Статті в журналах: "Business strategy"

1

Lloyd, Bruce. "Business strategy." Long Range Planning 24, no. 2 (April 1991): 121. http://dx.doi.org/10.1016/0024-6301(91)90112-2.

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2

Willett, Robert E. "Business Strategy." Natural Gas 5, no. 6 (September 11, 2007): 12–14. http://dx.doi.org/10.1002/gas.3410050604.

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3

BEYER, KAROLINA. "BUSINESS MODEL AND BUSINESS STRATEGY." sj-economics scientific journal 32, no. 1 (March 30, 2019): 16–26. http://dx.doi.org/10.58246/sjeconomics.v32i1.22.

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The aim of the article is to present the essence of business model concept as well as discussion about its position in relation to the company's strategy. To this end, a review of the subject literature was conducted, based on which different approaches to the category of the business model were highlighted. The article presents selected definitions of the discussed concept, indicating the lack of unanimity in the definition. In the following part of the article, the analysis of the position and role of the business model to the company's strategy was undertaken. Various approaches have been pointed out, but they assume the view that the business model and enterprise strategy are different concepts but are significantly related to each other. These concepts complement each other and are nowadays complementary tools for planning and strategic management in enterprises.

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4

Kung, Kao-Hui, Wei-Hsi Hung, Chuan-Chun Wu, and Chun-Chia Liao. "Linking Web Design Strategy with Business Strategy." International Journal of Web Portals 6, no. 3 (July 2014): 1–14. http://dx.doi.org/10.4018/ijwp.2014070101.

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Given the modern trend toward the Internet, firms can now use web sites to achieve marketing and advertising effectiveness for their businesses. This usage creates a new model of marketing strategy. Experts in the field have indicated that links between marketing and competitive strategies are critical to organisational performance and business success. However, empirical studies conducted in various countries have shown that the web designs are misaligned with organizational strategic objectives. In this study, the authors view web sites as marketing applications, and investigate how corporate sites effectively support three types of business strategy: the prospector, analyser, and defender strategies. The authors conducted a series of in-depth interviews with web site designers and established design techniques through grounded theory approach to indicate how particular web sites support a specific type of business strategy. They also established the relationship between web design strategies and business strategies, which should help practitioners improve the strategic positioning of their web sites.

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5

Putraruri, Clement, Inggrid, and Evira Dwi Anyelia. "Business Communication Strategy Fritz Gelato through Instagram." International Journal of Science and Society 6, no. 2 (June 25, 2024): 708–18. http://dx.doi.org/10.54783/ijsoc.v6i3.1197.

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The enormous business competition in this era also forces every business to be able to adapt to technology. With the advent of technology, and competition, activities such as marketing and recruitment information carried out by businesses are moving from print to online media. This proves the important role of social media in the digital era, which is very important in developing a business so that it continues to run. This research focuses on business communication strategy as a tool for Fritz Gelato to introduce and promote his business to the wider community with the help of technology. This research aims to find out the role of Fritz Gelato's business strategy which utilizes communication in helping the development of the business itself. The qualitative method used in this research uses business communication strategies to see how important communication is in business development. This research found that communication in business can provide higher business exposure to Fritz Gelato, which can provide information access to customers more easily and increase a business's credibility.

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6

Tichá, I., and J. Hron. "Knowledge in the business strategy context." Agricultural Economics (Zemědělská ekonomika) 52, No. 1 (February 16, 2012): 7–11. http://dx.doi.org/10.17221/4991-agricecon.

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The paper builds on the resource-based approach to the firm and develops it further towards the knowledge-based approach by exploring the importance of knowledge in a modern firm. Various concepts explaining characteristics of knowledge are compared and contrasted in order to contribute to the current strategic management thinking and to stimulate adoption of the concepts of knowledge management in modern businesses. The paper draws from the literature review made within the project Information and Knowledge Support for Strategic Management financed by the Czech Ministry of Education, Youth and Sports.

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7

Krishna, K. Bala, Dr Satya Subrahmanyam, and Dr G. Srinivasa Rao. "Factoring Business –A Financial Revival Strategy." International Journal of Trend in Scientific Research and Development Volume-2, Issue-4 (June 30, 2018): 1064–66. http://dx.doi.org/10.31142/ijtsrd14195.

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8

Hawking, Paul, and Carmine Sellitto. "Business Intelligence Strategy." International Journal of Enterprise Information Systems 11, no. 1 (January 2015): 1–12. http://dx.doi.org/10.4018/ijeis.2015010101.

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Although Business Intelligence is seen as priority by many companies, the level of benefits achieved varies significantly between firms. Researchers have indicated that not having an effective Business Intelligence strategy is a significant issue in regards to trying to realize organizational benefits. This paper adopting a case study method investigates an Australian energy company's Business Intelligence adoption and the development of a Business Intelligence strategy that directly informed the firm's information needs. The important elements of this strategy included using a set of guiding principles to ensure that there was a close alignment of Business Intelligence outcomes with the company's needs. The paper provides insights for researchers and practitioners on the important factors need to be considered to achieve effective Business Intelligence.

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9

Cagliano, Raffaella, Federico Caniato, and Gianluca Spina. "E‐business strategy." International Journal of Operations & Production Management 23, no. 10 (October 2003): 1142–62. http://dx.doi.org/10.1108/01443570310496607.

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10

Hopewell, Barry. "International business strategy." Long Range Planning 29, no. 3 (June 1996): 423–24. http://dx.doi.org/10.1016/0024-6301(96)85311-8.

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11

Hawking, Paul, and Carmine Sellitto. "Business Intelligence Strategy." International Journal of Business Intelligence Research 8, no. 2 (July 2017): 17–30. http://dx.doi.org/10.4018/ijbir.2017070102.

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Business Intelligence has been adopted across numerous industry sectors where the commensurate benefits have been reported as being significant to those that fall short of expectations. Indeed, an effective strategy that aligns company objectives and Business Intelligence has been shown to be an important factor in firm realizing organizational benefits. Using a case study approach, the paper documents the key aspects of two companies' Business Intelligence strategy that directly enhanced informational requirements. The paper presents a novel description of Business Intelligence strategies that will provide valuable lessons for not only researchers, but also industry practitioners.

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12

Davies, Warnock. "Global Business Strategy." Journal of Transnational Management Development 5, no. 1 (July 31, 2000): 81–97. http://dx.doi.org/10.1300/j130v05n01_05.

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13

Zhu, Ying, Valerie Lynette Wang, Yong Jian Wang, and Jim Nastos. "Business-to-business referral as digital coopetition strategy." European Journal of Marketing 54, no. 6 (February 21, 2020): 1181–203. http://dx.doi.org/10.1108/ejm-01-2019-0011.

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Purpose Based on theories related to coopetition, the purpose of this paper is to examine the patterns of business-to-business digital referrals inscribed in businesses’ digital content. Design/methodology/approach A complete industry-wise digital data set is formed by extracting digital referrals in all the content pages. The authors outline how digital referrals are strategically used among peer businesses in the peer-to-peer digital network and in the augmented digital network, taking into consideration geographical framing and physical distance. Findings The authors reveal how geographical framing and physical distance influence peer-to-peer referral patterns in the digital space. Quite counter-intuitively, businesses are more likely to give digital referrals for peers residing in the same region, as well as for peers located in closer proximity. Further, results from the augmented digital network show that peer businesses in closer proximity exhibit greater strategic similarity in their digital referring strategy. Research limitations/implications The findings extend the understanding of business-to-business coopetition to the digital space and suggest that geographical framing and physical distance can induce reciprocated relationships between peers by offering each other digital referrals. Practical implications The findings shed light on the formation of a business-to-business digital coopetition strategy using digital referral marketing. Originality/value This study highlights the impact of digital referrals in business-to-business relationship management, especially in the digital coopetition context.

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14

Shang, Yufei. "Tencent’s Business Model and Business Strategy." Frontiers in Business, Economics and Management 4, no. 2 (June 30, 2022): 29–33. http://dx.doi.org/10.54097/fbem.v4i2.631.

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In the competitive practice, a set of practical and unique corporate business models is the key to superiority in the market competition. Nevertheless, since the different perspectives of the researchers, resulting in the lack of unified understanding of the basic concept, structural system, and theoretical scope of business models, the research on enterprise business models has not formed a unified theoretical framework yet. Based on that, to better guide Chinese enterprises in successful enterprise business models, this paper explores the strategies for the design and innovation of enterprise business models, and attempts to provide ideas for the change of existing business models. Through the basic science research of Tencent's official, it could be found that the official operation model is roughly divided into three parts: Internet technology value-added services, mobile communication value-added services, and Internet advertising. The sales market began to be occupied by the official QQ of Tencent, and a large number of visitors were attracted, resulting in a fixed customer base. By maintaining a high number of hits and popularity, further development of other regions was carried out to gain profits. Tencent officials know their customer base well enough to provide them with a satisfactory service, no matter where the customer is. Most of Tencent's official business processes are aimed at the younger demographic. Taking advantage of customers' blind comparisons, curiosity, and other psychology, they deduct specific fees from various Unicom value-added services to gain profits.

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15

Teece, David J. "Business Models, Business Strategy and Innovation." Long Range Planning 43, no. 2-3 (April 2010): 172–94. http://dx.doi.org/10.1016/j.lrp.2009.07.003.

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16

Mirzaeva Faziljanovna, Dilafruz, and Gao Yongqian. "Effective Business Strategy for International Strategic Performance: An Empirical Study of Chinese Construction Firms." International Journal of Management Science and Business Administration 2, no. 3 (2014): 43–55. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.23.1005.

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To build on the research of strategic management we conducted an empirical study in the context of international performance. Three principal strategies, according to Porters generic strategy theory: cost leadership cost-focus and differentiation respectively, were tested in our research model. Quantitative empirical analysis of international strategy on a sample of 58 Chinese firms was conducted to determine strategies that lead to enhanced strategic performance. We utilized survey strategy encompassing questionnaire data collection. The collected data was analyzed using SPSS statistical package. Inference statistics consisting of correlation analysis and multiple regression analysis were performed. Findings of the study suggest that cost leadership and differentiation strategies impact strategic performance significantly, whereas cost-focus does not. A value of appropriate international business strategy is illustrated by supporting a relationship between strategy and international performance. The originality of contributions of the study lies in the fact that the generic business strategies’ impact on strategic performance is tested on an international market on the sample of Chinese firms. These notions enrich existing body of knowledge on strategic management. Therefore, companies conducting their business operations internationally should consider forming and implementing strategies of differentiation and cost leadership to achieve optimal business results.

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17

Nawawi, M. Tony, Darryl, and Jennifer Dinata. "PENGEMBANGAN PERENCANAAN STRATEGI BISNIS PADA UKM DI KOTA TANGERANG." Jurnal Serina Abdimas 1, no. 1 (February 28, 2023): 197–203. http://dx.doi.org/10.24912/jsa.v1i1.23850.

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Development Business planning is very important for an entrepreneur to maintain the continuity of his business, through the development of a business strategy he can provide solutions for his business operations in the future. A business is said to be successful or successful if the business has a measurable business planning strategy. This PKM activity aims to help Home Businesses (SMEs) understand the importance of developing a business planning strategy in running a business. The PKM Partners are Home Businesses engaged in the used basket business which is processed into various types of functions for households. In terms of implementing a partner's business, it requires the development of a business planning strategy, especially in maintaining business sustainability, but partners face problems in developing an optimal business plan strategy. This is due to the lack of partner knowledge about what partners should know in the business plan. For this reason, PKM activities aim to help partners increase partner knowledge in terms of optimally introducing business plan strategies. The method offered in this activity is offline training/socialization. Materials that will be delivered include: introduction to strategy, benefits of business plans, business plan formats and others. Through this activity, it is hoped that problems that arise in the partner's business will be resolved, and partners can understand the importance of a business plan strategy in running a business. Pengembangan Perencanaan bisnis sangat penting bagi seorang pengusaha untuk menjaga kelangsungan bisnisnya, melalui pengembangan strategi bisnis dapat memberikan solusi operasional bisnisnya di masa yang akan datang. Sebuah Bisnis dibilang berhasil atau sukses bilamana, bisnisnya memiliki strategi perencanaan bisnis yang terukur. Kegiatan PKM kali ini bertujuan untuk membantu Usaha Rumahan (UKM) memahami pentingnya Pengembangan strategi perencanaan bisnis dalam menjalankan suatu bisnisnya. Adapun Mitra PKM ini adalah Usaha Rumahan bergerak pada usaha keranjang bekas yang diolah menjadi berbagai jenis fungsi untuk Rumah tangga. Dalam hal pelaksanaan usaha mitra memerlukan pengembangan strategi perencanaan bisnis terutama dalam menjaga keberlanjutan usaha, namun mitra menghadapi permasalahan dalam pengembangan strategi rencana bisnis secara optimal. Hal ini dikarenakan minimnya pengetahuan mitra tentang hal yang harus diketahui mitra dalam rencana bisnis. Untuk itu kegiatan PKM bertujuan membantu mitra meningkatkan pengetahuan mitra dalam hal pengenalan strategi rencana bisnis secara optimal . Metode yang ditawarkan pada kegiatan ini adalah pelatihan/sosialisasi secara luring. Materi yang akan disampaikan meliputi:pengenalan strategi, manfaat rencana bisnis, format rencana bisnis dan lainnya. Melalui kegiatan ini diharapkan, masalah yang muncul pada usaha mitra akan teratasi, mitra dapat memahami pentingnya strategi rencana bisnis dalam menjalankan usaha.

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18

Arora, Prachi. "Incorporate Corporate Social Responsibility Strategy into Business." SIJ Transactions on Industrial, Financial & Business Management 07, no. 01 (February 13, 2019): 09–16. http://dx.doi.org/10.9756/sijifbm/v7i1/0102590102.

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19

Billimoria Sameer Goel, Ronit. "Business Strategy Lessons from Mythology and History." International Journal of Science and Research (IJSR) 12, no. 5 (May 5, 2023): 2020–25. http://dx.doi.org/10.21275/sr23523141954.

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20

Turuk, Mladen. "Digital strategy." International journal of contemporary business and entrepreneurship 1, no. 1 (June 30, 2020): 62–76. http://dx.doi.org/10.47954/ijcbe.1.1.5.

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The digital strategy presents a framework for digital business transformation and an inevitable requirement for achieving success in a digital world. The pace of change and innovation in digital businesses is not slowing down and today almost no business can ignore its digital aspect but what drives digital transformation is a strategy, not technology. Therefore, the ability to digitally reimagine the business is determined by a clear digital strategy, and the leaders able to implement it in the organization. Inertia is not the solution to uncertainty. Having a clear vision, goals and objectives help organizations to reduce this ambiguity and adapt to an everchanging digital environment. Agile outperforms the traditional approach and new, innovative organizations replace incumbents that do not adapt fast enough in a process known as creative destruction.

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21

Chelliah, John, and Yogita Swamy. "Deception and lies in business strategy." Journal of Business Strategy 39, no. 6 (November 19, 2018): 36–42. http://dx.doi.org/10.1108/jbs-09-2017-0135.

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Purpose The purpose of this paper is to explore the use of deceit as a business strategy. There is ample evidence in the mainstream media of deceitful strategies in business, yet there is a lack of discovery of deceit as a strategic tool in the mainstream literature. Design/methodology/approach This is a conceptual paper that first explains deceit and interprets the use of deceit as strategic tool in business using case vignettes as evidence. The paper puts forth a convincing case that there is enough evidence to substantiate our proposition that deceit is indeed part of the repertoire of tools utilised by some businesses. Findings The value of this paper is that it highlights why deceit is used strategically to achieve profit motives of businesses. Originality/value This paper attempts to fill a gap that exists in the extant literature and would especially benefit management practitioners and business academics in appreciating the use of deceit as a business strategy.

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22

RIAHI, Youssra. "Business Intelligence: A Strategy for Business Development." International Journal of Economics and Management Studies 4, no. 9 (September 25, 2017): 1–5. http://dx.doi.org/10.14445/23939125/ijems-v4i9p101.

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23

Harrington, James W. "Corporate strategy, business strategy and activity location." Geoforum 16, no. 4 (January 1985): 349–56. http://dx.doi.org/10.1016/0016-7185(85)90042-9.

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24

Kalseth, Karl, and Sarah Cummings. "Knowledge Management: development strategy or business strategy?" Information Development 17, no. 3 (September 2001): 163–72. http://dx.doi.org/10.1177/0266666014240917.

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25

Jessyka, Jessyka, Eva Dolorosa, and Anita Suharyani. "AGROTOURISM BUSINESS STRATEGY WITH BUSINESS MODEL CANVAS APPROACH." Agric 36, no. 1 (July 1, 2024): 79–94. http://dx.doi.org/10.24246/agric.2024.v36.i1.p79-94.

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The rapid development in the world of tourism has become a special attraction for research, especially for agro-tourism businesses with a lot of potential. Therefore, a business model and strategy are needed that are appropriate and suitable for agro-tourism businesses by analyzing the strengths, weaknesses, opportunities, and threats currently being faced as well as developing a business model that will be implemented in the future based on the business model canvas. The research method uses a qualitative descriptive method with the research location at the Rekadena agrotourism business, which is located in Jeruju Besar Village, Kubu Raya Regency, West Kalimantan Province. The variable consist of customer segmnets, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The result of the research are segmented consumer segmentation, channels run by agro-tourism in the form of communication, distribution, and direct selling, as well as providing personal assistance and relying on service quality. Rekadena's agro-tourism motivation in establishing partner relations is the acquisition of resources and activities. In addition, the cost structure of rekadena's agro-tourism shows that the biggest cost factor in the company is employee salaries.

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26

Slemrod, Joel, Myron S. Scholes, and Mark A. Wolfson. "Taxes and Business Strategy." Journal of Finance 47, no. 4 (September 1992): 1648. http://dx.doi.org/10.2307/2328961.

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27

Guo, Yunli. "Business Strategy Analysis—Lenovo." Journal of Business Theory and Practice 6, no. 3 (August 15, 2018): 245. http://dx.doi.org/10.22158/jbtp.v6n3p245.

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<em>Business Strategy is a set of decision-making and actions that help the company to gain competitive advantage and to win competition. Strategy Choice is to decide which best strategy to choose. In this paper, I would like to use SWOT analysis in order to identify Lenovo’s resource strength, weakness, opportunities and threats in PC marketing. A SWOT analysis is a method for assessing organization’s current position in order to plan action and resources appropriately. There are also certain researches on Lenovo’s Customer Care Policy, and through investigations and analysis to identify whether they have a good customer care policy and whether they meet the customers’ needs and satisfactions. Finally, identify the area need improve that can help company better meet customer needs and satisfactions, and help company have improvement on its operation and development.</em>

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28

Tolkachev, S. V. "SMALL BUSINESS DEVELOPMENT STRATEGY." Вестник Алтайской академии экономики и права 2, no. 11 2020 (2020): 349–52. http://dx.doi.org/10.17513/vaael.1432.

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29

Finlay, Paul N., and Joe Peppard. "IT Strategy for Business." Journal of the Operational Research Society 45, no. 10 (October 1994): 1217. http://dx.doi.org/10.2307/2584485.

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30

Shayb, Hezi, and Radu Muşetescu. "Business Strategy during Crisis." Proceedings of the International Conference on Business Excellence 14, no. 1 (July 1, 2020): 263–72. http://dx.doi.org/10.2478/picbe-2020-0025.

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AbstractDrawing from a body of strategic management literature, we explore the approaches proposed by theory and available to business decision makers during crisis. We argue that there is no real theory of success of management during crisis but only broad principles that should be followed. In a certain sense, experience and intuition – what could be called soft skills – are as important as hardcore economics. Moreover, the metrics of measuring crisis and the impact of decisions during such circumstances are to be further explored and divided in a comprehensive taxonomy. Despite its popular use, crisis management is at the start of its development. The authors advance both an approach as well as a tool for supporting decisions during business crisis.

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31

Konobeeva, O. E. "MARKETING STRATEGY OF BUSINESS." Education and Science without Limits: Fundamental and Applied Researches, no. 10 (November 25, 2019): 119–24. http://dx.doi.org/10.36683/2500-249x-2019-10-119-124.

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Working out and realization of marketing strategy requires certain conditions: clear idea about the purposes of production and sale in prospect, marketing activity strategy of the firm; knowledge of the market and its requirements; clear idea about the possibilities and resources (research, scientific and technical, industrial, marketing). The article is devoted to these problems.

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32

Shelby, Annette. "Business Communication as Strategy." Journal of Education for Business 67, no. 5 (June 1992): 279–81. http://dx.doi.org/10.1080/08832323.1992.10117558.

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33

Marren, Patrick. "High‐functioning business strategy." Journal of Business Strategy 28, no. 6 (November 6, 2007): 37–39. http://dx.doi.org/10.1108/02756660710835914.

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34

Finlay, Paul N. "IT Strategy for Business." Journal of the Operational Research Society 45, no. 10 (October 1994): 1217–18. http://dx.doi.org/10.1057/jors.1994.192.

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35

Mathur, Shiv Sahai. "Strategy: Framing Business Intentions." Journal of General Management 12, no. 1 (September 1986): 77–97. http://dx.doi.org/10.1177/030630708601200106.

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36

Henderson, Steven. "Business Strategy: an Introduction." Long Range Planning 36, no. 5 (October 2003): 504–6. http://dx.doi.org/10.1016/j.lrp.2003.08.004.

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37

Gans, Joshua. "Editorial Statement—Business Strategy." Management Science 63, no. 11 (November 2017): iv. http://dx.doi.org/10.1287/mnsc.2017.2957.

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38

Patel, Bhavik N., and Frank V. Cespedes. "Introduction to Business Strategy." Journal of the American College of Radiology 13, no. 6 (June 2016): 747–49. http://dx.doi.org/10.1016/j.jacr.2015.11.019.

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39

Sullivan, Lawrence D. "Business strategy: An introduction." Long Range Planning 20, no. 2 (April 1987): 134–35. http://dx.doi.org/10.1016/0024-6301(87)90017-3.

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40

Eshun, Joseph P. "Business incubation as strategy." Business Strategy Series 10, no. 3 (April 24, 2009): 156–66. http://dx.doi.org/10.1108/17515630910956570.

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41

Kim, Hyungmi. "Business Strategy of Cooperatives." KOREAN JOURNAL OF COOPERATIVE STUDIES 33, no. 1 (April 2015): 79–83. http://dx.doi.org/10.35412/kjcs.2015.33.1.004.

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42

Brandenburger, Adam M., and Harborne W. Stuart. "Value-based Business Strategy." Journal of Economics & Management Strategy 5, no. 1 (January 13, 2005): 5–24. http://dx.doi.org/10.1111/j.1430-9134.1996.00005.x.

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43

Wicaksana, Dafrian, and Deden A. Wahab Sya’roni. "DEVELOPMENT STRATEGY AGRICULTURE BUSINESS." Proceeding of International Conference on Business, Economics, Social Sciences, and Humanities 7 (June 26, 2024): 200–209. http://dx.doi.org/10.34010/12gndt84.

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Horticulture is the planning, development, protection, business, empowerment and financing activities related to fruit plants, vegetables, ornamental plants, and biopharmaceutical plants. The high competitiveness in the field of Horticulture results in a company needing a strategy in developing its business to be able to compete with its competitors, therefore the aim of this research is to see what factors influence marketing in a horticultural company and what strategies are appropriate for developing a horticultural business .The method used in this research is SWOT matrix analysis with the results of the research showing that the company is on a Grow and Develop strategy, namely with a strategy to improve product quality, improving good relationships with distributors or suppliers, improving the company's organizational structure, then expanding the market to make it more developed and advanced

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44

Torres Leandro, Jack D. "The business strategy partner." Empresa y Sociedad 2 (July 9, 2024): 49–57. http://dx.doi.org/10.5377/emyso.v2i1.18201.

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La finalidad de este texto es presentar una revisión bibliográfica de la evolución del concepto de la cultura de innovación en los últimos 37 años, entendiendo que las organizaciones como tal deben responder y evolucionar a los cambios que el entorno presenta. En la era de la globalización y competitividad económica entre las naciones, se ha venido intensificando, de la mano del progreso tecnológico que lidera el ciclo de vida del producto, la importancia de la innovación para crear un desarrollo económico sostenible y ventaja competitiva. Uno de los factores que influyen en la innovación es la cultura; siendo reconocida como un factor en la administración y el desarrollo organizacional, debido a su relevancia y contribución para el logro de los objetivos en el corto, mediano y largo plazo.

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Thi Hau Phuong, Nguyen. "Business Strategy Concept: A Systematical Review." Journal of Knowledge Learning and Science Technology ISSN: 2959-6386 (online) 3, no. 2 (June 25, 2024): 128–42. http://dx.doi.org/10.60087/jklst.vol3.n2.p148.

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A business strategy is a crucial tool for a business, guiding its future and identifying opportunities and risks. It drives performance and alignment within the management team, achieving business goals. It determines goals in various aspects, including products, marketing, and financial management. It supports negotiations, partnerships, and innovation by seizing new opportunities. Business strategy also aids in managing human resources, optimizing performance, and defining department roles. It communicates internally and externally, building a strong brand image. It supports financial performance, reduces risk, and helps businesses adapt to market trends, enabling effective competition and overcoming challenges. Because of the significant of business strategy toward the success of companies, this article focuses on digging into the previous academic papers along the way of developing the business strategy concept to reveal a clearer vision about one of the standard concepts in business administration domain.

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Terrón-Ibáñez, Sara, María Elena Gómez-Miranda, and Lázaro Rodríguez-Ariza. "Dimension as a business strategy." European Journal of Family Business 10, no. 1 (May 31, 2020): 20–32. http://dx.doi.org/10.24310/ejfbejfb.v10i1.6705.

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This paper analyzes the possible differences in the economic-financial situation of family organizations based on the business dimension. Then, we focus our analysis on SMEs to analyse the influence of the dimension in their performance. For this, information belonging to a large sample composed of 21,149 family businesses and 5,737 non-family businesses in Spain corresponding to the period 2003–2015 is studied. The conclusions obtained show that, although the increase in the dimension of the family organizations is positively related to their performance, there are limits beyond which the value of certain economic-financial indicators can be negatively affected. This behavior is not observed in non-family businesses.

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Jordaan, Yolanda, and Jacobus Johannes Badenhorst. "The Relationship Between Business Strategy and Customer Satisfaction: A study of South African business performance." Journal of Business and Management Review 3, no. 9 (September 28, 2022): 656–74. http://dx.doi.org/10.47153/jbmr39.3892022.

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The purpose of this paper is to investigate the inter-connected relationships of business strategy, customer satisfaction and business performance. Data was collected from senior executives in small, medium, large and corporate businesses in South Africa, and supplemented with existing available national customer satisfaction data. A total sample of 1,069 business leaders was realised of which 64 businesses had available customer satisfaction data. Findings revealed a relation between a clear business strategy and high levels of customer satisfaction. More importantly, both business strategy and customer satisfaction differentiate businesses on overall performance/success. This single survey study could not capture business-performance drivers within a value chain of decisions, actions and outcomes. The association between business strategy and customer satisfaction cannot be ignored by practitioners who aspire to improve business performance. Thus, if customer satisfaction aligns with a clear business strategy it can provide superior business performance in comparison to industry competitors. These results show conclusively that the clarity of a business’s purpose, through consistently prioritising one of Porter’s generic strategies, succeeds in satisfying customers. While previous research analysed the relationship between both business strategy and customer satisfaction with business performance, the originality of this study lies in linking business strategy with customer satisfaction. Furthermore, the research adapted existing business measurements to bring it in line with Porter’s generic strategies, and then adjusted the strategy classification to be consistent with how businesses prioritise strategies.

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Azis, Irfan, and Maulina Nabila. "Business Strategy in Facing the Global Economy." American Journal of Economic and Management Business (AJEMB) 2, no. 10 (November 29, 2023): 388–92. http://dx.doi.org/10.58631/ajemb.v2i10.63.

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Today's global economy is increasingly connected and competitive. This requires businesses to be able to adapt to changes that occur in order to stay afloat and compete. One way that businesses can do is to implement the right strategy. The purpose of this study is to examine business strategies that can be applied by businesses in facing the global economy. This study used qualitative research methods. Data collection techniques in this study were carried out with literature studies. The collected data is analyzed in three steps including data reduction, data presentation and conclusions. The results show that an increasingly competitive global economy requires businesses to be able to adapt to changes that occur. One way that can be done by businesses is to apply the right strategy, there are several business strategies that can be applied in facing the global economy, namely differentiation strategies, low cost strategies, focus strategies, and collaboration strategies. The selection of the right strategy must be adjusted to the conditions and characteristics of each business

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Yin, Haojing. "Alibaba Group’s Business Strategy Impact Research." Highlights in Business, Economics and Management 24 (January 22, 2024): 1552–56. http://dx.doi.org/10.54097/efd3vm95.

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In recent years, China's Internet industry has developed rapidly, with the emergence of many e-commerce platforms and Internet giants with large user scale, such as Alibaba Group. It has created several e-commerce platforms and has many subsidiaries. A subsidiary is a company in which Alibaba Group owns shares and actually controls. Alibaba's e-commerce platforms mainly implement Business to business and consumer to consumer model. It changed the way people shop and live. Alibaba Group is also linked to a number of businesses, and it has changed the way people pay. This paper mainly studies the impact of Alibaba Group's business strategy, firstly understanding the background of Alibaba Group, secondly, analyzing Alibaba Group's business strategy, in addition, a brief study of the drawbacks of Alibaba Group's business strategy, and put forward suggestions for improvement. Alibaba Group has a good business model and international vision, so the study of Alibaba Group's business strategy has important reference significance for the global Internet industry.

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D M Parikh, D. M. Parikh. "Business to Responsible Business a Sustainable Strategy of Survival & Growth for all." Indian Journal of Applied Research 3, no. 6 (October 1, 2011): 317–22. http://dx.doi.org/10.15373/2249555x/june2013/106.

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