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Bimpikis, Kostas, Wedad J. Elmaghraby, Ken Moon, and Wenchang Zhang. "Managing Market Thickness in Online Business-to-Business Markets." Management Science 66, no. 12 (December 2020): 5783–822. http://dx.doi.org/10.1287/mnsc.2019.3497.
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We explore marketplace design in the context of a business-to-business platform specializing in liquidation auctions. Even when the platform’s aggregate levels of supply and demand remain fixed, we establish that the platform’s ability to use its design levers to manage the availability of supply over time yields significant value. We study two such levers, each using the platform’s availability of supply as a means to incentivize participation from buyers who decide strategically when/how often to participate. First, the platform’s listing policy sets the ending times of incoming auctions (hence, the frequency of market clearing). Exploiting a natural experiment, we illustrate that consolidating auctions’ ending times to certain weekdays increases the platform’s revenues by 7.3% mainly by inducing a higher level of bidder participation. The second lever is a recommendation system that can be used to reveal information about real-time market thickness to potential bidders. The optimization of these levers highlights a novel trade-off. Namely, when the platform consolidates auctions’ ending times, more bidders may participate in the marketplace (demand-side competition); but ultimately auctions for substitutable goods cannibalize one another (supply-side competition). To optimize these design decisions, we estimate a structural model that endogenizes bidders’ dynamic behavior, that is, their decisions on whether/how often to participate in the marketplace and how much to bid. We find that appropriately designing a recommendation system yields an additional revenue increase (on top of the benefits obtained by optimizing the platform’s listing policy) by reducing supply-side cannibalization and altering the composition of participating bidders. This paper was accepted by Vishal Gaur, operations management.
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Qu, Pingbo. "The Future Development Direction and Management Mode of Enterprise Business Management." Learning & Education 10, no. 8 (June 20, 2022): 233. http://dx.doi.org/10.18282/l-e.v10i8.3140.
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With the continuous development of social market economy, China’s support for businesses in emerging industries, many emerging enterprise in a market economy gradually back on its feet, and to participate in market competition, to make our country enterprise in the market environment increasingly fierce competition, therefore, enterprises must shoulder responsibility of business, to ensure the good market environment, Only a green and healthy market environment can guarantee the healthy development of enterprises and solve the problems in the development process of enterprises.
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Antczak, Assoc Prof Stefan. "MARKET MANAGEMENT IN MARKET ACTIVITY." Zeszyty Naukowe Akademii Sztuki Wojennej 114, no. 1 (November 17, 2019): 37–52. http://dx.doi.org/10.5604/01.3001.0013.5765.
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The article points to the social aspects of marketing in the market activity of business entities. It results in the processual character of management in the exchange of products (values) between two sides of the market (demand and supply), which consists of two market groups (two groups of people). It is these groups of people that are the subject of management, including those involved in the implementation of its basic functions, necessary for the implementation of the objectives of market activity. This subjective character of management was presented in selected economic entities.
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Kazakov, Sergei. "The impact of market orientation levels on business performance results." Worldwide Hospitality and Tourism Themes 8, no. 3 (June 13, 2016): 296–309. http://dx.doi.org/10.1108/whatt-02-2016-0001.
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Purpose The purpose of this paper is to study the impact of market orientation on a companyµs business performance in a service industry using one of the emerging markets as a research setting. Design/methodology/approach The examination of two recognized MKTOR and MARCOR market orientation concepts in this paper led to the development of a market orientation model in a service industry that considers the local specifics of doing business. The model was tested in a study of 133 businesses that operate in a Russian service industry. The data analysis was completed to investigate and measure the impact of the market orientation level on a company’s business performance. Findings The data analysis following the field study determines that market orientation delivers a positive impact on the company’s overall business performance. Practical implications Inter-functional coordination should receive broad attention from company management, as this market orientation element is the most vital for business performance – especially in service industries. Accompanying model elements also provide leverage to business performance that should not be overlooked. Synchronized utilization of the market orientation model elements has a very positive impact on the company’s business. Originality/value This research paper contributes to an array of publications dedicated to market orientation in one of the most multifaceted emerging markets, the Russian Federation. It is also the first time that the market orientation concept has been applied by service industry organizations in Russia.
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Oyedele, Adesegun. "Emerging market global business model innovation." Journal of Research in Marketing and Entrepreneurship 18, no. 1 (July 11, 2016): 53–62. http://dx.doi.org/10.1108/jrme-11-2015-0050.
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Purpose Developing a global business model requires a clear understanding of the market conditions in the global marketplace. The aim of this study was to evaluate the effect of emerging market conditions on the key building blocks of Osterwalder’s business model canvas. Design/methodology/approach The paper explains the basic framework of Osterwalder’s business model and evaluation of relevant dimensions of emerging market characteristics and the effect of these dimensions on creating global business models in emerging markets. Findings Global business models in emerging market must evaluate and account for important market conditions, such as the power of non-governmental institutions, the effect of clientelism and prevalence of informal institutional flux. Practical implications When developing a global business model, researchers and managers should understand market conditions will not only shape the cost structure and revenue stream but also make a company to change its value proposition entirely. Originality/value The main value of this paper is recognizing and assessing the effects of emerging market conditions on Osterwalder’s business model framework.
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Umurzakov, Sardor. "Business Process Management in Financial and Non-Financial Institutions: Payment Process Modelling in Financial Flows Management." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 3, no. 5 (2017): 50–54. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.35.1006.
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Business process management is a progressively developing area of science, which is seen as the most modern and forward-looking innovative. Modern business operations remain highly dependent on IT solutions to steer the processes. Business process management solutions have been the clue for easing daily business operations. IT solutions have actively penetrated the working environment in all areas of business, especially the financial sector. It is beyond to imagine modern financial markets and institutions without IT software support. Not only billing, calculation and payment processes, even stock pricing, market analysis and risk monitor tools are fully computerized through business process modeling. This article studies the current role of business process management in the sample of internal payment and transaction in non-financial and financial firms.
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Ghaffari Fard, Rozita, Vijayta Fulzele, and Jitender Kumar. "NIVA: business expansion dilemma." Emerald Emerging Markets Case Studies 12, no. 4 (November 15, 2022): 1–31. http://dx.doi.org/10.1108/eemcs-12-2021-0404.
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Learning outcomes The purpose of this case is to expose readers to the dilemma of expanding domestically or internationally and simultaneously taking key decisions while expanding the business to the international markets. It could be a foundational case for understanding international expansion and growth strategies. After the case analysis, students would be able to: • understand the potential of the domestic market and the factors affecting the international expansion; • evaluate the various methods to enter an international market; • identify the challenges of expanding a business into emerging markets such as India; • analyze the various growth and expansion strategies in an emerging market such as India; and • assess the online promotion strategies in an emerging market. Case overview/synopsis NIVA, The Satin Collection, is a manufacturer and distributor of a luxury collection of silk and satin products. Founded in 2020, NIVA is based in Dubai with more than 1,000 customers. The products include silk bedding, silk sleepwear, fashion accessories and reusable satin masks, and they are made-to-order, custom-made and tailored locally in Dubai. Currently, all the operations are run and managed by the company’s founder, Purva. The only operation which is outsourced is the stitching process. The company is completely operating online and is currently promoting products only through social media platforms such as Instagram and Facebook. Purva is planning to expand her business. The two options are extending her existing operations in the UAE and expanding to other emerging markets, starting with India. Purva needs to decide on a suitable internationalization strategy to decide whether it is the right decision to enter the Indian market, including an entry and promotion strategy in her target market. In addition, she needs to decide whether to continue with NIVA’s current business model in India. There might also be additional possible challenges for NIVA in entering the Indian market. Complexity academic level Postgraduate MBA students, other graduate-level management programs and undergraduate-level students. Supplementary materials Teaching notes are available for educators only. Subject code CSS 5: International Business.
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Medias, Fahmi, Ahmad Muflih Akbar, Niko Hantoro, Ahmad Imaduddien Akmal, Ibnu Fajar, and Farizi Makruf. "PELATIHAN PEMASARAN PRODUK PASAR MELALUI MARKET PLACE DALAM RANGKA SEKOLAH PASAR BAGI PEDAGANG PASAR REJOWINANGUN MAGELANG." Jurnal Pengabdian Masyarakat Khatulistiwa 3, no. 2 (November 26, 2020): 61–66. http://dx.doi.org/10.31932/jpmk.v3i2.783.
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Rejowinangun Market which is located in the heart of Magelang City is one of the traditional markets that has historical attachment to the socio-economic development of the people of Magelang City. The inability of traditional markets to compete with modern markets is a problem that must be resolved immediately. One example of a problem that occurs in business management is the lack of use of online media to market goods in the market. Market schools for traders are implemented to provide solutions to these problems so as to improve the ability of traders in terms of business management and can market goods through online media, so that transactions between sellers and buyers can occur directly (in the market) and indirectly (online store) . Community empowerment through the Participatory Rural Apraissal (PRA) model is very effective in helping market traders improve competitiveness with modern markets. The results of this market school show that the implementation of business management for traders has a significant influence in increasing business profits, increasing market competitiveness by optimizing online stores for market traders 'products, and increasing the marketing mix of market traders' products.
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Hussain, Marwan Rajeh, Abduljalil Zainal, Wael Mohamed Elmedany, and Mohamed Waleed Fakhr. "Telematics Business and Management in Bahrain Market." Transport and Telecommunication Journal 14, no. 1 (March 1, 2013): 13–19. http://dx.doi.org/10.2478/ttj-2013-0002.
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Abstract The aim of this paper is to present and discuss issues related to the telematics business and management in Bahrain. Telematics is a part of Information and Communication Technologies (ICT), which plays a major role in the economic development of countries. Telematics applications are becoming increasingly important in modern transportation to increase reliability, safety and security of both vehicles and drivers. There are many applications for telematics; some of these applications are telematics for educations, telematics for health, and vehicle telematics. One of the most important applications of telematics is vehicle telematics, which includes vehicle tracking, fleet management, container tracking, trail tracking. In this paper we are focusing on vehicle telematics business and management in Bahrain market.
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Wu, Peng, Lei Gao, and Tingting Gu. "Business strategy, market competition and earnings management." Chinese Management Studies 9, no. 3 (August 3, 2015): 401–24. http://dx.doi.org/10.1108/cms-12-2014-0225.
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Purpose – The purpose of this study is to explore the relationships among business strategy, market competition and earnings management. Design/methodology/approach – This paper uses 2,037 Chinese A-share listed firms from 2010 to 2012 to test the research questions using regression analyses. Findings – The firms that follow cost leadership strategy (cost leaders) are more likely to have a higher level of real earnings management. The firms that follow differentiation strategy (differentiators) are less likely to use real earnings management. For cost leaders, the market competition further increases the level of real earnings management, whereas the level of earnings management of differentiators is not significantly impacted by the market competition. Practical implications – Results of this study indicate the feasibility of differentiation strategy in China and suggest that management should be encouraged to use such a strategy or to use a hybrid strategy to achieve its operational and financial goals. Originality/value – The study contributes to the research of earning management by providing evidence on that business strategy has significant impacts on earnings management. It also shows an incremental influence of market competition on earnings management through its impacts on business strategy.
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Torpishchev, T. R. "Marketplace: Business management in a bilateral market." Economics and Management 29, no. 1 (February 12, 2023): 45–53. http://dx.doi.org/10.35854/1998-1627-2023-1-45-53.
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Aim. The presented study aims to develop recommendations aimed at optimizing the entrepreneurial activity of a marketplace.Tasks. The author briefly describes the functioning of a marketplace; justifies the classification of the marketplace as a two-way platform; identifies and formalizes platform management tools; determines approaches to pricing; substantiates the need to choose different strategies depending on the stage of the marketplace lifecycle.Methods. Based on the performed analysis, the author uses Tirol and Roche's basic model of bilateral platforms, the concepts of subsidized pricing and price discrimination in combination with the basic methodological approaches of entrepreneurship theory.Results. Additions are made to the definition of the concept of marketplace, and the viability of considering it as a bilateral platform is substantiated. The study highlights and formalizes business management tools in the bilateral market, identifies the most effective approaches to pricing and substantiates the need to apply different strategies at different stages of the marketplace lifecycle. The author develops recommendations aimed at optimizing the entrepreneurial activity of the marketplace.Conclusions. Marketplace is actually a bilateral platform. At different stages of its lifecycle, different strategies are needed to optimize different indicators. It seems appropriate to use a subsidized pricing model.
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Kostel, Mykola V., and Anastasiia V. Samoilikova. "Innovation Strategy for Business: Financial Management Aspects." Mechanism of an Economic Regulation, no. 1 (2019): 71–78. http://dx.doi.org/10.21272/mer.2019.83.05.
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Nowadays business is risk-oriented and profit-oriented market activity, the mean of functioning in a market environment, at the same time conditioned by the specifics of a certain branch of the economy. Entrepreneurship is an integral part of the business, its innovative element. Innovation in business is the driving force of economic growth under unstable conditions of the present, requiring rapid adaptation to the dynamic changes of the socio-economic and political situation in Ukraine and abroad. The critical problem of innovation efforts enhancing is the absence of a proper innovation strategy concerned with financial risk and scarce financial capital. Moreover, the market is a stimulus for business development, and the shortage of financial resources (equity and debt) is its limit. In this article, we explore an essence and the role of the innovation strategy for business and its financial management aspects. We argue that the effectiveness of innovation activity depends, above all, on management effectiveness. There are a number of managerial tasks arise coming from peculiarities of innovative projects. The financial management is a key component of the management system of innovation strategies for business, which is very important for ensuring business efficiency under current market conditions. It plays the role of an important means of competition and maintaining a leading position in the markets of goods and services. A timely financial risk assessment of business and the capital structure formation for an innovation strategy are the main prerequisites for ensuring effectiveness. We offer a concept of the innovation strategy for business and, in particular, its financial management aspects. Key words: business, entrepreneurship, financial management, financial resources, financial risk, innovation, innovation strategy.
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Portovaras, Tetiana, Zhanna Harbar, Ihor Sokurenko, and Iuliia Samoilyk. "Management of small business entities." Independent Journal of Management & Production 11, no. 8 (May 1, 2020): 680. http://dx.doi.org/10.14807/ijmp.v11i8.1226.
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The purpose of the study is to identify the factors influencing the management of the activity of small businesses and to provide recommendations for its development through the resolution of crisis issues that prevent businesses from achieving strategic prospects and stable profits. The main factors for reducing the effectiveness of small businesses have been identified on the basis of the results of the questionnaire survey of one level of managers (small business directors), which should be taken into account in the formation of strategic management decisions and long-term development strategies. It is found that many of the factors are subject to managerial influence, which minimizes the negative impact on the performance of small business entities. The hypothesis that the main tool for stimulating small business development remains the state has confirmed with the help of research, but there is an urgent objective need to identify other factors that influence the activities of small businesses that impede their development and lead to closure. The study suggests that only a balance between the internal environment of small businesses and the regulatory framework of the state will allow them to work effectively in market conditions and provide the national economy with money. The authors present a position on the organization of a small business entity management system that reflects the links between processes and events in a market environment. The presented approach takes into account a number of elements of influence on a small business when forecasting its development in a strategic perspective. The results of the study showed that it is necessary to clearly identify the tasks at each stage of development of a small business entity, to form alternative models of its development by looking for ways to optimize activities and opportunities to avoid possible risks.
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KOVALYK, Oksana, Yana LEBED, and Viacheslav NAUMCHAK. "Management of international business development based on innovative technologies." Economics. Finances. Law 1/1, no. - (January 19, 2022): 5–7. http://dx.doi.org/10.37634/efp.2022.1(1).1.
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Introduction. Recent research in the field of international entrepreneurship suggests that the introduction of e-commerce can contribute to further growth for businesses by gaining opportunities to enter new markets and providing access to new customer segments. The purpose of the paper is to consider the possibility of managing the international activities of the enterprise on the basis of innovative technologies. Results. An important stage in the development of the enterprise is the introduction of innovative technologies for the sale of goods on the international market. There are five key areas to enter the international market through global e-commerce. Choosing the right market is an important issue that needs to be researched for the development of international business. When a company conducts its business abroad or enters new markets, the evaluation and selection of tools that can automate any aspect of internationalization will increase the chances of a quick return on investment. Localization of the site is not only the basis for acquiring and building long-term relationships with foreign customers, it is also the basis for expecting success at all levels of enterprise development in the international arena. When entering the international market, you need to determine whether you need to create your own store or use the special services for online sales. Both options have their advantages and disadvantages. Conclusion. Domestic companies have a huge potential to develop international markets through online technology. Creating your own online store on an international platform will significantly expand the range of consumers and generate significant profits, which in turn will develop the company's international activities. But it is necessary to approach this issue carefully and calculate all possible risks, as not many companies in Ukraine have such experience and it will be difficult to learn from the mistakes of others.
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Gashi, Rrezarta, and Arjanit Avdiu. "Strategic Management Application into the Small and Medium businesses in Kosovo." International Journal for Innovation Education and Research 3, no. 4 (April 30, 2015): 41–47. http://dx.doi.org/10.31686/ijier.vol3.iss4.346.
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Similar to majority of places around the globe that operate on part on free markets, Kosovo’s small and medium sized firms and companies struggle to catch up with close competition and against big companies on the other hand, though. Awareness of business people about the fast shifting and quick changes into the market made plenty of owners/entrepreneurs having different view of market they operate, particularly traditional trades which small and medium businesses are part of. The new perspective comprises the need for changes aiming moving personal firm towards cutting edge trends led by contemporary costumers’ tastes, demands and wishes. Fast shifting trends compel businesses insofar as they are required to deeply analyze and indentify both internal and external factors in order to survive and prevail as main objective. Based upon the choice they make, trades may decide staying small and earning big or growing and earning big too; therefore, every single business inescapably ought to find a strategy since merely luck isn’t enough to be relied urging for success. Not two markets can use the single strategy bearing numerous differentiations as in size, demography or economy. Coping with numerous issues business vendors should move forward and equip themselves with useful traits of sharp minded entrepreneurs, adaptive marketing managers, financially smart, long term forecasters, precise predictive and technologically savvy as common mandatory qualities succeeding in a complex market surroundings. Thought, kit of functional traits must be reckoned as proper solution for strategic managing operations of business an aim for long term achievements.
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Samli, A. Coskun, B. Charles Ames, and James D. Hlavacek. "Market Driven Management." Journal of Marketing 54, no. 2 (April 1990): 116. http://dx.doi.org/10.2307/1251877.
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Prince, Christopher, and Graham Beaver. "University Business Schools 2 Business." Industry and Higher Education 17, no. 4 (August 2003): 241–49. http://dx.doi.org/10.5367/000000003101296927.
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There is a substantial and growing body of evidence to suggest that organizations are increasingly recognizing the importance of individual and group learning and knowledge management as ways of attaining competitive advantage (Thomson et al, 2001). A consequence of this phenomenon is the growing demand for management education and training, and this is increasingly linked with the imperative of integrating management development with other organizational systems and processes to ensure their effectiveness in delivering business goals. This paper analyses this trend from the perspective of a ‘new university’ business school (‘new universities’ are the post-1992 universities in the UK, created by the demise of the polytechnics and their subsequent transfer to university status). The authors suggest and identify potential market development opportunities and highlight the competencies required by business schools if they are to compete successfully in this potentially profitable, yet increasingly competitive market. The significance of the corporate education market should not be underestimated. The UK Association of Business Schools (1997) estimated that this kind of activity accounted for up to two-thirds of the programmes offered by its members in their provision.
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Hutareva, Yuliia, and Kateryna Havrylova. "Application of international outsourcing as an innovative tool in enterprise management." Economic journal Odessa polytechnic university 2, no. 16 (February 23, 2021): 34–39. http://dx.doi.org/10.15276/ej.02.2021.4.
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In the modern world, the problems of the competitive ability and the effectiveness of businesses are extremely important. Because of the dynamic development in the external and internal market, only the enterprises that opt for the innovative approach in their business, implement new technologies and analyze the modern demands and market trends can reach success. For the Ukrainian market, the most successful and promising business-model is outsourcing
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Guo, J. "Business-to-business electronic market place selection." Enterprise Information Systems 1, no. 4 (November 2007): 383–419. http://dx.doi.org/10.1080/17517570701648109.
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Ilyin, S. Yu, O. V. Krasnyanskaya, O. B. Gaiman, A. A. Sigankov, and A. V. Bykova. "Management of the market business sustainability in the modern business environment." E3S Web of Conferences 208 (2020): 03061. http://dx.doi.org/10.1051/e3sconf/202020803061.
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The article is devoted to the author’s approach to the formation of management indicators of market sustainability of modern business. The approach is focused on the classical understanding of the market mechanism, which has its own patterns at the current stage of management development, characterized by the high importance of social and ethical marketing, a set of technological costs in the field of production, sales, product promotion and beneficial impact to all community groups. In the course of the study, the resulting and factor indicators were considered: change in income and expenses, direct and indirect ratio of income and profit to process costs for production, sales of products, expenses for corporate social responsibility (strengthening of social well-being as a result of ongoing business activities). These relation-ships between changes in income and expenses were plotted through a combination of their various types (additive, multiplicative, multiple), which help to identify the degree of influence of each factor indicator (element of process costs for marketing activities) on the resulting indicators and take measures to maximize the result and minimize such costs using the computational-constructive method in its interaction with individual elements of mathematical analysis. The material is useful for entrepreneurs of all spheres and branches of activity, people employed in educational and scientific institutions, specializing in economic and management re-search and disciplines, and their students.
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Gashi, Rrezarta. "STRATEGIC MANAGEMENT APPLICATION during the ENTRANCE and BUSINESS DEVELOPMENT in FOREIGN MARKETS – KOSOVO MARKET CASE." European Journal of Social Sciences Education and Research 1, no. 1 (May 1, 2014): 185. http://dx.doi.org/10.26417/ejser.v1i1.p185-191.
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FDI (Foreign Direct Investments) are very important for many businesses worldwide including Kosovo as a country which is seeking for foreign investors to get healed from distraction of the past. Due to the capacity and purchasing power it has, market of Kosovo can be attractive for small and middle businesses intending to invest. Best options prospering in this sort of market, similar to Kosovo market, is by building of partnership or emerging businesses between foreign investors and domestic businesses as the best alternative for both parties. I would stress out the Kosovo market has potential for foreign companies to use the strategic management in order to expand their businesses, in this case in close cooperation or any kind of partnership with local companies by using opportunity in doing business in the field of distribution, representation and sales. Foreign interested companies intending to invest in Kosovo can use the strategic management in the field of operation such are: Distribution – usage of distribution strategies by getting into the partnership with domestic companies, Representation – practicing strategic planning of products offering in partnership with local businesses, Sales – can be mingled experience of companies which operate in Kosovo with best practices from other markets. This combination can afford reaching strategy planes effecting on better sales and aligning the company politics for: Logistic marketing – appropriate for current market of operation, Storage of goods – using the warehouses of partners or distributors, Transportation – using the vehicles of transport that partners are working with according to the agreement between partners – investor and native businesses- about the obligation and expenses for goods transportation.
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Wahyudi, Muhammad Iwan, Bagus Tripama, Henik Prayuginingsih, and Taufik Timur Warisaji. "Diversifikasi Produk Olahan Jamur Tiram untuk Menunjang Perekonomian Masyarakat di Kabupaten Jember." Agrokreatif: Jurnal Ilmiah Pengabdian kepada Masyarakat 7, no. 1 (March 23, 2021): 13–21. http://dx.doi.org/10.29244/agrokreatif.7.1.13-21.
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The Stimulus Community Partnership Program (SCPP) activities aims to support oyster mushroom farmers in Jember by improving skills and knowledge for diversifying oyster mushroom processing, building networks and markets, stimulating capital, and improving business managerial which are the main problems of partners in developing their businesses and economies. The SCPP activity method uses capacity building with a community driven development approach which is based on activities that are cognitive, affective, and psychomotor in the context of added value products and oyster mushroom business management including marketing to increase income and partner economy. The results of SCPP are in the form of improving partners' skills in processing oyster mushrooms into 5 prospective products that are needed by the market. In addition, increasing skills in business management starting from planning, organizing partne r members, evaluating product quality, simple bookkeeping, opening online/offline market access as well as strengthening capital in the procurement of production infrastructure are the next outputs of the service activities carried out. This program has been able to solve partner problems in improving the skills of diversifying oyster mushroom processing into processed products that have high prospects in the market. Improved business management and access to new markets, especially online, as well as injections of capital into fresh energy for partners and members to develop their businesses and economies.
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Rod, Michel R. M., Sarena E. Saunders, and Tim Beal. "Knowledge Management in a Business-to-Business Context: An Indian Exemplar?" Journal of Information & Knowledge Management 08, no. 03 (September 2009): 267–73. http://dx.doi.org/10.1142/s0219649209002385.
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A conceptual framework originating within the Operations Research literature is presented as a means of informing researchers about how they might better understand and exploit knowledge management/sharing/transfer in business-to-business knowledge networks. Preliminary analysis of a recent Indian case study supports the utility of this framework through the identification of facilitators (information systems, mediators) and barriers (distance, organisational) to successful knowledge flow between organisations both domestically and internationally. The ongoing challenge is to increase our understanding of how firms can better balance knowledge protection and sharing such that managers involved in these inter-organisational exchanges can maximise the benefits to both sides of the dyad; especially in emerging markets such as India with different market characteristics, institutional development and business customer behaviours.
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TADI, DIANA PLANTI, and MAJA DAWIDOWSKY MAMI. "MARKET RESEARCH IN FUNCTION OF BUSINESS PROCESS MANAGEMENT." International Journal of Management Cases 13, no. 4 (January 1, 2011): 279–85. http://dx.doi.org/10.5848/apbj.2011.00137.
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Hussain, Marwan Rajeh, Abduljalil Zainal, Wael Mohamed Elmedany, and Mohamed Waleed Fakhr. "Telematics Business and Management in the Bahrain Market." International Journal of Technology Diffusion 3, no. 3 (July 2012): 13–21. http://dx.doi.org/10.4018/jtd.2012070102.
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The aim of this paper is to present and demonstrate the main challenges and obstacles facing Telematics companies entering the market in Bahrain. Telematics is part of Information and communication technologies (ICT) which plays a major role in the economic development of countries. However, there are many obstacles and challenges facing new businesses that venture into the small market of Bahrain; e.g. the small market size, competition and lack of financing channels (e.g. venture capital).
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Anderson, James C., and James A. Narus. "Business Market Management: : Understanding, Creating, and Delivering Value." Journal of Business and Industrial Marketing 14, no. 3 (March 1, 1999): 76–80. http://dx.doi.org/10.1108/08858629910272265.
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Wang, Hongjian, Qingyuan Li, and Yana Chen. "Earnings management, business cycle, and product market competition." China Journal of Accounting Studies 3, no. 2 (April 3, 2015): 136–57. http://dx.doi.org/10.1080/21697213.2015.1023694.
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Al-Ansaari, Yahya, Hakim Bederr, and Chuanhai Chen. "Strategic orientation and business performance." Management Decision 53, no. 10 (November 16, 2015): 2287–302. http://dx.doi.org/10.1108/md-01-2015-0034.
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Purpose – The purpose of this paper is to examine the role of strategic orientations (technology, alliance, and market orientations) of small and medium-sized enterprises (SMEs) in an emerging market, namely Dubai in the United Arab Emirates. Design/methodology/approach – Drawing upon data from 200 Dubai SMEs, this study uses a structured survey that was developed from a methodical literature review. Both descriptive and inferential statistics were used to evaluate the findings. Findings – The findings revealed that market orientation has a positive effect on business performance compared to technology and alliance orientations within SMEs in the Dubai marketplace. Research limitations/implications – This study offers SMEs a better understanding of their strategic orientations to enhance business performance. However, this study is limited to only SMEs operating in the Dubai marketplace. Future research could also look at other markets and use qualitative research methods. Originality/value – This study provides important insights that could guide SMEs in their understanding of strategic orientations and the benefits for business performance. These findings reinforce the growing empirical evidence of the positive effect of market orientation, as being a strategic direction for SMEs, on business performance.
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Silver, Lars, Nicolaus Lundahl, and Björn Berggren. "Revisiting control aversion: the role of financiers in connecting entrepreneurs to the marketplace." Journal of Small Business and Enterprise Development 22, no. 3 (August 17, 2015): 417–32. http://dx.doi.org/10.1108/jsbed-04-2014-0064.
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Purpose – The purpose of this paper is to investigate the effects of small business entrepreneurs’ relinquishment of control aversion and the impact of their interaction with external financiers on market connection. Design/methodology/approach – Questionnaires were sent to the chief executive officers of small businesses in the manufacturing and professional services sectors. A total of 459 valid responses were analyzed in a structural equation model. Findings – The attitude of small business entrepreneurs in relying on financiers’ advice is marked by control aversion. This fear of losing control creates information asymmetry, which in itself leads to decreased financing opportunities for small business entrepreneurs. The results of the study suggest that small firms seeking the aid of financiers will be provided with substantial additional information about the market. Issues pertaining to supply seem to be less relevant than those relating to demand, thus indicating that greater focus should be placed on the investment readiness of small businesses. Originality/value – This study emphasizes the importance of the role of attitudes among SMEs in understanding capital market failure and credit rationing.
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Zachary, Miles A., Aaron McKenny, Jeremy Collin Short, and G. Tyge Payne. "Family Business and Market Orientation." Family Business Review 24, no. 3 (February 20, 2011): 233–51. http://dx.doi.org/10.1177/0894486510396871.
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Market orientation refers to the collection, dissemination, and utilization of market information that promotes a sustainable competitive advantage. Despite the contribution of the market orientation construct to both the strategic management and marketing literatures, little attention has been devoted to exploring how market orientation relates to family businesses and how these relationships might differ from nonfamily businesses. To address this gap and stimulate further research in this area of inquiry, this study develops and validates a market orientation measure using content analysis of CEO letters from the S&P 500 and tests for differences between family businesses and nonfamily businesses.
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Sharma, Arun, and Subhash Jha. "Innovation from emerging market firms: what happens when market ambitions meet technology challenges?" Journal of Business & Industrial Marketing 31, no. 4 (May 3, 2016): 507–18. http://dx.doi.org/10.1108/jbim-12-2014-0265.
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Purpose Western business-to-business firms are under increasing competition from firms in emerging nations. As examples, Mindray in medical devices, LiuGong in earth moving equipment, Tata motors in Buses and Suzlon in Wind turbines are emerging as strong competitors in their industries. Yet despite increased competition from emerging nation firms, insufficient research has examined the growth of these firms, specifically in the areas of technology and innovation development processes. The purpose of this study is to examine how emerging nation business-to-business firms that have global ambitions achieve technology competence. Design/methodology/approach The authors examined several case studies on emerging market business-to-business firms that have moved to global markets and highlight the following five: LiuGong China (excavating products), Mindray China (medical equipment), Suzlon Energy India (wind generators), Tata Motors Buses India and BYD Auto China (batteries to electric cars). The firms are in business-to-business markets, except for BYD China that emerged as a business-to-business battery supplier but is currently in both business-to-business and business-to-consumer markets. Findings The authors find that firms in emerging markets that have global ambitions follow different approaches to innovation development processes from conventional theories and assumptions held by scholars and practitioners in Western developed countries. Our cases suggest that firms follow the proposed progression: domestic markets – internally developed technology; domestic markets –acquired technology; and finally to, global markets – acquired technology. Researchlimitations/implications The authors contribute to research in three areas. First, they suggest that the innovation development process for emerging market firms is different from the Western world. Second, they provide a framework of innovation development process that can be tested in multiple environments. Third, this study suggests a deeper examination of the longitudinal development of business-to-business firms, an area that has received less attention. Practicalimplications The authors suggest that firms need to better track their competition from emerging nations because emerging nation firms can quickly acquire technology to become strong competitors. Originality/value Extant research has not examined these issues.
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Puzyrova, Polina V. "USING BENCHMARKING TO FACILITATE EFFECTIVE BUSINESS DEVELOPMENT MANAGEMENT." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 143, no. 1 (July 14, 2020): 69–78. http://dx.doi.org/10.30857/2413-0117.2020.1.7.
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The article seeks to explore the need for benchmarking as a management tool to facilitate effective doing business and its further development in the context of increased dynamism of the market environment in Ukraine while ensuring sustainable competitive market positions and entry of domestic products and companies into world markets, which in turn, fosters continuous product improvement, promotes business development and assumes a range of strategic actions to enhance competitiveness in the future. It is argued that to achieve long-term business success, stakeholders should obtain reliable information on their major competitors to gain business development efficiency and select an optimal management framework. From this perspective, benchmarking is viewed as a good method to gain a competitive edge. Within the scope of the study, benchmarking is a process of multifaceted comparison and evaluation of a particular company against others, the ones that have achieved better success, or have become leaders in the same industry or in other sectors. Today, benchmarking has evolved into an integral element in a management paradigm of effective business development and part of its strategic management practice to enhance the activity outcomes of any enterprise wishing to outperform their competitors and to be resistant to changes in external and internal environment. In modern realia of small and medium-sized business development, it is rather challenging to maintain their competitive positions in the market which makes businesses consistently search for new effective methods to increase their profitability, competitiveness, as well as work out better management policies and more efficient development scenarios. Undoubtedly, top managers, businessmen, business owners and other stakeholders are keen to have information on the methodology and tools of running and managing their businesses and forecast the performance outcomes. Nowadays, it is critical that benchmarking analysis is congruent with the overall business strategy aimed at effective company development and management, which ultimately will help to pin down and use the key success factors. Benchmarking technology is a promising tool to boost business opportunities as well as to track the latest trends and innovations in the production of goods and services raising the product quality subject to international standards requirements. Thus, driving the focus towards better business management and its effective development, the study suggests the following action plan to be implemented: to evaluate the internal potential; to forecast future development in the selected business areas; to provide a comparative assessment against the reference benchmarks; to substantiate target values of the desired business performance parameters taking into account the available potential and the key competitors’ achievements; to structure business goals according to the functional elements in business operational areas; to elaborate a range of measures to ensure gaining a leading position including the design of new innovative approaches and the current business process improvement plan.
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Simonov, K. V. "Economic Exchanges Management in the Exhibition Bilateral Market." Management Science 10, no. 1 (April 22, 2020): 22–35. http://dx.doi.org/10.26794/2404-022x-2020-10-1-22-35.
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The slowdown in Russian economy caused a drop in demand for exhibition business services. Operating in the segment of trade fairs organizing companies faced a decrease in the intensity of economic exchanges due to the outflow of customers. The paper considers modification of the exchange management in order to intensify the latter. The research methodology bases the provisions of the theory of bilateral markets, theories of management, marketing and logistics, methods of analysis and synthesis, as well as on the experience of exhibition activities. As a result of the study: the expediency of application by linear companies-organizers of the business model “two-sided market” was justified; the interpretation of business model determined by two-component functional two-stage system was given when the platform (service) is prepared within the linear fragment and then the main fragment turns on — two-sided market, providing intensification of exchanges management by means of asymmetric pricing strategies and network effects. Recommendations are formulated for practitioners who are puzzled by the problem of economic exchanges intensification. The combination of these theoretically and practically significant results develops the theory of two-sided exhibition markets, as well as provides scientific support in the format of recommendations and descriptions of tools that help exhibition business practitioners cope with the problem of managing economic exchanges.
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Ivanović, Vanja, and Vanja Vejzagić. "RISK MANAGEMENT THROUGH HEDGE FONDS." Tourism and hospitality management 11, no. 2 (December 2005): 155–61. http://dx.doi.org/10.20867/thm.11.2.14.
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Hedge fonds are always provoking various questions that arise from the fact that hedge fonds can do business with less assets than banks but still have larger influence on the markets. Skilful and explicit use of off-balance-sheet instruments gives them much larger influence on the market that their assets can suggest. Change of positions on the market that causes changes in prices is the main characteristic for this kind of fonds and this causes debates about all kinds of speculations and various analysis of the financial market.
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Mandhachitara, Rujirutana, and Siriporn (NaPombhejara) Allapach. "Small business performance in Thailand: key success factors." Journal of Research in Marketing and Entrepreneurship 19, no. 2 (October 16, 2017): 161–81. http://dx.doi.org/10.1108/jrme-06-2016-0018.
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Purpose This paper investigates how affirmative leadership management styles, market orientation and marketing intelligence drive the performance of small business enterprises in Bangkok, Thailand. Design/methodology/approach Small business performance is a formative measurement consisting of financial and marketing metrics. Other constructs are reflective. Some 200 manager-owners of small businesses were interviewed. The authors use structural modeling, partial least squares (PLS). Research limitations/implications The data were collected from two of 50 districts in Bangkok. The study is cross-sectional. Performance measures were self-reported. Practical implications Building and exercising affirmative leadership skills and behaviors in small business operations is crucial. Small businesses should focus their recruitment on this quality. Affirmative leaders must create and promote a systematic approach to gathering and analyzing market intelligence on customers and competitors and utilize this strategically. Originality/value This empirical paper establishes two important mediating roles of market orientation. First, affirmative leadership is necessary to motivate a market-oriented enterprise in its successful performance. Second, marketing intelligence contributes to business performance when it is driven by market orientation.
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Kolot, Anatoliy, and Oksana Herasymenko. "Market, state and business in coordinates of the new economy." Problems and Perspectives in Management 15, no. 3 (September 19, 2017): 76–97. http://dx.doi.org/10.21511/ppm.15(3).2017.07.
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The formation of the new economy, which is replacing the industrial economy and has a multi-vector dimension1, causes deep transformations in all spheres of social existence, leads to the emergence of new forms and methods for organizing interactions between institutions that function in the area of socio-economic development. The relevance of the study is caused by the necessity of theoretical and applied substantiation of the new subjective composition and network interaction of these institutions. The scientific and practical significance of the research is to substantiate the formation and development of modern institutions and to establish a new format for their interaction within the framework of the new economy. The results of the study are aimed at identifying the latest trends in the modernization of institutes’ functions in the triad “market – state – business”. The subject of the study is the theoretical and applied principles of the social phenomenon “market – state – business”. The methodological basis for achieving this goal is systematic and interdisciplinary approaches to the study of redistribution of roles among these institutions and the improvement of their interaction in the process of ensuring sustainable development. The purpose of the research is a scientific and theoretical substantiation of the new configuration of the social phenomenon “market – state – business”. The principal position of the authors is their belief that a new interpretation should be given if not to all, but to the majority of categories and concepts that reflect the phenomena and processes occurring in the chain “market – state – business”. There is a need for a new, unorthodox, unconventional understanding of most of the phenomena and processes associated with the functioning of the leading institutions of the economy and society. The article presents the authors’ view on the contemporary role of each of the mentioned institutions, their interaction in the process of ensuring sustainable development. Particular attention is paid to the substantiation of the transformation of functions of the state and business under the current conditions. The authors demonstrate that the contemporary role and place of the leading institutions, which have to ensure sustainable development, need a new understanding.
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Adams, Kendall, and David J. Morris. "Market Power and Business Strategy." Journal of Marketing 62, no. 2 (April 1998): 128. http://dx.doi.org/10.2307/1252167.
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Sin, Leo Y. M., Alan C. B. Tse, Oliver H. M. Yau, Jenny S. Y. Lee, Raymond Chow, and Lorett B. Y. Lau. "Market Orientation and Business Performance." Journal of Global Marketing 14, no. 3 (December 7, 2000): 5–29. http://dx.doi.org/10.1300/j042v14n03_02.
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Rico Nur Ilham, Intan Eliana Putri, Fitri Randini, and Naila Salsabila Kusayuningrum. "INTERNATIONAL OPERATIONS MANAGEMENT IN INDIA." International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) 2, no. 7 (June 30, 2023): 649–54. http://dx.doi.org/10.54443/ijset.v2i7.231.
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International Operations Management in India is becoming an increasingly important aspect in today's global business era. India, as one of the largest economies in the world, offers significant business opportunities for international companies. However, managing business operations in India also presents various challenges that need to be overcome. In facing this challenge, companies must adopt an effective strategy. The strategy includes local customization, deep understanding of the Indian market, development of local partnerships and the use of advanced information technology. In addition, it is also important to build good relations with the government, business partners and the local community. Through implementing the right strategy, companies can optimize their business operations in India. This includes efficiency in the supply chain, product and service quality improvement, product innovation relevant to the Indian market, and adaptation to consumer needs and local preferences. Management of international operations in India is a complex challenge but also offers great opportunities for companies. In dealing with these problems and optimizing the potential of the Indian market, companies need to adopt strategies that are adaptive, innovative and sustainable. Thus, companies can successfully manage their international business operations in India and gain a competitive advantage in this dynamic market. Management of international operations in India is a complex challenge but also offers great opportunities for companies. In dealing with these problems and optimizing the potential of the Indian market, companies need to adopt strategies that are adaptive, innovative and sustainable. Thus, companies can successfully manage their international business operations in India and gain a competitive advantage in this dynamic market. Management of international operations in India is a complex challenge but also offers great opportunities for companies. In dealing with these problems and optimizing the potential of the Indian market, companies need to adopt strategies that are adaptive, innovative and sustainable. Thus, companies can successfully manage their international business operations in India and gain a competitive advantage in this dynamic market.
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SAKUN, LESIA, IEVGEN BURIAK, LІUDMYLA RIZNICHENKO, and BOHDAN VIELKIN. "STRATEGIC CHANGES MANAGEMENT IN OPERATING ACTIVITIES OF THE ENTERPRISE BASED ON MANAGEMENT OF BUSINESS PROCESSES." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 300, no. 6 (December 3, 2021): 73–79. http://dx.doi.org/10.31891/2307-5740-2021-300-6-13.
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In order to ensure sustainable development and efficiency, domestic enterprises must respond actively to threats of the internal and external environment, address market challenges, adapt to change, and manage market pressures. Business process management is a necessary component of manufacturing and strategic management to achieve the business goals of the modern enterprise. The article considers the current methods of business process management. Using a machine-building company as an example, the stages of change management were examined. The directions of strategic changes in operating activities in accordance with the principles of adapting business processes to market conditions to improve the efficiency of the management system and realize the enterprise’s main business objectives are developed. According to the article, business process management can be leveraged as a key component of strategic change. Based on scientific approaches, the essence of business process management is evaluated based on efficiency and effectiveness. An article presents evidence for introducing strategic changes in the activity of automobile manufacturing enterprises and indicates key directions for optimizing operational efficiency. An optimization department has been created to effectively interact with production units as part of the «Lean production» Project in AutoKrAZ. Modern production concepts for the operation of domestic machinery will help to keep the state of the business up-to-date, improve its performance, and ensure a competitive position in the markets. Based on scientific approaches the essence of business process management on the basis of efficiency and effectiveness is formulated. The article substantiates the introduction of strategic changes in the activity of automobile manufacturing enterprise and suggests the directions of optimization of operational activity. In order to optimize operational processes, a scheme of interaction of administrative subdivisions of automobile manufacturing enterprises was developed.
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Casson, Mark, and John S. Lee. "The Origin and Development of Markets: A Business History Perspective." Business History Review 85, no. 1 (2011): 9–37. http://dx.doi.org/10.1017/s0007680511000018.
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The origins of the market are obscure, but substantial documentary evidence survives from the eleventh century onward, when chartered markets and new towns were established across Western Europe. The expansion of the market system is important for business history because it created new opportunities for business growth. There has been no systematic literature review on market evolution since Henri Pirenne and Raymond de Roover, and this article attempts to fill the gap. It shows that successful markets were regulated–often by civic authorities–to maintain a reputation for reasonable prices and quality control. Markets were located at both transport hubs and centers of consumption, even when the latter were quite remote. However, as transport and communication costs declined, shakeouts occurred and only the larger markets survived.
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Shams, S. M. Riad. "Stakeholder Relationship Management in Online Business and Competitive Value Propositions." International Journal of Online Marketing 6, no. 2 (April 2016): 1–17. http://dx.doi.org/10.4018/ijom.2016040101.
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In one hand, marketers have privileges to obtain additional information about their target markets through the online businesses. On the other hand, customers and other stakeholders have an enormous flow of information to compare between competitive value propositions, available in the market. In this market competition, understanding the customers' and other stakeholders' value anticipations would be a central success factor for marketers to prolifically develop competitive value propositions, based on understanding the customers' and other stakeholders' needs, wants and expectations. Stakeholder relationship marketing has a history, as well as further potentials to understand stakeholders' value anticipations. From this context and based on an inductive constructivist approach, this study develops insights and proposes a conceptual framework on how various sports organizations manage their stakeholder relationships through their online business platforms, in order to design and deliver competitive value propositions.
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Gitsham, Matthew, and Timothy S. Clark. "Market demand for sustainability in management education." International Journal of Sustainability in Higher Education 15, no. 3 (July 7, 2014): 291–303. http://dx.doi.org/10.1108/ijshe-12-2011-0082.
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Purpose – This paper aims to contribute to the ongoing debate about the relevance of sustainability in management education through exploration of the needs and expectations of a key group of business schools’ stakeholders – senior executives of leading corporations. Design/methodology/approach – The paper presents findings from a survey regarding sustainability within management education returned by executives from a wide span of global companies. The study includes 194 survey responses by senior executives from companies that are signatories of the United Nations Global Compact. Findings – Results from a survey of executives from leading multinational enterprises reveal widespread recognition that sustainability issues are increasingly important for effective management, thus that managers must be appropriately trained for these emerging challenges. Survey results also indicate the kinds of skills and qualities seen as valuable by corporate leaders. Research limitations/implications – It is not possible to extrapolate from this study the aggregate sentiment of all senior business executives, but the sample of 194 respondents is significant. Practical implications – The expressed demand from business leaders provides context for business school faculty and administrators involved in the development of appropriately trained professionals. Originality/value – The study provides indication of demand from a significant subset of influential executives, providing support for the on-going progress of the integration of sustainability topics and training in the curricula of business and other fields.
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Arsić, Siniša, Koviljka Banjević, Aleksandra Nastasić, Dragana Rošulj, and Miloš Arsić. "Family Business Owner as a Central Figure in Customer Relationship Management." Sustainability 11, no. 1 (December 23, 2018): 77. http://dx.doi.org/10.3390/su11010077.
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This paper presents theoretical and empirical research on the activities and attitudes of a family business owner regarding marketing as a business function. The development of successful business relationships of a family business is tightly connected with the activities of the business owner. The theoretical review examined numerous family and non-family business studies by analyzing the existing paradigms of marketing management as a whole. The empirical research, surveying 420 family businesses in Serbia, defined the overall role of the family business owner in customer relationship management regarding business-to-business (B2B) and business-to-consumer (B2C) relationships. Key findings suggest that the main difference in customer relationship management (CRM) between family and non-family companies is related to B2B relationships, which the family business owner is heavily involved in managing, in terms of invested time and responsibility. Future research should cover aspects of internationalization (to regional markets) because it is essential to cross-examine regional with local contacts of a family business owner, to provide full comprehension of the complexity of market relationships in a family business environment.
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Tarasov, A. "Management Issues in Loan Syndications Banking." Review of Business and Economics Studies 7, no. 3 (September 30, 2019): 37–44. http://dx.doi.org/10.26794/2308-944x-2019-7-3-37-44.
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This article covers the key management issues in the loan syndications banking business. A syndicated loan is provided to a borrower by a group of commercial or investment banks. The global syndicated loan market is from one perspective, the primary funding source for corporations and on the other — one of the leading businesses for the global banks. There exist some unique challenges that must be responded by banks from a managerial and strategic perspective to establish and maintain leadership in the important business due to the features, structures, and industrial organisation of the market. We first consider how the loan syndications business is structured in a global bank, its functions and competitive advantages. Then we discuss the ways banks can implement an effective strategy and maintain leadership and growth in the market. Finally, we propose solutions to dealing with commoditization in banking: (i) adding more value-added services to the client offering; (ii) bundling of services in order to realize cross-selling opportunities and maximize share-of-wallet; (iii) further segmentation and customization of the client base (by industry/relationship/services consumption). By adopting these strategies, banks can successfully fight the commoditization magnet and increase the profitability of their loans syndications businesses.
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Pankaj Agarwal. "Management Training and Employment: An Empirical Analysis of Management Institutes." TEST Engineering & Management 82 (January 1, 2020): 18042–54. http://dx.doi.org/10.52783/testmagzine.v82.14589.
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The study seeks to identify those difficulties and offer novel perspectives on them as well as potential solutions. This research aims to quantify the perception gap between recruiters, academics, and MBA graduates with regards to the importance of twenty employability skills. Professionals in today's business world need competitive skills to thrive in the face of intense competition. An MBA is widely regarded as a crucial instrument for capturing market share, expanding customer databases, and reaching new heights of business success. One solution to the problem of high unemployment is for someone with business and technical know-how to start their own company. Large corporations have also been seeking capable managers in order to capitalize on expanding international markets.
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Szymanski, David M., Sundar G. Bharadwaj, and P. Rajan Varadarajan. "Standardization versus Adaptation of International Marketing Strategy: An Empirical Investigation." Journal of Marketing 57, no. 4 (October 1993): 1–17. http://dx.doi.org/10.1177/002224299305700401.
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An issue debated frequently in the international marketing literature centers on whether a business should pursue a strategy that is standardized across national markets or adapted to individual national markets. Of the two aspects relating to standardization of marketing strategy across national markets—(1) standardization of the pattern of resource allocation across marketing mix variables integral to a business's marketing strategy and (2) standardization of the strategy content with respect to individual marketing mix variables—the latter has been the subject of numerous conceptual articles. However, there is a relative dearth of empirical studies on both issues. To partially fill this void, this study addresses empirically the question of the standardization of the pattern of resource allocation among marketing mix variables across national markets. The question is addressed by examining whether competitive strategy and industry structure variables affect market share and business profits similarly or dissimilarly across Western markets, that is, the U.S., U.K., Canada, and Western Europe. The results reveal that with few exceptions, the effects of competitive strategy and market structure variables generalize across these markets. The study findings provide insights into both the merits of standardizing the strategic resource mix across Western markets and the competitive strategy and market structure variables that are major explanators of business performance across Western markets.
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Arundhati, Arman-Preety. "Impact of Strategic Alliance Management on Competitive Advantage among Financial Institutions in India." Journal of Strategic Management 6, no. 4 (June 12, 2022): 1–15. http://dx.doi.org/10.53819/81018102t4052.
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More studies indicate that businesses becomes very competitive in an emerging market when they give importance to innovative activities that build their reputation in the market environment. Essentially, the key reason for innovativeness is the desire of firms to obtain increased business productivity and increased competitive edge and the ultimate goal of strategic alliance is to improve business productivity. Strategic alliance management is critical for firms that are in pursuit of improved productivity and their reward is often an increase in their profits and their market share. Process of strategic alliance management is strongly associated with organizational learning and refers to ability of organization to generate, accept and implement new ideas, processes, products or services. The primary goal of process strategic alliance is to generate a notable increase in productivity or to drive down costs significantly. This approach can help organizations achieve major reductions in process cost, improvements in quality, service levels and other business objectives. Strategic alliance management is contributor to creation of new markets and products for the market, however even after the benefits of strategic alliance management has been established the impact of strategic alliance management on productivity of Businesses has remained misunderstood. The study adopted the use of mixed method approach research design which is the application of both qualitative and quantitative approaches. The study used a desk study review methodology where relevant empirical literature was reviewed to identify main themes. Result findings from literature-based review indicated that strategic alliance had positive and significant influence on the productivity of businesses. It was recommended that strategic alliance information should be available particularly to regulatory and advisory bodies for guidance to the Businesses on the need to craft and employ sound strategies geared towards continuously embracing innovativeness since strategic alliance leads to improved financial productivity. Keywords: Product Strategic alliance, Service Strategic alliance, Productivity.
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Петрова, Елена, Elena Petrova, А. Родюков, and A. Rodyukov. "Information Technologies for Business Process Management." Journal of Management Studies 4, no. 9 (August 30, 2019): 62–75. http://dx.doi.org/10.12737/article_5d68d5afd6d915.99717997.
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Mishra, Anurag, and M. Akbar. "Parenting Advantage in Business Groups of Emerging Markets." Vision: The Journal of Business Perspective 11, no. 3 (July 2007): 1–10. http://dx.doi.org/10.1177/097226290701100302.
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The concept of parenting was originally proposed by Campbell et al (1995) in the context of conglomerates in developed economies. In contrast to the divisional structure of conglomerates in developed countries, business groups as found in most emerging consist of a network of affiliated yet independent firms. This difference in the structure of multi-business firms in developed and emerging markets solicits a revisiting the concept of parenting as originally proposed by Campbell et al. (1995). Does ‘parenting advantage’ exist in emerging markets? If so, what are the sources of ‘parenting advantage’? Given the multi-firm, multi-business group affiliated setup how does ‘parenting’ differ in emerging markets when compared to conglomerates of developed economies? How does the business group structure and associated managerial practices impact ‘parenting advantage’ of firms affiliated to a business group in emerging market? This paper examines some of these critical yet unanswered questions. The contribution made in this work is threefold… One, we redefine the concept of ‘parenting’ as relevant to business group structure found in emerging markets like India. Two, we articulate the drivers of parenting value for affiliate firms bound in a business group structure. Three, the paper discusses the nuances of parenting and its advantages in an emerging market, in contrast to its conceptualization in developed economies. Finally, extending the parenting literature to a wider context of an emerging market is an important outcome of this work.