus among researchers to point out that the competitiveness of the company is determined by three types of factors or sources: those related to the country where the company is located (country effect or territory effect), derivatives of the sector to which it belongs (sector effect or industry effect) and those that

According to Stanton et al. [26], market positioning is the proportion of total sales of a product during a certain period in a specific market captured by a company. Similarly, it can also be considered as the potential part of the market that a company plans to achieve on the sales volume that all companies that sell a product during a certain period can expect to sell under

In [27], it was pointed out that marketing implies knowledge of the competition and creates

Accordingly, Fischer and Espejo [28] pointed out that the benefits that marketing brings to a company can be many and diverse: it contributes directly to sales, innovates products and services, satisfies the changing needs of the consumer, contributes to raise the profits of the

The financial resources serve to maintain the solvency of the company in supplying necessary cash flows to satisfy the obligations and acquire the circulating assets necessary to achieve

economies.

ideal conditions.

*2.1.3. Marketing as a factor of competitiveness*

ing effort and competitors take advantage of that decision [24].

have their origin in the company itself (company effect).

pricing policies and customer satisfaction services.

company and generates great benefits in organizations.

*2.1.4. Finance as a factor of competitiveness*

According to Malhotra and Manyika [20], for companies to be competitive, it is necessary that governments at the federal, state and local levels effectively address the broad barriers that hinder productivity growth and support innovation in companies.

#### *2.1.2. Innovation as a factor of competitiveness*

According to Porter [21], companies achieve competitiveness through acts of innovation, which include both new technologies and new ways of doing things (innovation of products and processes).

Several innovations create competitive advantages by perceiving a completely new market opportunity or by serving a market segment that others have ignored. Competitive advantages are generated when competitors are slow to respond to innovations.

In international markets, the author points out that innovations that generate competitive advantage must anticipate both domestic and external needs.

Information plays an important role in the process of innovation and improvement. Sometimes this information comes from simple investments in research and development or market research.

With few exceptions, innovation is the result of an unusual effort. The company that successfully implements a new or better way to compete pursues its approach with a single-minded determination, often in the face of harsh criticism and difficult obstacles. Indeed, to be successful, innovation usually requires pressure, necessity, and sometimes adversity; the fear of losing often provides more impetus than the hope of winning.

Once the company reaches the competitive advantage through innovation, it can only sustain it with persistent, continuous improvement.

Competitors will eventually and inevitably surpass any company that stops the processes of improvement and innovation. Sometimes the advantage of being the first, for example in customer relationships, economies of scale in existing technologies or loyalty of distribution channels, is not enough to allow a stagnant company to retain its entrenched position for years or even for decades; sooner or later, more dynamic rivals will find a way to innovate around those advantages or create a better or more economical way of doing things.

Ultimately, the same author establishes that in order to sustain a competitive advantage over time, it is necessary to stay up to date.

According to Schroeder [22], innovation should be considered as a boost to the market, making what can be sold; impulse to technology, selling what can be done; and inter-functional, seeking cooperation between the different areas involved. The steps to follow in an innovation process are focused on the generation of the idea, product selection, preliminary design of the prototype, prototype construction, testing and definitive design of the product, which will stimulate competitiveness in organizations, that is, in a continuous research and development to innovate.

In [23], the global competitiveness index assumes that, in the first stage of development, the economy of a country is driven by a series of factors such as unskilled labor and, above all, natural resources. This is when the four elements (institutions, labor, macroeconomic environment and infrastructure) play an important role in what has been called factor-driven economies.

#### *2.1.3. Marketing as a factor of competitiveness*

**1.** innovation, **2.** marketing,

**3.** finances

and processes).

research.

differentiated capacities.

10 Bovine Science - A Key to Sustainable Development

*2.1.2. Innovation as a factor of competitiveness*

In [19], it was established that the only way to be competitive is through maintaining advantages in innovation in the long term, and the only way to achieve this is by investing in new

According to Malhotra and Manyika [20], for companies to be competitive, it is necessary that governments at the federal, state and local levels effectively address the broad barriers that

According to Porter [21], companies achieve competitiveness through acts of innovation, which include both new technologies and new ways of doing things (innovation of products

Several innovations create competitive advantages by perceiving a completely new market opportunity or by serving a market segment that others have ignored. Competitive advan-

In international markets, the author points out that innovations that generate competitive

Information plays an important role in the process of innovation and improvement. Sometimes this information comes from simple investments in research and development or market

With few exceptions, innovation is the result of an unusual effort. The company that successfully implements a new or better way to compete pursues its approach with a single-minded determination, often in the face of harsh criticism and difficult obstacles. Indeed, to be successful, innovation usually requires pressure, necessity, and sometimes adversity; the fear of

Once the company reaches the competitive advantage through innovation, it can only sustain

Competitors will eventually and inevitably surpass any company that stops the processes of improvement and innovation. Sometimes the advantage of being the first, for example in customer relationships, economies of scale in existing technologies or loyalty of distribution channels, is not enough to allow a stagnant company to retain its entrenched position for years or even for decades; sooner or later, more dynamic rivals will find a way to innovate

Ultimately, the same author establishes that in order to sustain a competitive advantage over

around those advantages or create a better or more economical way of doing things.

hinder productivity growth and support innovation in companies.

tages are generated when competitors are slow to respond to innovations.

advantage must anticipate both domestic and external needs.

losing often provides more impetus than the hope of winning.

it with persistent, continuous improvement.

time, it is necessary to stay up to date.

The competitive behavior of marketing is the rivalry between companies expressed in market strategies; that is, when a firm reacts to the marketing actions of a competitor in a certain way. There are three ways to react or competitive behavior: revengeful, cooperative and base or opportunistic. The first type of behavior is an aggressive response to an attack; the second consists of actions of the same type and in the same direction, but they are not perceived as aggressive by the competitor. The third behavior occurs when a company reduces its marketing effort and competitors take advantage of that decision [24].

According to Galán and Vecino [25], there is a certain consensus among researchers to point out that the competitiveness of the company is determined by three types of factors or sources: those related to the country where the company is located (country effect or territory effect), derivatives of the sector to which it belongs (sector effect or industry effect) and those that have their origin in the company itself (company effect).

According to Stanton et al. [26], market positioning is the proportion of total sales of a product during a certain period in a specific market captured by a company. Similarly, it can also be considered as the potential part of the market that a company plans to achieve on the sales volume that all companies that sell a product during a certain period can expect to sell under ideal conditions.

In [27], it was pointed out that marketing implies knowledge of the competition and creates pricing policies and customer satisfaction services.

Accordingly, Fischer and Espejo [28] pointed out that the benefits that marketing brings to a company can be many and diverse: it contributes directly to sales, innovates products and services, satisfies the changing needs of the consumer, contributes to raise the profits of the company and generates great benefits in organizations.

#### *2.1.4. Finance as a factor of competitiveness*

The financial resources serve to maintain the solvency of the company in supplying necessary cash flows to satisfy the obligations and acquire the circulating assets necessary to achieve the objectives of the company and improve the competitiveness. In order to have financial resources, it is necessary to measure profitability and financing in companies [29].

*2.2.1. Validity*

below (see **Table 1**).

SPPP Statistics 21 statistical package.

*2.2.2. Reliability measurement*

correlations between items.

Source: Own elaboration based on research data.

**Table 1.** Validation results of the instrument's construct.

*Content*: the validity of content has been achieved by reviewing the literature on the subject that has shaped the theoretical framework of the research, as well as the review and adaptation of the recruitment instrument, after reviewing it by the experts. The uptake instrument

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*Construction*: the validity of the construction of the collection instrument was determined through the application of factor analysis in [37], on the content variables related to the marketing, innovation and finance sections. The results obtained for each section are presented

According to the results, the KMO sample adequacy coefficient is considered acceptable for all cases higher than 0.7, a value that several authors [38], consider adequate for the application of factor analysis. On the other hand, the value of the Bartlett test is based on the hypothesis of an inadequate relationship between the variables for the application of the analysis, so this relationship is considered adequate, and the application of the factor analysis is relevant. On the other hand, in all three cases, the first component explains a percentage close to 70% or greater, so that the variables can be considered to be in a group around the corresponding construct (marketing, innovation and finance). The results obtained by applying the IBM

Reliability can be measured by using a measuring instrument or more times with the same group of people or by applying two or more measuring instruments to the same group at different times. The split halves method requires only one application of the measurement and comparison of the parts that must be highly correlated. The Cronbach alpha coefficient requires only one measurement administration for the whole population without the need to divide it.

*<sup>α</sup>* <sup>=</sup> \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ *NP* ( <sup>1</sup> <sup>+</sup> *<sup>P</sup>* ( *<sup>N</sup>* <sup>−</sup> <sup>1</sup> ) (1)

where α=Cronbach's alpha reliability coefficient; N = number of items; P = average of the

Considering that the content reagents are presented on a Likert scale, to establish the reliability of the capturing instrument, Cronbach's alpha coefficient was applied for each of the

**Section KMO coefficient P value of the Bartlett test Explained percentage of variance**

Marketing 0.833 0.000 74.5 Innovation 0.728 0.000 80.3 Finance 0.825 0.000 68.9

The method used for the characteristics of the research is the Cronbach coefficient.

was previously applied in a similar study in the state of Sonora [36].

The use of financial information is indispensable in the implementation and development of strategies in organizations. This same author establishes that financial institutions are willing to lend funds for projects that are profitable and that guarantee the recovery of said funds [30].

In [31], it was pointed out that the maintenance of good financial standards through proper financial management is one of the main factors highlighted as necessary to achieve competitive success. In this sense, it is necessary to carry out short-term planning with caution, implement and control information systems, pay special attention to credit institutions, establish annual budgets, analyze the economic-financial situation and try to measure possible, use own sources of financing. To develop the aforementioned [32], comment that the level of education to be a reflection of knowledge and skills possessed, is positively related to the ability of the manager to make strategic choices according to the demands of the environment, with its propensity to generate and implement creative solutions to the problems of the entity and even with the highest level of productivity [33].

Companies have many objectives, but according to Sallenave [34], they can be reduced to three: profitability, growth and survival. Until the 1970s, emphasis was placed on profitability; in the 1970s and 1980s, growth was sought, and today survival is sought. The latter presupposes the previous two. Without profitability and growth, there is no survival.

This same author points out that there are three fundamental characteristics of profitability (ROS), profitability over assets (ROA) and financial profitability (ROE).

According to David [30], the companies that apply the most profitable and more successful management concepts than those that do not, register more sales and reach higher levels of productivity and competitiveness. The companies that do not arrive at anything tend to carry out myopic activities and do not show well the forecasts of the future activities.

#### **2.2. Methodology**

In the present investigation, a type of quantitative research was applied because a correlation was applied, for which a Pearson statistical analysis was carried out. This study is based on the temporal dimension of the cross section. It is not experimental, because it seeks to determine the processes that lead cattle producers in the state of Yucatan to improve and generate value, thereby increasing competitiveness. The study was carried out in 2014.

For the determination of the competitiveness index, the research work used information obtained by the large ranching operations (at least 1000 head of cattle) in the state of Yucatan in 2014. A survey was applied specifically to obtained needed information for this investigation.

In Ref. [35], the study population was made up of 30 large ranches in the state of Yucatan. In this case, all the observation units that make up the target population could be accessed.

The validity and reliability of the recruitment instrument was reviewed mainly through the exhaustive review of the literature, the content validity, the validity of construction, through the application of the factorial analysis and the reliability analysis of the instrument by the Cronbach alpha coefficient.

#### *2.2.1. Validity*

the objectives of the company and improve the competitiveness. In order to have financial

The use of financial information is indispensable in the implementation and development of strategies in organizations. This same author establishes that financial institutions are willing to lend funds for projects that are profitable and that guarantee the recovery of said funds [30]. In [31], it was pointed out that the maintenance of good financial standards through proper financial management is one of the main factors highlighted as necessary to achieve competitive success. In this sense, it is necessary to carry out short-term planning with caution, implement and control information systems, pay special attention to credit institutions, establish annual budgets, analyze the economic-financial situation and try to measure possible, use own sources of financing. To develop the aforementioned [32], comment that the level of education to be a reflection of knowledge and skills possessed, is positively related to the ability of the manager to make strategic choices according to the demands of the environment, with its propensity to generate and implement creative solutions to the problems of the entity and

Companies have many objectives, but according to Sallenave [34], they can be reduced to three: profitability, growth and survival. Until the 1970s, emphasis was placed on profitability; in the 1970s and 1980s, growth was sought, and today survival is sought. The latter

This same author points out that there are three fundamental characteristics of profitability

According to David [30], the companies that apply the most profitable and more successful management concepts than those that do not, register more sales and reach higher levels of productivity and competitiveness. The companies that do not arrive at anything tend to carry

In the present investigation, a type of quantitative research was applied because a correlation was applied, for which a Pearson statistical analysis was carried out. This study is based on the temporal dimension of the cross section. It is not experimental, because it seeks to determine the processes that lead cattle producers in the state of Yucatan to improve and generate

For the determination of the competitiveness index, the research work used information obtained by the large ranching operations (at least 1000 head of cattle) in the state of Yucatan in 2014. A survey was applied specifically to obtained needed information for this investigation. In Ref. [35], the study population was made up of 30 large ranches in the state of Yucatan. In this case, all the observation units that make up the target population could be accessed.

The validity and reliability of the recruitment instrument was reviewed mainly through the exhaustive review of the literature, the content validity, the validity of construction, through the application of the factorial analysis and the reliability analysis of the instrument by the

presupposes the previous two. Without profitability and growth, there is no survival.

(ROS), profitability over assets (ROA) and financial profitability (ROE).

out myopic activities and do not show well the forecasts of the future activities.

value, thereby increasing competitiveness. The study was carried out in 2014.

resources, it is necessary to measure profitability and financing in companies [29].

even with the highest level of productivity [33].

12 Bovine Science - A Key to Sustainable Development

**2.2. Methodology**

Cronbach alpha coefficient.

*Content*: the validity of content has been achieved by reviewing the literature on the subject that has shaped the theoretical framework of the research, as well as the review and adaptation of the recruitment instrument, after reviewing it by the experts. The uptake instrument was previously applied in a similar study in the state of Sonora [36].

*Construction*: the validity of the construction of the collection instrument was determined through the application of factor analysis in [37], on the content variables related to the marketing, innovation and finance sections. The results obtained for each section are presented below (see **Table 1**).

According to the results, the KMO sample adequacy coefficient is considered acceptable for all cases higher than 0.7, a value that several authors [38], consider adequate for the application of factor analysis. On the other hand, the value of the Bartlett test is based on the hypothesis of an inadequate relationship between the variables for the application of the analysis, so this relationship is considered adequate, and the application of the factor analysis is relevant. On the other hand, in all three cases, the first component explains a percentage close to 70% or greater, so that the variables can be considered to be in a group around the corresponding construct (marketing, innovation and finance). The results obtained by applying the IBM SPPP Statistics 21 statistical package.

#### *2.2.2. Reliability measurement*

Reliability can be measured by using a measuring instrument or more times with the same group of people or by applying two or more measuring instruments to the same group at different times. The split halves method requires only one application of the measurement and comparison of the parts that must be highly correlated. The Cronbach alpha coefficient requires only one measurement administration for the whole population without the need to divide it.

The method used for the characteristics of the research is the Cronbach coefficient.

$$a = \frac{\text{NP}}{\left(1 + P\left(N - 1\right)\right)}\tag{1}$$

where α=Cronbach's alpha reliability coefficient; N = number of items; P = average of the correlations between items.

Considering that the content reagents are presented on a Likert scale, to establish the reliability of the capturing instrument, Cronbach's alpha coefficient was applied for each of the


**Table 1.** Validation results of the instrument's construct.


**Table 2.** Reliability analysis.

sections (marketing, innovation and finance) and for the complete instrument. The results are presented in **Table 2**.

According to the results, for any of the sections, the value of the Cronbach alpha coefficient is greater than 0.95, so that once the reliability was tested per section, the value of the coefficient for the complete instrument was obtained. This turned out to be 0.983, a value which supports the affirmation that the capture instrument is reliable. The results were obtained by applying the IBM SPPP Statistics 21 statistical package.

Likewise, the Kolmogorov–Smirnov goodness-of-fit test was applied to establish whether the results of the indicators could be considered to have a normal distribution. According to the p-values obtained for this test (0.06, 0.180, 0.595 and 0.114), for a level of significance of 0.05, the normality hypothesis cannot be rejected, so it is confirmed that the values of the indicators

**Innovation indicator**

Median 60.0 52.0 49.0 53.7 Cases < median 14 15 15 15 Cases ≥median 16 15 15 15 Total cases 30 30 30 30 Number of streaks 18 18 18 18 Z value .585 .557 .557 .557 P value .559 .577 .577 .577

**Finance indicator**

Factors of Competitiveness for the Bovine Livestock in Yucatan, Mexico

**Competitiveness indicator**

15

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To establish the competitiveness index of the observation units under study, the Marketing, Innovation and Finance indices were previously obtained, considering that the response to the reagents is presented on an additive Likert scale, using the threshold method [41], according to which the value of the index in scale from 0 to 100 for the ith observation is obtained

> *xi* <sup>−</sup> *<sup>x</sup>* \_\_\_\_\_\_\_ *min xma* ́*<sup>x</sup>* − *xmi* ́

Mean 49.444 38.026 37.949 41.999

Absolute .241 .200 .140 .218 Positive .140 .150 .140 .161 Negative −.241 −.200 −.130 −.218

**Innovation indicator**

26.3099 25.8404 21.9028 24.2776

**Marketing indicator**

N 30 30 30 30

Z value 1.323 1.097 .769 1.196 P values .060 .180 .595 .114

*<sup>n</sup>*) <sup>×</sup> <sup>100</sup> (2)

**Competitiveness indicator**

**Finance indicator**

have this distribution (see **Table 5**).

Source: Own elaboration based on research data.

**Table 4.** Streak test by factor.

**Marketing indicator**

*Indi* = (

Standard deviation

Source: Own elaboration based on research data.

**Table 5.** Kolmogorov-Smirnov test for a simple.

by the expression:

Descriptive measures

More extreme differences

#### **2.3. Results**

Prior to the construction of the competitiveness indicator, the possible existence of atypical data was analyzed through the construction of a box diagram [39], for the sums of the reagent ratings associated with the sections corresponding to marketing, innovation, and finance. As a result, the nonexistence of extreme values was confirmed.

Since the statistical results of the study correspond to a population, the run test [40] was applied to determine if the sums per section could be considered as random. According to the p values obtained for this test (0.593, 0.193 and 0.193) for a significance level of 0.05, the randomness hypothesis cannot be rejected, so it is confirmed that the results can be considered random. Similar results were obtained for the indices that were subsequently constructed using the threshold method (see **Tables 3** and **4**).


**Table 3.** Streak test by section.


**Table 4.** Streak test by factor.

sections (marketing, innovation and finance) and for the complete instrument. The results are

According to the results, for any of the sections, the value of the Cronbach alpha coefficient is greater than 0.95, so that once the reliability was tested per section, the value of the coefficient for the complete instrument was obtained. This turned out to be 0.983, a value which supports the affirmation that the capture instrument is reliable. The results were obtained by applying

Prior to the construction of the competitiveness indicator, the possible existence of atypical data was analyzed through the construction of a box diagram [39], for the sums of the reagent ratings associated with the sections corresponding to marketing, innovation, and finance. As

Since the statistical results of the study correspond to a population, the run test [40] was applied to determine if the sums per section could be considered as random. According to the p values obtained for this test (0.593, 0.193 and 0.193) for a significance level of 0.05, the randomness hypothesis cannot be rejected, so it is confirmed that the results can be considered random. Similar results were obtained for the indices that were subsequently constructed

**Sum of Section 2 Sum of Section 3 Sum of Section 4**

presented in **Table 2**.

**Table 2.** Reliability analysis.

**2.3. Results**

the IBM SPPP Statistics 21 statistical package.

**Section Cronbach's alpha coefficient**

Marketing 0.974 Innovation 0.984 Finance 0.960 General 0.989

14 Bovine Science - A Key to Sustainable Development

Source: Own elaboration based on research data.

a result, the nonexistence of extreme values was confirmed.

Median 51 181 92 Cases < median 14 15 15 Cases ≥median 16 15 15 Total cases 30 30 30 Number of streaks 14 12 12 Z value −.535 −1.301 −1.301 P values .593 .193 .193

using the threshold method (see **Tables 3** and **4**).

Source: Own elaboration based on research data.

**Table 3.** Streak test by section.

Likewise, the Kolmogorov–Smirnov goodness-of-fit test was applied to establish whether the results of the indicators could be considered to have a normal distribution. According to the p-values obtained for this test (0.06, 0.180, 0.595 and 0.114), for a level of significance of 0.05, the normality hypothesis cannot be rejected, so it is confirmed that the values of the indicators have this distribution (see **Table 5**).

To establish the competitiveness index of the observation units under study, the Marketing, Innovation and Finance indices were previously obtained, considering that the response to the reagents is presented on an additive Likert scale, using the threshold method [41], according to which the value of the index in scale from 0 to 100 for the ith observation is obtained by the expression:

$$Ind\_{l} = \left(\frac{\mathbf{x}\_{i} - \mathbf{x}\_{im}}{\mathbf{x}\_{mi} - \mathbf{x}\_{mi}}\right) \times 100\tag{2}$$


**Table 5.** Kolmogorov-Smirnov test for a simple.

where *Indi* It is the value of the Indicator (marketing, innovation, finance) for the *i*th observation unit; *xi* It is the sum of the rating awarded for the items that make up the corresponding section for the *i*th observation unit; *xmin* It is the minimum value observed of the sum of the rating granted for the items that make up the corresponding section for the *i*th observation unit; *xma* ́*<sup>x</sup>* It is the minimum value observed of the sum of the rating granted for the items that make up the corresponding section for the *i*th observation unit.

Based on these results, the competitiveness index (IndComp) is obtained as the weighted average of the marketing, innovation and finance indexes, by means of the expression:

$$\text{IndComp}\_{i} = \text{(0.35)} \,\text{IndMer}\_{i} + \text{(0.35)} \,\text{IndImp}\_{i} + \text{(0.3)} \,\text{IndFnz}\_{i} \tag{3}$$

the assumptions of the constructed models, the standardized regression coefficients and the p-values associated with said coefficients in said models. The general results of the analyses

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In accordance with the above, considering the value of the standardized regression coefficients as a measure of the relative importance that the aspects of each section (marketing, innovation and finance) have in relation to the competitiveness of the observation units, as well as the values p of the tests of statistical significance for the regression coefficients under

In relation to marketing, the aspects most related to competitiveness are market positioning and customer satisfaction, which coincides with [26–28] who consider the competitiveness factor to include these variables as the real generators of competitiveness. Regarding innovation, the most closely related aspects are innovation in products and innovation in processes; this coincides with what was pointed out by [21], who states that the variables of innovation of process and innovation of product are indispensable for the competitiveness of the organizations. Finally, regarding finances, the most closely related aspects are the sources of financing, the use of financial information and profitability; this coincides with principles

0.463 0.334 0.328

0.166 0.671 0.309

0.375 0.001 0.408

0.995 0.996 0.960

adjusted 0.956 (95.6%) 0.973 (97.3%) 0.943 (94.3%)

Durbin Watson coefficient 2.081 2.201 1.545 P value (ANOVA) 0.000 0.000 0.000 P value (B1) 0.006 0.001 0.003 P value (B2) 0.220 0.000 0.000 P value (B3) 0.007 0.988 0.000 P values (B0) 0.481 0.000 0.058

Homoscedasticity ok ok ok

*y* = 0.306 *x*<sup>1</sup> + 0.578 *x*<sup>2</sup> + 0.001 *x*<sup>3</sup> + 7.798

*y* = 0.269 *x*<sup>1</sup> + 0.515 *x*<sup>2</sup> + 0.461

*x*<sup>3</sup> − 7.609

**Concept Marketing Innovation Finance**

are presented in **Table 6**.

established by [31, 34].

Standardized coefficient

Standardized coefficient

Standardized coefficient

P value of the test of Kolmogorov-Smirnov

Source: Own elaboration based on research data.

**Table 6.** Results of multiple linear regression analysis.

B1

B2

B3

R2

study, the results are the following.

Model *y* = 0.378 *x*<sup>1</sup> + 0.152 *x*<sup>2</sup> + 0.329 *x*<sup>3</sup> + 1.829

The weights assigned to the marketing, innovation and finance factors are the result of the analysis of the literature, the opinion of the owners, and the representatives of the livestock associations, with respect to the relative importance of said factors in the competitiveness of the production units. As can be seen, the value reflects a similar importance for the three factors with a greater relative importance of marketing and innovation, with respect to finance.

Nine subthemes based on the same number of reagent subgroups (three for each section of the survey) were previously established to identify the relationship between the sub-themes and the competitiveness index. For each subtheme, an indicator was constructed from the corresponding subgroup of reagents using the threshold method. The subthemes and indicators by section are the following:

	- Market positioning.
	- Knowledge of the competition.
	- Customer satisfaction.
	- Innovation in processes.
	- Innovation in products.
	- Investigation and development.
	- Use of information.
	- Cost effectiveness.
	- Sources of financing.

To analyze the relationship between subtopics and the competitiveness index, three models of multiple linear regression were performed, reviewing in addition to compliance with the assumptions of the constructed models, the standardized regression coefficients and the p-values associated with said coefficients in said models. The general results of the analyses are presented in **Table 6**.

In accordance with the above, considering the value of the standardized regression coefficients as a measure of the relative importance that the aspects of each section (marketing, innovation and finance) have in relation to the competitiveness of the observation units, as well as the values p of the tests of statistical significance for the regression coefficients under study, the results are the following.

In relation to marketing, the aspects most related to competitiveness are market positioning and customer satisfaction, which coincides with [26–28] who consider the competitiveness factor to include these variables as the real generators of competitiveness. Regarding innovation, the most closely related aspects are innovation in products and innovation in processes; this coincides with what was pointed out by [21], who states that the variables of innovation of process and innovation of product are indispensable for the competitiveness of the organizations. Finally, regarding finances, the most closely related aspects are the sources of financing, the use of financial information and profitability; this coincides with principles established by [31, 34].


**Table 6.** Results of multiple linear regression analysis.

where *Indi*

unit; *xma* ́*<sup>x</sup>*

by section are the following:

○ Market positioning.

○ Customer satisfaction.

○ Innovation in processes. ○ Innovation in products.

○ Use of information. ○ Cost effectiveness.

○ Sources of financing.

○ Knowledge of the competition.

○ Investigation and development.

• Marketing:

• Innovation:

• Finance:

tion unit; *xi*

16 Bovine Science - A Key to Sustainable Development

It is the value of the Indicator (marketing, innovation, finance) for the *i*th observa-

It is the minimum value observed of the sum of the rating granted for the items that

section for the *i*th observation unit; *xmin* It is the minimum value observed of the sum of the rating granted for the items that make up the corresponding section for the *i*th observation

Based on these results, the competitiveness index (IndComp) is obtained as the weighted average of the marketing, innovation and finance indexes, by means of the expression:

*IndCompi* = (0.35) *IndMeri* + (0.35) *IndInnovi* + (0.3) *IndFnzi* (3)

The weights assigned to the marketing, innovation and finance factors are the result of the analysis of the literature, the opinion of the owners, and the representatives of the livestock associations, with respect to the relative importance of said factors in the competitiveness of the production units. As can be seen, the value reflects a similar importance for the three factors with a greater relative importance of marketing and innovation, with respect to finance. Nine subthemes based on the same number of reagent subgroups (three for each section of the survey) were previously established to identify the relationship between the sub-themes and the competitiveness index. For each subtheme, an indicator was constructed from the corresponding subgroup of reagents using the threshold method. The subthemes and indicators

To analyze the relationship between subtopics and the competitiveness index, three models of multiple linear regression were performed, reviewing in addition to compliance with

make up the corresponding section for the *i*th observation unit.

It is the sum of the rating awarded for the items that make up the corresponding

The other aspects were not statistically significant in relation to the built models, that is, their relative importance is minimal.

Farmers and related industries should invest in research in order to develop local technology, in relation to biotechnology as well as equipment. Although some progress has been made in this regard, there is an opportunity to develop the machinery that can be tested and improved locally. When the results are positive, the machinery can be easily exported later to other beef producers in the world. The development of more suppliers and support for industries would be very beneficial, as it increases competition and innovation among suppliers. This gives

Factors of Competitiveness for the Bovine Livestock in Yucatan, Mexico

http://dx.doi.org/10.5772/intechopen.79305

19

It is necessary to improve local competition and cooperation abroad. Because there are high fixed costs to enter new world markets, strategic alliances could be made between producers

Some of the limitations that could be mentioned are the context in which it can be applicable, as well as the lack of vision and the ingrained organizational culture that hinders innovation. As a contribution for future studies, this work offers a strategic model and a methodology to boost competitiveness and the generation of added value. However, there could be, in addition to the factors analyzed in this study, other factors that could have an important effect on competitiveness of the sector. This study can also be replicated in other states to identify the competitiveness index of the livestock sector as well as in other sectors to assess their competitiveness. In Mexico, there are few studies related to the generation of the competitiveness index of the different sectors. In the specific case of the beef sector, the information obtained is generated by government entities such as SAGARPA, the Ministry of Economy as well as local secretariats, which are based on data on production, exports, and so on. This information is important, but the lack of an index of competitiveness of the different productive sectors of each federative entity impedes comparison among the sectors in order to develop strategies

Antonio Emmanuel Perez Brito\*, Teresa de Jesus Espinosa Atoche and

[1] Organización para la Cooperación y el Desarrollo Económico (OCDE, 2009*).* Información Básica del Sector Agropecuario, Subregión Norte de America Latina y el Caribe. Available at: http://www.oecd.org/pages/0,3417,es\_36288966\_36288120\_1\_1\_1\_1\_1,0 [Accessed:

\*Address all correspondence to: antonio.perez@correo.uady.mx

Autonomous University of Yucatan, Yucatan, Mexico

companies more opportunities to improve costs.

entering foreign markets.

to boost their competitiveness.

Karla Patricia Quintal Gordillo

**Author details**

**References**

April 18, 2018]
