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Kippenberger, T. "Business unit strategy and acquisitions." Antidote 3, no. 2 (March 1998): 12–14. http://dx.doi.org/10.1108/eum0000000006375.
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Seifzadeh, Pouya, and W. Glenn Rowe. "The role of corporate controls and business-level strategy in business unit performance." Journal of Strategy and Management 12, no. 3 (August 19, 2019): 364–81. http://dx.doi.org/10.1108/jsma-10-2018-0114.
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Purpose Corporate controls are mechanisms that corporations use to ensure that the processes and/or outcomes of their business units meet corporate expectations. Challenges in measurement of corporate controls have led many researchers to operationalize them as part of the more ambiguous corporate effects construct, instead of addressing them separately. The purpose of this paper is to examine the significance of “fit” between corporate control mechanisms and business unit strategy in performance of business units. Design/methodology/approach The authors use ordinary least squares regression analysis on data collected between 2010 and 2012 from surveys from managers of 142 Iranian corporations and 1,822 of their subsidiaries. The authors also use financial and market data collected by an IDRO division and accessed through partnership in a joint project. Findings The authors found that while the fit between business unit strategy and corporate controls has a significant effect on business unit financial performance, it does not have a similar effect on market performance. The findings demonstrate that when business unit managers perceive that they are subject to a balance of strategic and financial controls with a slightly greater emphasis on strategic controls, then business units have higher financial and market performance, although the difference in financial performance is not significant. Research limitations/implications The authors find that the misfit between corporate controls and business strategies in such cases could negatively affect the performance of the business unit. However, this research also contributes to a better understanding of the importance of strategic controls to the successful performance of business units. The findings show that while the fit between controls and strategy is most critical for achieving financial performance in business units that pursue product leadership, strategic controls play a more prominent role than financial controls in achieving higher financial or market share performance for all business units. Practical implications The findings of the propositions in this research would discourage corporations with tight financial control from engaging in acquisition of businesses considered to be product leaders in their relative product markets. Originality/value Past research focusing on the fit between corporate-level factors and business-level factors and their role on business performance are largely limited to conceptual work. The limited empirical studies completed in the past generally reduce control mechanisms to lack or absence of autonomy. This shortcoming has been mainly due to difficulties in measurement of control mechanisms. The empirical study overcomes these barriers and in doing so, reveals surprising findings related to the effectiveness of different control mechanisms.
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Frey, Karen, and Lawrence A. Gordon. "ABC, strategy and business unit performance." International Journal of Applied Quality Management 2, no. 1 (January 1999): 1–23. http://dx.doi.org/10.1016/s1096-4738(99)80001-3.
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Gerakos, Joseph J., Christopher D. Ittner, and Frank Moers. "Compensation Objectives and Business Unit Pay Strategy." Journal of Management Accounting Research 30, no. 2 (June 1, 2017): 105–30. http://dx.doi.org/10.2308/jmar-51829.
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ABSTRACT This study investigates the effects of attraction, retention, and incentive objectives on business unit pay strategies in 173 European business units.Compensation theories provide conflicting implications regarding the use of various pay practices to achieve these objectives. We find that the positioning of cash pay levels relative to the labor market, the provision of benefits, and the breadth of employee eligibility for cash incentive plans and equity grants vary with the compensation objectives being pursued. Our evidence also suggests that some of these pay practices are complements while other are substitutes. Our ability to tie firms' objectives to elements of pay provides more direct evidence on how compensation policies are formed. Moreover, our evidence highlights the need to consider multiple compensation objectives when setting and studying pay strategies.
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Perez-Franco, Roberto Joaquin, and Shardul Phadnis. "Eliciting and representing the supply chain strategy of a business unit." International Journal of Logistics Management 29, no. 4 (November 12, 2018): 1401–23. http://dx.doi.org/10.1108/ijlm-05-2016-0128.
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Purpose The purpose of this paper is to propose a practical method to elicit – in a manner grounded in fact – the “as is” supply chain strategy that a business unit currently has in place. It also proposes a framework to represent the supply chain strategy of a business unit in a clear and actionable manner. Design/methodology/approach A framework to represent the supply chain strategy of a business unit was developed through inductive theory generation. A method to elicit the current, “as is” supply chain strategy of a business unit was developed through collaborative management research projects and validated by several third-party projects. Findings In different projects – many conducted by third parties – the method was found to be a useful approach to elicit the “as is” supply chain strategy of a business unit. Practitioners found value in representing a supply chain strategy as a conceptual system serving as a logical bridge between the overall strategy and the supply chain operations of the business units. Research limitations/implications The proposed framework may have limited scalability beyond a single business unit. The proposed method may be less useful when the supply chain strategy is undergoing a dramatic transformation, or when the participants from the company are either not fully engaged in the exercise or knowledgeable about the strategic rationale behind activities. Originality/value The paper provides an innovative approach to tap into the tacit knowledge of the organization to reveal the patterns of decisions underpinning its current supply chain strategy and to characterize the supply chain strategy of a business unit as a conceptual system.
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Pehrsson, Anders. "Business relatedness in international diversification." European Business Review 31, no. 2 (March 11, 2019): 197–217. http://dx.doi.org/10.1108/ebr-03-2018-0069.
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Purpose Business relatedness is important in international diversification because it enables a firm’s transfer of resources to business units operating in foreign markets. The purpose of this paper is to develop a conceptual model based on a review of the major contributions of studies regarding the relatedness of subsidiaries, joint ventures or any other foreign unit. Design/methodology/approach The paper examines theory bases, the relatedness construct, data issues and the key achievements of previous studies. Drawing on organizational learning, transaction costs economics and industrial organization, a conceptual model and propositions are developed that intend to close important research gaps. Findings The model includes competitive strategy as a mediator of the effects of relatedness on foreign unit performance, type of foreign unit – that is, a wholly owned unit or joint venture – as a moderator; and competition barriers as a moderator. Research limitations/implications In future research, the propositions need to be transformed into testable hypotheses. It is recommended to treat relatedness as a multidimensional concept. Practical implications A firm is primarily advised to evaluate how its relatedness with foreign units enables knowledge transfer. A foreign cost leadership strategy benefits from product relatedness, while a differentiation strategy calls for resource relatedness. Originality/value The proposed model is unique as it includes an actionable component that mediates the effects of relatedness on international performance, i.e. competitive strategy, and concerns both wholly owned foreign units and international joint ventures.
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Donald, Arnold. "Birth of a Business Unit." Journal of Business Strategy 12, no. 3 (March 1991): 8–11. http://dx.doi.org/10.1108/eb039409.
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Mwasiaji, Evans T. "Corporate Strategy for Medium Scale Manufacturing Enterprises in Kenya." International Journal of Management Excellence 14, no. 1 (December 31, 2019): 2019–28. http://dx.doi.org/10.17722/ijme.v14i1.1127.
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Sustainable Development Goals and Africa Agenda 2063 acknowledges Small and Medium Enterprises as critical in promoting sustainable global economic development. However, most studies on corporate strategy in Kenya have mainly examined micro, small and large enterprises creating a missing middle with inadequate empirical data on medium scale enterprises, including those in the manufacturing sector. Moreover, Kenya’s big four agenda proposes support to the manufacturing sector so as to raise its GDP share to 15 percent by 2022 in support of the realization of Vision 2030. Unfortunately, growth in the manufacturing sector has stagnated at about USD 5 billion for over a decade and continues to lose market share and competitiveness internationally. This study therefore investigated corporate strategy and competitiveness of medium scale manufacturing enterprises in Kenya. Data was collected from 56 senior management staff. Mean responses received in a Likert scale of 1 – 5 for each of the tested item was calculated by summing up all the codes and getting the average of the 56 respondents. This study established MSMEs which are within the SME sector are on average performing below par on issues to do with business strategy. The results show that in 56.1% of the MSMEs, there is a clearly written business unit mission statement (mean response of 4.3). In 54.5% of the firms, the business unit strategy is not adequate in light of competitive pressure (mean response 2.5) and the business unit strategy is not appropriate for exploiting opportunities in the future. In 48.5% of the firms, the business unit strategy is not formulated carefully by all levels of management (mean response 2.7) and there is no clearly developed long term business unit strategy (mean response 2.9). In 39.4% of these firms, the business unit strategy does not adequately reflect the strengths of the business unit (mean response 2.8). The study concluded that lack of an effective business strategy to direct the efforts of human resources in the desired direction would result in inability to realize the set organizational objectives. This means these MSMEs are struggling to operate, manage and improve their businesses efficiency and effectiveness in order to deliver quality products and services consistently and on time. This has a negative effect on MSMEs performance as it implies internal inefficiencies, ineffectiveness and negative bottom line, reduced job opportunities and low contribution to the gross domestic product (GDP) in Kenya. The study recommended that the MSMEs should organise strategic focus workshops and use a combination of Porter’s five force model components to plan, organise and formulate their business strategy mechanism after a comprehensive SWOT analysis. The MSMEs should periodically review their strategy in line with the prevailing competitive pressures using the following criteria to identify crucial strategic issues: (a) The impact they could have on their enterprises, (b) the likelihood that the identified issues would materialize, and (c) the time frame over which they could develop. The number of these issues needs to be limited to a manageable number (three to nine) to enhance the chances of securing the commitment and resources necessary to effectively act on them. The expected study output would be enhanced competitiveness of MSME and realization of Kenya’s vision 2030.
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den Hertog, Conrad. "Better value chains: a matrix for competitive advantage." Journal of Business Strategy 35, no. 5 (September 9, 2014): 43–48. http://dx.doi.org/10.1108/jbs-04-2014-0042.
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Purpose – The purpose of this paper is to present a new and comprehensive business strategy matrix which can be used to create competitive advantage for the value chain of every business unit of any firm. Design/methodology/approach – This paper reviews the key findings of several well-known papers within the value chain literature and then adds several new conceptual insights to step by step create a logically developed, business strategy matrix featuring four strategy choices. Findings – This paper presents the four business strategy choices of competitive value chains, based on the business strategies of innovative quality, lean cost, agile delivery and attentive service. Research limitations/implications – A future research implication of this paper is to empirically test the financial benefits for producers of custom products, of applying agile delivery as a key business strategy. Practical implications – This paper provides the senior management of each business unit of any firm, with a clear guide to defining an optimal business strategy. Social implications – This paper is intended to advance the practice of business strategy by senior management, to enhance customer value across all business units. Originality/value – This paper expands upon existing business strategy models by providing a comprehensive business strategy matrix, which can be applied to all possible business units. It does this by building upon current best practice to demonstrate that next to innovative quality, lean cost and attentive service strategies, an agile delivery strategy is required in the case of custom products.
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Rizaldi, Arjuna, and H. Hidayat. "Digital Marketing Communication Strategy." Jurnal Entrepreneur dan Entrepreneurship 9, no. 2 (December 14, 2020): 57–66. http://dx.doi.org/10.37715/jee.v9i2.1340.
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The purpose of this research is to see how digital marketing strategies can affect the increase in sales and number of customers. The method used to support this research is descriptive qualitative method by collecting data through literature study in order to describe the elements that exist in a digital marketing strategy in depth. The results of this study show that the development of information technology is necessary for the community to support a variety of business activities both large and small. one of them is using digital marketing in the marketing system of a business unit to increase sales volume and the number of consumers that affect competitiveness in global competition. It is because technology will facilitate human work in meeting their needs related to the development of business units.
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Greiner, Martina E., Tilo Böhmann, and Helmut Krcmar. "A strategy for knowledge management." Journal of Knowledge Management 11, no. 6 (October 30, 2007): 3–15. http://dx.doi.org/10.1108/13673270710832127.
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PurposeThe purpose of this paper is to study the influence of organizational environment on the selection of knowledge management strategies. The paper focuses particularly on the relationship between business and knowledge management strategy and the success of the knowledge management initiatives.Design/methodology/approachThis paper is a case study researching 11 German and Swiss companies. The knowledge management initiatives were categorized by six criteria (objectives, processes, problems, content, strategy, knowledge type) and their fit with the respective business strategy of the organizational unit was evaluated.FindingsThe findings in this paper suggest a relationship between the success of knowledge management and the alignment of knowledge management and business strategy. The paper also shows that an organization whose business strategy requires process efficiency should rely primarily on a codification strategy. An organization whose business strategy requires product/process innovation should rely primarily on a personalization strategy. The most successful knowledge management projects were driven by a strong business need and with the goal to add value to the organizational unit operations.Research limitations/implicationsThe paper shows there are limitations due to the qualitative nature of the research: logical rather than statistical conclusions, small sample size, and subjectivity of interpretations.Practical implicationsThe paper sees that a manager should be aware of the objectives and business processes of the organizational unit and chooses the knowledge management strategy and objective in accordance to the business strategy and objective.Originality/valueThe paper enhances understanding about the influence of organizational environment factors on the success of knowledge management initiatives.
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Van der Stede, Wim A. "The effect of corporate diversification and business unit strategy on the presence of slack in business unit budgets." Accounting, Auditing & Accountability Journal 14, no. 1 (March 2001): 30–52. http://dx.doi.org/10.1108/09513570110381060.
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Gonzalez, Jorge A. "Matchmaking: community and business unit racial/ethnic diversity and business unit performance." International Journal of Human Resource Management 24, no. 21 (December 2013): 4063–81. http://dx.doi.org/10.1080/09585192.2013.792858.
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Galpin, Timothy. "Strategy beyond the business unit level: corporate parenting in focus." Journal of Business Strategy 40, no. 3 (May 9, 2019): 43–51. http://dx.doi.org/10.1108/jbs-01-2018-0011.
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Purpose The gap between management theory and practice has been much criticized. To help bridge the divide, a synthesis of empirical, theoretical and practice literature is offered, along with an application of the widely used VRIO framework, to contend that developing a focused corporate parenting approach as a core competence serves as a source of competitive advantage for diversified companies. Design/methodology/approach A synthesis of empirical, theoretical and practice literature is presented, beginning with a discussion of why and how firms diversify; the relative performance of firms that pursue related and unrelated diversification; an application of the resource-based view, core competencies and the VRIO framework; a description of focused corporate parenting as a core competency; a prescription for how diversified firms can implement a focused corporate parenting approach; and implications for research. Findings Developing a focused corporate parenting approach as a core competence serves as a source of competitive advantage for diversified companies. Research limitations/implications The synthesis of empirical, theoretical and practice literature presented provides a foundation for future research into the impact of focused corporate parenting on diversified firm performance. Practical implications The paper includes a prescription for how diversified firms can implement a focused corporate parenting approach. Originality/value The application of the resource-based view and core competency theories to corporate parenting provides managers with the rationale for and methodology to focus their corporate parenting activities.
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Govindarajan, V., and Anil K. Gupta. "Linking control systems to business unit strategy: impact on performance." Accounting, Organizations and Society 10, no. 1 (January 1985): 51–66. http://dx.doi.org/10.1016/0361-3682(85)90031-5.
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Siswipraptini, Puji Catur. "PERENCANAAN STRATEGIS SISTEM INFORMASI (Studi kasus : LEMIGAS)." Jurnal Ilmiah FIFO 7, no. 2 (November 1, 2015): 200. http://dx.doi.org/10.22441/fifo.v7i2.1255.
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Perencanaaan Strategis Sistem Informasi menjadi begitu penting ketika isu competitive advantage dan pencapaian target LEMIGAS menjadi fokus bagi manajemen organisasi. LEMIGAS sebagai institusi pemerintah yang bergerak di bidang penelitian dan pengembangan (litbang) kemigasan merasa perlu mengimplementasikan sistem informasi yang baik dengan tujuan untuk meningkatkan efisiensi, efektivitas, dan produktivitas organisasi. Selain itu, kurangnya integrasi data di organisasi, prioritas pengadaan Teknologi Informasi (TI) yang tidak berdasarkan kebutuhan bisnis, serta strategi teknologi yang tidak selaras menjadi isu yang mendasari kebutuhan LEMIGAS akan perencanaan strategis Sistem Informasi/Teknologi Informasi (SI/TI). Tulisan ini dibuat agar dapat menghasilkan suatu usulan Perencanaan Strategis Sistem Informasi bagi LEMIGAS yang mendukung rencana strategis (strategic plan) dan rencana bisnis (business plan) mereka. Deliverables dari proses ini adalah strategi manajemen SI/TI (IS/IT management Strategy), strategi SI bisnis (business IS strategy), dan strategi TI (IT strategy). Manajemen Strategi SI/TI mencakup usulan struktur organisasi unit TI yang baru dan beberapa prinsip penerapan TI. Sedangkan strategi SI bisnis (business IS strategy) berisi usulan aplikasi-aplikasi yang sebaiknya diimplementasikan. Selanjutnya, strategi TI menjelaskan rencana inftrastruktur TI dan strategi implementasi IS/IT di LEMIGAS.
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Prawira, Mega Fitriani Adiwarna, and Beta Budisetyorini. "Fishing Tourism Business Planning Strategy To Increase People's Income in Lancang Island, Kepulauan Seribu." Journal of Tourism Sustainability 1, no. 1 (July 23, 2021): 1–8. http://dx.doi.org/10.35313/jtos.v1i1.2.
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Lancang Island is one of the islands in the Kepulauan Seribu Regency with the potential for tourism and fishing activities. Some residents of Lancang Island took advantage of the opportunity by establishing a fishing charter business. This study aims to provide a proper planning strategy for the tourist business unit to increase public income on Lancang Island. The fishing tourism business in Lancang Island includes four units such as Fishing Charter, Boat Rentals, Catering, and Accommodation. The data used are primary and secondary, and the research method is qualitative and presented descriptively. According to research using the BCG Matrix, the entire fishing charter units on Lancang Island are in the Cash Cow quadrant, so concentric diversification is a viable planning strategy. The planning strategies consist of product planning, market and marketing planning, and technology planning tailored to each business unit.
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Al Arif, Mohammad Nur Rianto, Aini Masruroh, Dwi Nuraini Ihsan, and Yuke Rahmawati. "The Alternative Strategies for Accelerating Islamic Banking Growth: Mergers, Spin-Offs, Acquisitions and Conversions." Al-Ulum 20, no. 1 (May 20, 2020): 24–37. http://dx.doi.org/10.30603/au.v20i1.1171.
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The year 2023 is the deadline for sharia business units to decide on the business strategy to be carried out. This study aims to determine alternative strategies that can be carried out by sharia business units in accelerating business growth. The approach taken in this paper is a mixture of qualitative and quantitative approaches. A qualitative approach using SWOT analysis and interviews. While the quantitative approach using ARIMA. The ARIMA results show that no sharia business unit can achieve a 50% share of assets from its parent bank. This shows the spin-off strategy as mandated by the law needs to be evaluated. Alternative strategies that can be done is conversion, where there are already two banks that do this strategy. Also, another alternative strategy that can be taken is a merger between Islamic business units. Another alternative strategy is the acquisition of sharia business units by established sharia full-fledged banks.
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Hutahayan, Benny. "The mediating role of human capital and management accounting information system in the relationship between innovation strategy and internal process performance and the impact on corporate financial performance." Benchmarking: An International Journal 27, no. 4 (April 2, 2020): 1289–318. http://dx.doi.org/10.1108/bij-02-2018-0034.
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PurposeAnalyze the importance of sustainable innovation strategy applied in manufacturing companies in Indonesia which affects the company's financial performance through several mediating variables.Design/methodology/approachThe population in this research was medium and large manufacturing company business units in East Java. Business units are part of a company considered as the profit center. The business unit as the unit of analysis in this research is part of the organization that: (1) is responsible for the production and marketing of a product or set of products; (2) is formed by product type; (3) has its own competitors which are different from competitors of other business units or divisions within a parent company; (4) has a manager who is responsible and has authority over the planning and implementation of strategies to achieve the specified profit target.FindingsInnovation strategy has a significant effect on financial performance. Human capital does not significantly mediate the relationship between innovation strategy and financial performance. Capital performance and internal performance do not mediate the relationship between innovation strategy and financial performance. Management accounting information system does not mediate the relationship between innovation strategy and financial performance. Internal process performance mediates the relationship between innovation strategy and financial performance. Management accounting information system and internal process performance mediate the relationship between innovation strategy and financial performance.Originality/valueThe difference in findings confirms that this research needs to be conducted. On the other hand, there is no research that has comprehensively tested the mediating effects of Human Capital and Management Accounting Information System in the relationship between Innovation Strategy and Internal Process Performance and the Impact on Corporate Financial Performance. The originality of this research can be seen in the use of contingency theory which narrows the gap between the industrial organization (I/O) paradigm and the resource-based view (RBV) regarding competitive advantage and performance. Specifically, this research introduces innovation strategy, human capital, management accounting information system, and internal business process performance as the contingency factors that affect financial performance. Second, empirically, this research tries to reduce the gap in empirical research by offering new research model and new research establishment at the level of strategic business units (SBU) in manufacturing companies in East Java. This research is expected to be useful for policy decision making, especially for managers who want to improve strategic business unit's financial performance.
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Iskandar, Dony Ariya, Lukman Mohammad Baga, and Imam Teguh Saptono. "Strategi Pengembangan Portofolio Bisnis PT Kawasan Berikat Nusantara (Persero)." MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah 13, no. 2 (January 3, 2019): 101. http://dx.doi.org/10.29244/mikm.13.2.101-108.
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The research objective is to analyze the business portfolio development strategy at PT. Kawasan Berikat Nusantara (KBN). The study used descriptive method with the analytical tools used, among others, Internal Factor Evaluation (IFE). External Factor Evaluation (EFE), Grand Strategy Matrix, and General Electric (GE) Matrix. Based on the analysis of the Grand Strategy Matrix, the results of IFE and EFE indicate that the position of the company is in quadrant I. The strategy recommendations obtained from this quadrant are the growth strategy (Growth Strategy), with the implications of work programs including market development and penetration, product development, horizontal integration, forwards, and backwards. Besides that, the choice of strategy that can be applied is to diversify products centrally. The results of the GE Matrix analysis show that the company's four business units namely property services, prime concrete, clean water management and logistics services are each in a different quadrant. Property Services and Prima Concrete are in selective cells. In this case, the business unit for clean water management and logistics services is in the divestment cell. Based on the recommendations of the Grand Strategy Matrix, each business unit should improve its performance in the next five years through a more selective growth strategy, namely the development of more selective products and markets, improving the quality and quantity of human resources, and prioritizing investments in business units who have fast growth.
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Inderadi, Regina, Larasati Adiannisa, and Nugroho J. Setiadi. "The Business Strategy Analysis of a Forwarding Company in Indonesia." Winners 19, no. 1 (March 30, 2018): 31. http://dx.doi.org/10.21512/tw.v19i1.4584.
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The aims of this research were to identify key internal and external success factors within the forwarding industry and the organization, and to analyze competitive positioning of a forwarding business in Indonesia in order to obtain its optimal business strategy. Research method applied was qualitative approachusing case study. Respondents consist of 20 managers at Jakarta. Data collection was conducted in October 2017 at Jakarta using questionnaire distribution. The first stage of data analysis mapped company's strengths and weaknesses into Internal Factor Evaluation (IFE) matrix, mapped market opportunities and threats into External Factor Evaluation (EFE) matrix, and mapped competition into Competitive Profile Matrix (CPM) with the application of Expert Choice Software. The results of the external and internal audit were used to generate alternative strategies by applying a Business Competitive Position Matrix, Grand Matrix Strategy, and BCG Matrix. Three alternative strategies were selected from matrices conducted prior to Quantitative Strategic Planning Matrix (QSPM), namely adding the new sub-business unit to serve delivery service for small-sized goods (product development), conduct IT innovation to open opportunities in entering E-Commerce business (market development), and liquidation. The outcome is a product development strategy, which is indicating that the best strategic decision for the future sustainability in the business competition is to add new sub-business unit in small-sized goods delivery.
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Govindarajan, V., and Joseph Fisher. "Strategy, Control Systems, and Resource Sharing: Effects on Business-Unit Performance." Academy of Management Journal 33, no. 2 (June 1990): 259–85. http://dx.doi.org/10.5465/256325.
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Govindarajan, V., and J. Fisher. "STRATEGY, CONTROL SYSTEMS, AND RESOURCE SHARING: EFFECTS ON BUSINESS-UNIT PERFORMANCE." Academy of Management Journal 33, no. 2 (June 1, 1990): 259–85. http://dx.doi.org/10.2307/256325.
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van Riel, C. B. M., and G. H. van Bruggen. "Incorporating Business Unit Managers' Perspectives in Corporate-branding Strategy Decision Making." Corporate Reputation Review 5, no. 2-3 (October 2002): 241–51. http://dx.doi.org/10.1057/palgrave.crr.1540177.
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Hough, Johan, and Konrad Liebig. "An analysis of strategic alignment tools." Corporate Ownership and Control 10, no. 2 (2013): 591–603. http://dx.doi.org/10.22495/cocv10i2c3art2.
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This article analyses strategic alignment and the tools that companies can utilise to create business or organizational alignment. We follow a theoretical approach to identify the alignment processes, establish various levels and tools of strategic alignment and point out the reasons for misalignment. The results show that strategic alignment is a process and that different levels of business alignment exist in organizations. Recommendations for businesses include awareness of misalignment and the interaction between the strategy process, tools that can be used and the benefits of using Balanced Scorecards on Corporate, Business Unit and Staff levels to create a more aligned organization. This will ensure line-of-sight or alignment on all levels of the business
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Amertha, Denada Tirta, Alla Asmara, and Setiadi Djohar. "Business Strategy Formulation for Training Company in Captive Market." European Journal of Business and Management Research 6, no. 4 (July 23, 2021): 143–49. http://dx.doi.org/10.24018/ejbmr.2021.6.4.965.
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This study aims to formulate a business strategy at a training company (PT PTC) as a lead training provider in facing competition in the Pertamina Group market (captive) and in the non-captive market. The internal business environment was identified using VRIO analysis and evaluated using the IFE Matrix, while the external business environment was identified using Porter's Five Forces and evaluated using the EFE Matrix. The formulation of alternative business strategies in the PTC training business unit is carried out using the SWOT Matrix which is then outlined in the business strategy implementation roadmap. The results showed that PT PTC's training business unit was in a position to grow and develop with good internal capabilities in using strengths and minimizing weaknesses (score 2,570), and in a strong position to respond to opportunities and threats (score 3,042). The results of the VRIO analysis obtained 4 future competencies for strategy formulation on the SWOT Matrix and obtained 9 alternative intensive strategies in the form of market penetration strategies, market and product development as well as 1 horizontal integration strategy, then ranked using QSPM for a roadmap of PTC training business strategy implementation in 5 years front.
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Tri Cahyono, Riyadi, Any Suryantini, and Jangkung Handoyo Mulyo. "BUSINESS FEASIBILITY AND STRATEGY OF BUSINESS DEVELOPMENT OF CATFISH HATCHERY IN MINAPOLITAN AREA OF MAGELANG DISTRICT." Jurnal Teknosains 8, no. 2 (January 31, 2019): 122. http://dx.doi.org/10.22146/teknosains.38737.
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This study aims to (1) identify the feasibility of catfish hatchery business and (2) to know the alternative and strategic priorities that can be applied in the development of catfish hatchery business in the Minapolitan Area of Magelang District. Research location in sub-District of Muntilan, Mungkid, and Sawangan, was chosen by purposive sampling. Respondents were chosen by snowball 42 as samples from farmers and stakeholders related to catfish hatchery business. Data analysis used on the business feasibility is BEP and R/C ratio criteria. The analysis of business development strategy uses SWOT analysis. The business feasibility analysis tool used is cost analysis, revenue, and nett revenue. Feasibility analysis result obtained BEP revenue of Rp53.587.484,00, BEP production of 255.087,71 unit fish, BEP price of Rp 56.00 per unit fish, and R/C ratio of 1,67. The development of strategy of catfish hatchery business are (1) maintaining good relationship with stakeholders and maximizing natural resources management for business development due to low interest of community on catfish hatchery business, and (2) utilizing expert resources (practitioners and academics) in the field of hatchery by government assistance to improve the quality of seed products and for expanding market size to meet the increased demand.
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Josserand, Emmanuel, Achim Schmitt, and Stefano Borzillo. "Balancing present needs and future options: how employees leverage social networks with clients." Journal of Business Strategy 38, no. 1 (January 16, 2017): 14–21. http://dx.doi.org/10.1108/jbs-01-2016-0003.
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Purpose This paper aims to analyze how business units can use their employees’ external social capital to explore and exploit the resources available in their environment. Based on multiple interviews with the employees of the global commodity firm Gamma Chemical (around 50,000 employees), the research aims at gaining an understanding of the contextual conditions required to successfully build and leverage individuals’ external social client network ties for business unit ambidexterity. Design/methodology/approach The authors conducted a single-case study at Gamma Chemical that entailed 33 semi-directive interviews, each of which lasted 1-4 h, at different organizational levels (ranging from top-level management to production workers). We had access to three regional business units. The interviews addressed the links between the individuals in the business units and external actors. The authors also collected information about the company’s strategic objectives, the local competitive environment and work organization. Open-ended questions were used to allow the interviewees to freely relate anecdotes about their own network development. In particular, the authors asked the respondents to identify business contacts with whom they interacted privately and to describe the relationships. Findings The research findings are two-fold. First, and contrary to prior studies, the authors find that individuals’ social capital contributes to both exploration and exploitation at the business unit level. Second, developing and leveraging individuals’ external social capital requires a specific organizational context at the business unit level that allows employees to develop and nurture their personal business relationships with clients. Research limitations/implications The study is limited by the scope of the sample (a study of one large multinational firm). Further research conducted in similar contexts may therefore be useful for comparability purposes and to generalize the results. Practical implications Several practical recommendations describe how managers can effectively make use of their employees’ social connections with clients. In particular, the results suggest that managers should seek business unit flexibility on the basis of team-based structures, an autonomous leadership style and by actively creating a degree of critical social network tie redundancy, encouraging a shared network culture. These three specific conditions allow employees’ personal client networks to not only flourish but also contribute to business unit ambidexterity. Originality/value Prior social capital studies have analyzed intra-firm and inter-firm relationships in terms of contributing to firm ambidexterity. However, these findings have often been difficult to translate into specific organizational levels. Given business units’ critical role in identifying and implementing business opportunities for a firm, the authors focus on the micro-foundations of exploratory and exploitative learning by using a social capital perspective to explore the link between employees’ private external social relationships with clients and business unit ambidexterity. In this way, we contribute to the social capital literature and research on business unit ambidexterity and to extant contextual ambidexterity research by specifying the conditions that help firms develop and leverage their employees’ own external social capital for exploration and exploitation.
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Morgan, Neil A., and Douglas W. Vorhies. "Product quality alignment and business unit performance." Journal of Product Innovation Management 18, no. 6 (November 2001): 396–407. http://dx.doi.org/10.1111/1540-5885.1860396.
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Sarono and Eddy Irsan Siregar. "Analysis of Business Development Strategy Straw Mushroom Raw Material Empty Fruit Bunch in Lampung Province." Journal of Computational and Theoretical Nanoscience 17, no. 9 (July 1, 2020): 4710–14. http://dx.doi.org/10.1166/jctn.2020.9365.
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In Lampung, many businesses produce mushrooms made from empty fruit bunch (EFB) palm oil, this has a positive impact on companies and communities around the company. The objective of the research is to identify the strengths, weaknesses, opportunities, and threats of the EFB standard mushroom business and the analysis of its development strategy in Lampung Province. The result of the research shows that (1) the development of mushroom industry made from EFB in Lampung Province has the strength of raw material available in large quantities and easily obtained, while the weakness is mushroom is a product that is easily damaged and untreated mushroom waste; (2) the odds are that the need for food mushrooms is still high and tends to increase, while the threat is increasing production and transportation costs and uncontrolled extreme weather; and (3) the main priority strategy for the large business unit is the development of new mushroom processing business and the modernization of mushroom making technology, while for the small and beginner business unit is to encourage business development to reach economies of scale.
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Roth, Kendall. "Implementing International Strategy at the Business Unit Level: The Role of Managerial Decision-Making Characteristics." Journal of Management 18, no. 4 (December 1992): 769–89. http://dx.doi.org/10.1177/014920639201800410.
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Several recent studies have examined the managerial characteristics associated with different strategy types. This research extends these studies by identifying the decision-making characteristics of top level management that are related to the strategic archetypes for competing in a global industry. The utility of three decision-making characteristics-risk taking, openness in decision making, and group consensus-are evaluated for global and multidomestic strategies. A contingency framework is also proposed, examining the simultaneousfit of all three characteristics to both international strategy types. Support was found for increased organizational performance as the decision-making characteristics are aligned more closely to the requirements of the organization's international strategy.
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Slater, Stanley E. "The Influence of Managerial Style on Business Unit Performance." Journal of Management 15, no. 3 (September 1989): 441–55. http://dx.doi.org/10.1177/014920638901500307.
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Andrea, Yose. "PERUMUSAN STRATEGI TEKNOLOGI UNTUK MENINGKATKAN KINERJA UNIT KHUSUS PENGELOLAAN INSTITUSI PENDIDIKAN PADA PT. BANK NEGARA INDONESIA (PERSERO) TBK. KANTOR CABANG PERGURUAN TINGGI BANDUNG DENGAN MENGGUNAKAN METODE SWOT ANALYSIS DAN SFAS MATRIX." Jurnal Ilmu Keuangan dan Perbankan (JIKA) 7, no. 2 (July 29, 2019): 69–86. http://dx.doi.org/10.34010/jika.v7i2.1915.
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Level of banking competition is increasingly high demands on banks to focus more on the desired target market. PT. Bank Negara Indonesia (Persero) Tbk, Universities Branch Office Bandung (BNI PTB) is one branch in the city of Bandung which has a core business in Corporate Banking particular educational institution. To better focus on its managed, BNI PTB forming units specialized to manage the educational institutions managed. The existence of this unit is not specifically regulated as other units in BNI organization structure, because this unit is the only unit that is in BNI. Based on the above conditions, to maximize the existence of this special unit investigators interested in conducting research on this unit at BNI PTB and analyze strategic variables in the environment both external strategic environment and internal strategic environment. A number of respondents involved in this study consisted of the employees and management of branch offices and regional office management and after the selection of respondents, 20 respondents was selected to be part of the study, starting from the interviews, questionnaires phase 1 and phase 2 questionnaire. Identification results through the interview concluded several variables that affect the operation and performance of this particular unit. External variables, namely the growth of business education market in the city of Bandung, the factors of competition between banks and the development of technology to support quality of service to the Institute of Education, while internal factors consist of variables of Human Resources (HR), Information Systems Technology and Operations in the special unit itself. After analysis of the strategic variables by using a SWOT Analysis, SFAS Matrix and IE Matrix concluded that indicators of variable performance that is very supportive of this special unit and in line with the existence of this special unit in the IE matrix in cell 2 (growth strategy) with the concentration of horizontal integration through market expansion and internal development of technology in special units in order to facilitate the work. It can be concluded that the formulation of the availability of Information Technology has been defines the constraints faced by the special operations unit that could be addressed to improve the BNI Business PTB Branch Office and can also overcome the problems of existing human resources that have a positive impact on the performance of BNI Branch PTB as well as expected can accelerate and enhance the quality of better service to educational institutions.
Keywords: Special Unit for Management of Educational Institutions, PT. Bank Negara Indonesia Tbk. Universities Branch Office Bandung, Strategic Management, Corporate Strategy, SWOT Analysis, SFAS Matrix, Matrix Internal External
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Meirelles, Dimária Silva e. "Business Model and Strategy: In Search of Dialog through Value Perspective." Revista de Administração Contemporânea 23, no. 6 (November 2019): 786–806. http://dx.doi.org/10.1590/1982-7849rac2019180314.
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Abstract Value is the unit of analysis for a business model, and also the main goal of strategy. From both an academic and a practical point of view, the question that guides the definition of a business model is: how to create, configure and appropriate value? Strategic management and business model theories have already progressed significantly in some aspects of value, but present major misunderstandings to answering this question, especially because they still work from a static view of value, based only in the content or result. The paper aims to develop a theoretical articulation of business model and strategy through a dynamic perspective of value, based on the combination of strategy content and strategy process. In order to accomplish this task, it tooks contributions from several fields of knowledge underpinning value, such as economics, marketing, strategic management and organizational configuration. The main proposition is that a business model is an emergent structure, defined through the interplay of strategic decisions for discovering and recognizing opportunities (value creation) but also for implementing (value configuration) and profiting from them (value appropriation).
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Queiroz, Magno, Paul P. Tallon, Tim Coltman, Rajeev Sharma, and Peter Reynolds. "Aligning the IT portfolio with business strategy: Evidence for complementarity of corporate and business unit alignment." Journal of Strategic Information Systems 29, no. 3 (September 2020): 101623. http://dx.doi.org/10.1016/j.jsis.2020.101623.
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Govindarajan, Vijay. "A Contingency Approach to Strategy Implementation at the Business-Unit Level: Integrating Administrative Mechanisms with Strategy." Academy of Management Journal 31, no. 4 (December 1988): 828–53. http://dx.doi.org/10.5465/256341.
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Govindarajan, V. "A CONTINGENCY APPROACH TO STRATEGY IMPLEMENTATION AT THE BUSINESS-UNIT LEVEL: INTEGRATING ADMINISTRATIVE MECHANISMS WITH STRATEGY." Academy of Management Journal 31, no. 4 (December 1, 1988): 828–53. http://dx.doi.org/10.2307/256341.
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Agus Zaenul Fitri, Binti Nasukah, and Azmil Tayeb. "Strategic Planning Model of Islamic Religious Higher Education (PTKI) in Indonesia." Jurnal Pendidikan Islam 8, no. 2 (June 6, 2020): 287–308. http://dx.doi.org/10.14421/jpi.2019.82.287-308.
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Strategic planning for higher education is vital because it becomes a reference in determining the direction of policy and organizational performance. To win the competition in gaining the market, strategic planning activities become the spearhead in determining the strategy to achieve the appropriate institutional goals. However, the implementation of strategic planning at Islamic Religious Higher Education (PTKI) is often constrained because of the lack of understanding of the importance of these theories, so the implementation of strategic planning is often only intended for administrative requirements. Amid this condition, there is a phenomenon where some PTKIs are developing rapidly and transforming to be more market-oriented and to win the competition. These PTKIs are UIN Maulana Malik Ibrahim Malang, UIN Syarif Hidayatullah, IAIN Tulungagung, Muhammadiyah University of Malang, and Malang Islamic University. They have succeeded in creating effective strategies in organizational development until now they can become modern institutions and develop into multi-level organizations. The purpose of this study is to explore the five PTKI strategy models in Indonesia at the corporate and business unit levels based on Fred R. David's corporate-level strategy models, and Porter's generic strategy model theory Data were collected by qualitative methods through observation, interview, and documentation techniques. The results showed that at the corporate level, Fred R. David's strategy models applied by PTKI were vertical integration strategy, intensive strategy, and diversification strategy. In the defensive strategy, what is more, applied is the retrenchment strategy choice. However, at the business unit level, Porter's well-implemented strategy models are the cost leadership strategy, differentiation strategy, and focus strategy. These results have implications for the selection of business strategy models to be used in either profit-oriented or non-profit strategic planning activities in PTKI.
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Ramdani, Danny. "Formulasi Strategi Pengembangan SDM Perawatan Pesawat Terbang." Organum: Jurnal Saintifik Manajemen dan Akuntansi 2, no. 1 (June 30, 2019): 46–61. http://dx.doi.org/10.35138/organum.v2i1.56.
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The lack of level human resources capabilities in narrow-body aircraft maintenance (Airbus & Boeing), which implies the achievement of all operator's maintenance revenue in Indonesia. The research focused on the business unit of Aircraft Services of Indonesian-aircraft Industries. The purpose of this study was to analysis and make a formulation strategy development of aircraft maintenance knowledge workers at the business unit of Aircraft Services of Indonesian-aircraft Industries. The research used a case study with a qualitative method and SWOT analysis used as a tool in the implementation process. The datas collect conducted through some literature, documents, and in-depth interviews. The subjects were managers, senior engineers, instructors, inspectors, technicians, and mechanics seniors, which focused on the development of knowledge workers (direct workers). The result of SWOT Analysis showed that unit business Aircraft Services should make an arranging program development for aircraft maintenance knowledge workers, namely: a training program for acquiring an Aircraft Maintenance Engineer License (AMEL), human resources procure system, career path, reward & compensation, and performance system. The finding was the lack of unit business Aircraft Services within preparing a business development plan program for aircraft maintenance wide-body because of corporate's response in supporting aircraft maintenance and technician/mechanics education center facilities were very slow. The conclusion was that unit business Aircraft Services, will have a competitive advantage for Aircraft maintenance narrow-body (Airbus & Boeing) if the result of strategy formulation has thoughtfully been implemented.
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Lipe, Marlys Gascho, and Steven E. Salterio. "The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures." Accounting Review 75, no. 3 (July 1, 2000): 283–98. http://dx.doi.org/10.2308/accr.2000.75.3.283.
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The balanced scorecard is a new tool that complements traditional measures of business unit performance. The scorecard contains a diverse set of performance measures, including financial performance, customer relations, internal business processes, and learning and growth. Advocates of the balanced scorecard suggest that each unit in the organization should develop and use its own scorecard, choosing measures that capture the unit's business strategy. Our study examines judgmental effects of the balanced scorecard—specifically, how balanced scorecards that include some measures common to multiple units and other measures that are unique to a particular unit affect superiors' evaluations of that unit's performance. Our test shows that only the common measures affect the superiors' evaluations. We discuss the implications of this result for research and practice.
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Murano, Erminio, Danilo Perin, Riaz Khan, and Massimo Bergamin. "Hyaluronan: From Biomimetic to Industrial Business Strategy." Natural Product Communications 6, no. 4 (April 2011): 1934578X1100600. http://dx.doi.org/10.1177/1934578x1100600415.
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Hyaluronan (hyaluronic acid) is a naturally occurring polysaccharide of a linear repeating disaccharide unit consisting of β-(1→4)-linked D-glucopyranuronic acid and β-(1→3)-linked 2-acetamido-2-deoxy-D-glucopyranose, which is present in extracellular matrices, the synovial fluid of joints, and scaffolding that comprises cartilage. In its mechanism of synthesis, its size, and its physico-chemical properties, hyaluronan is unique amongst other glycosaminoglycans. The network-forming, viscoelastic and its charge characteristics are important to many biochemical properties of living tissues. It is an important pericellular and cell surface constituent; its interaction with other macromolecules such as proteins, participates in regulating cell behavior during numerous morphogenic, restorative, and pathological processes in the body. The knowledge of HA in diseases such as various forms of cancers, arthritis and osteoporosis has led to new impetus in research and development in the preparation of biomaterials for surgical implants and drug conjugates for targeted delivery. A concise and focused review on hyaluronan is timely. This review will cover the following important aspects of hyaluronan: (i) biological functions and synthesis in nature; (ii) current industrial production and potential biosynthetic processes of hyaluronan; (iii) chemical modifications of hyaluronan leading to products of commercial significance; and (iv) and the global market position and manufacturers of hyaluronan.
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Retnani, Endang Dwi. "PENENTUAN KEY PERFORMACE INDICATORS PIMPINAN UNIT SATUAN KERJA DENGAN KONSEP BALANCED SCORECARD." EKUITAS (Jurnal Ekonomi dan Keuangan) 13, no. 3 (September 1, 2009): 349. http://dx.doi.org/10.24034/j25485024.y2009.v13.i3.2153.
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Methodology used in this research was qualitative method with case study approach. The method was chosen in order to study in more detail all steps applied in determination Key Performance Indicators by each responsible manager unit within the Private University “STIESIA” based on BSC for boosting the manager to do continuous improvement innovation. Steps used by responsible manager units of Private University “STIESIA” in determination key performance indicators based on BSC consisted of (1) Strategy Good Perspective;(2) Strategy Map;(3) Strategy Management Goals;(4) Strategic Management Scorecards, and (5) Strategic Academic Scorecards.With the establishment of Management Scorecard and Strategic Academic Scorecards, it was an importance step performed by all responsible manager units in Private University “STIESIA” for issuing focused strategy of continuous improvement innovation both in academic and non-academic affairs as to achieve the goal of the Private University “STIESIA” as the best institution. Further steps needed by the top managements of the Private University “STIESIA” - that is the Board of Foundation and the Dean of the Private University “STIESIA”, are to establish guideline for determining yearly work plan and measuring work performances.The guidelines were established based not only on financial perspective,but also on non-financial perspectives that were consisted of customer satisfaction,internal business process and learning and growth factors.In addition,in order to be able to achieve an objective performance measurement for each responsible manager unit,therefore it is necessary to apply a weighted proporsion for each above perspective.
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Retnani, Endang Dwi. "PENENTUAN KEY PERFORMACE INDICATORS PIMPINAN UNIT SATUAN KERJA DENGAN KONSEP BALANCED SCORECARD." EKUITAS (Jurnal Ekonomi dan Keuangan) 13, no. 3 (September 25, 2018): 349–70. http://dx.doi.org/10.24034/j25485024.y2009.v13.i3.388.
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Methodology used in this research was qualitative method with case study approach. The method was chosen in order to study in more detail all steps applied in determination Key Performance Indicators by each responsible manager unit within the Private University “STIESIA” based on BSC for boosting the manager to do continuous improvement innovation. Steps used by responsible manager units of Private University “STIESIA” in determination key performance indicators based on BSC consisted of (1) Strategy Good Perspective;(2) Strategy Map;(3) Strategy Management Goals;(4) Strategic Management Scorecards, and (5) Strategic Academic Scorecards.With the establishment of Management Scorecard and Strategic Academic Scorecards, it was an importance step performed by all responsible manager units in Private University “STIESIA” for issuing focused strategy of continuous improvement innovation both in academic and non-academic affairs as to achieve the goal of the Private University “STIESIA” as the best institution. Further steps needed by the top managements of the Private University “STIESIA” - that is the Board of Foundation and the Dean of the Private University “STIESIA”, are to establish guideline for determining yearly work plan and measuring work performances.The guidelines were established based not only on financial perspective,but also on non-financial perspectives that were consisted of customer satisfaction,internal business process and learning and growth factors.In addition,in order to be able to achieve an objective performance measurement for each responsible manager unit,therefore it is necessary to apply a weighted proporsion for each above perspective.
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Elok S. Pusparini, Budi Widjaja Soetjipto, Riani Rachmawati, Lily Sudhartio, and Uliyatun Nikmah. "Managing Eco-Friendly Strategy Implementation and Its Impacts on Business Performance: The Role of Organizational Strategic Capabilities." International Journal of Business and Society 21, no. 3 (April 27, 2021): 1258–76. http://dx.doi.org/10.33736/ijbs.3348.2020.
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The increasing movements on the implementation of environmental sustainability and its impact on business performance become one of the important discussions on the strategic management field. Organizations are forced to major environmental initiatives to answer the green business inquiries. Constructed from the organizational capabilities literature of strategic management, this study explains how organizations strengthen their performances toward the implementation of environmentaly friendly or also called as ecofriendly business strategy and proposes hypotheses to answer the questions on how the organizational capabilities that represents internal organizational factors affect business performance through the mediating effect of eco-friendly strategy implementation Using a model integrating resource-based theory, institutional theory, and strategic business unit perspectives, this study tests the causalities upon the hotel industry in Indonesia which currently facing the force to adopt environmental friendly business practices due to the expansive development within the industry. This study used SPSS software followed by mediation test to analyze the mediating effect of eco-friendly strategy implementation on the relationship between organizational strategic capabilities and business performance. Research data were collected through the questionnaires, resulting 109 data from two-starred and above hotels across major cities in Indonesia. The findings of this study indicate that organizational strategic capabilities have a positive and significant effect on eco-friendly strategy implementation and business performances respectively while the mediating effect of Eco-friendly strategy implementation were partially found.Drawing from these results, the implications of the findings upon industrial, policies, and further research avenues are discussed.
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Jermias, Johnny, and Lindawati Gani. "Integrating business strategy, organizational configurations and management accounting systems with business unit effectiveness: a fitness landscape approach." Management Accounting Research 15, no. 2 (June 2004): 179–200. http://dx.doi.org/10.1016/j.mar.2004.03.002.
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Kang, Sungmin, and Youn Kue Na. "Effects of Strategy Characteristics for Sustainable Competitive Advantage in Sharing Economy Businesses on Creating Shared Value and Performance." Sustainability 12, no. 4 (February 13, 2020): 1397. http://dx.doi.org/10.3390/su12041397.
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This study aimed to identify strategy characteristics for sustainable competitive advantage in businesses utilizing the sharing economy (SE) and to investigate whether such strategy characteristics are related to creating shared value (CSV) and performance. A total of 631 participants who had used goods and services of SE businesses were selected as the unit of analysis in reference to the components of business-to-peer (B2P) and peer-to-peer (P2P) SE business models. Reliability, validity, and goodness-of-fit tests and path analysis were performed using SPSS and AMOS statistical packages. The following results were obtained. First, regarding the relationship between strategy characteristics for sustainable competitive advantage and “social congruence,” which is related to creating shared value, this variable was significantly influenced by “value network” in the B2P model and “strategic innovation” and “strategic resources” in the P2P model. Second, regarding relationship with the aforementioned strategy characteristics and “value of information sharing,” the latter variable was significantly influenced by “moment of truth,” “strategic innovation,” and “value network” in the B2P model, and “moment of truth,” “strategic resources,” and “value network” in the P2P model. Third, regarding the relationship among variables related to CSV and their contribution to performance, “social value congruence” was affected by “value of information sharing,” and these variables had significant effects on “value of participation” in both models. Only “value of participation” made a significant contribution to “performance.”
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Hariyati, Hariyati, and Bambang Tjahjadi. "The Relation between Sustainable Innovation Strategy and Financial Performance Mediated By Environmental Performance." Issues In Social And Environmental Accounting 9, no. 2 (June 30, 2015): 146. http://dx.doi.org/10.22164/isea.v9i2.103.
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This study aims to examine the relationship of sustainable innovation strategy and financial performance through the mediation environmental performance. The hypothesis in this study is sustainable innovation strategy affect the financial performance which is mediated by environmental performance. This study is quantitative research in the explanatory level. The population of this study is all the manufacturer companies in East Java. The data is collected through questionnaire. The unit of analysis is a business unit. The respondent of this study is the manager of a business unit manufacturing company in East Java. The results showed that the environmental performance mediates partially the relation between sustainable innovation strategy and financial performance.<br /><br />
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YOSHIDA, Shingo, and Hironori YAGI. "Valuation Methods for the Business Unit of Diversification Strategy of Urban Farm Management." JOURNAL OF RURAL PLANNING ASSOCIATION 37, no. 4 (March 30, 2019): 369–75. http://dx.doi.org/10.2750/arp.37.369.
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Roth, Kendall, David M. Schweiger, and Allen J. Morrison. "Global Strategy Implementation at the Business Unit Level: Operational Capabilities and Administrative Mechanisms." Journal of International Business Studies 22, no. 3 (September 1991): 369–402. http://dx.doi.org/10.1057/palgrave.jibs.8490307.
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Vasilieva, E., and V. Loseva. "Online sales funnel as an analytical tool for business efficiency management." Upravlenie 7, no. 3 (October 21, 2019): 63–74. http://dx.doi.org/10.26425/2309-3633-2019-3-63-74.
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The possibilities of online sales strategy analysis based on unit-economy metrics (Unit Economics is a new economic modeling method used to determine the effectiveness of a digital business model by assessing the profitability of a product unit or a single customer), as well as on the theory of restrictions, have been shown. The peculiarities of settings of problems on monitoring the process of attracting customers to the electronic resource of a company, and their support up to conclusion of commercial transaction (product sale) have been revealed. A scenarios matrix for promoting information about a product, a brand, or a service using various communication channels has been compiled.Among various strategies of a sales funnel management the following three main strategies have been highlighted: the strategy of a proportional expansion (when increasing a traffic at the entrance of a funnel, which gives a large conversion, the funnel expands at all next stages, and the output result is increased); the strategy of stretching (increasing of a conversion at each level results in the output increasing), and the strategy of a key level (this strategy demands to determine the level of the funnel, which limits the entire system, and to apply efforts to improve conversion indicators at this special level). A methodology for constructing and analyzing the product funnel using unit-economy metrics has been adduced. The peculiarities of development of strategies for sales funnel using the critical-chain method (Critical Chain Management, CPM) and method of Theory of Constraints (TOC) have been highlighted, when the company’s results depend on the interacting elements of the system, that create the constraints. A method of searching bottlenecks in the sales funnel has been proposed, which consists in a consistent assessment of the impact on the profits of each of its five basic metrics, for each of which there are special development tools, allowing one to find points of rapid profit growth. Scenario analysis of sales funnel using unit metrics has been сarried out.