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Business service market share, international operation strategy and performance

Business service market share, international operation strategy and performance Purpose – This paper aims to explore the relationship between market share and performance of large accounting firms. It also investigates whether the performance of international accounting firms is better than that of non‐international accounting firms. Design/methodology/approach – This paper divides the empirical analysis into two stages. The first stage constructs a multiple regression model to explore the relationship between market share, international operations and the performance of large accounting firms. The second stage uses the Tobit regression model to identify the determinants of market share of international accounting firms. Findings – Empirical results show that there is a significant, positive relationship between market share and performance, and that the performance of international accounting firms is better than that of non‐international accounting firms. Second, from the perspective of business characteristics, the scope of the most international accounting firms is traditional auditing services; namely financial attestation and tax business services. Practical implications – From the clients' viewpoint, market share is one of the key indices in determining the quality of the accounting firms' service. Originality/value – As the market for auditing services in Taiwan is saturated, in the future, the accounting industry will be concerned with non‐auditing services. It is suggested that the large accounting firms could follow the demand changes of their clients: employ professionals in various fields to provide specialized services, adjust the range of transnational and management consultant services, and operate management consultant services more aggressively. These measures would have advantages in a fiercely competitive market. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Baltic Journal of Management Emerald Publishing

Business service market share, international operation strategy and performance

Chia‐Chi Lee
Baltic Journal of Management , Volume 8 (4): 23 – Oct 18, 2013
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References (53)

Publisher
Emerald Publishing
Copyright
Copyright © 2013 Emerald Group Publishing Limited. All rights reserved.
ISSN
1746-5265
DOI
10.1108/BJM-02-2013-0020
Publisher site
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Abstract

Purpose – This paper aims to explore the relationship between market share and performance of large accounting firms. It also investigates whether the performance of international accounting firms is better than that of non‐international accounting firms. Design/methodology/approach – This paper divides the empirical analysis into two stages. The first stage constructs a multiple regression model to explore the relationship between market share, international operations and the performance of large accounting firms. The second stage uses the Tobit regression model to identify the determinants of market share of international accounting firms. Findings – Empirical results show that there is a significant, positive relationship between market share and performance, and that the performance of international accounting firms is better than that of non‐international accounting firms. Second, from the perspective of business characteristics, the scope of the most international accounting firms is traditional auditing services; namely financial attestation and tax business services. Practical implications – From the clients' viewpoint, market share is one of the key indices in determining the quality of the accounting firms' service. Originality/value – As the market for auditing services in Taiwan is saturated, in the future, the accounting industry will be concerned with non‐auditing services. It is suggested that the large accounting firms could follow the demand changes of their clients: employ professionals in various fields to provide specialized services, adjust the range of transnational and management consultant services, and operate management consultant services more aggressively. These measures would have advantages in a fiercely competitive market.

Journal

Baltic Journal of Management – Emerald Publishing

Published: Oct 18, 2013

Keywords: Marketing strategy; Competitive strategy; Management development; Organizational performance; Customer services quality

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