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Ginevičius, R., and R. Auškalnytė. "THE EVALUATION OF A COMPANY'S STRATEGY BY THE ANSOFF'S PRODUCT MARKET MATRIX." Statyba 7, no. 2 (January 2001): 158–65. http://dx.doi.org/10.1080/13921525.2001.10531717.
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Ginevičius, Romualdas, and Renata Auškalnytė. "THE EVALUATION OF A COMPANY'S STRATEGY BY THE ANSOFF'S PRODUCT MARKET MATRIX/ĮMONĖS STRATEGIJOS VERTINIMAS PAGAL I. ANSOFFO PRODUKTO-RINKOS MODELĮ." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 7, no. 2 (April 30, 2001): 158–65. http://dx.doi.org/10.3846/13921525.2001.10531717.
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The I. Ansoff's theories take a considerable place in the evolution of the strategy research. In our opinion, his works are very important, because there is a clear boundary between the strategy formulation process and the strategy as the result of this process. On the grounds of Ansoff's point of view and his product market matrix, we suggest a methodology for determining the strategy applied by the company. I. Ansoff suggested four types of strategy: penetration, product development, market development and diversification (Fig 1). The diversification strategy is the most risky and distracts the company from its production and marketing. Therefore, the penetration, product development and market development will be evaluated. For the first stage of research the evaluation criteria of expansion strategies are chosen. There is not any common criterion of strategy. For evaluating the market penetration strategy the following criteria are chosen: costs of work, costs of resources, productivity of works, promotion costs on the native market. For evaluating the product development strategy the following criteria are used: number of new products, expenses of R&D, number of people who work in R&D, number of sold licences and number of bought licences. For market development strategy evaluating the following criteria are applied: number of new geographical markets, promotion costs on new geographical markets, number of people who work in the new markets. These criteria help to gather data for further research. Then the dynamics of criteria changes is calculated according to the formula: where I p is the meaning of criterion at the beginning of the analyzed period, I pa is the meaning of criterion at its end. This formula helps to calculate the generalized index of expansion strategies according to the formula In the second stage, the priorities of the groups of a company's products are calculated and a group of the product influencing the company's strategy is chosen. On the grounds of sale and export indexes, the product group is attributed to the product life cycle phase. The company's ability to apply strategy is calculated in the third stage of research. Therefore, we have chosen the coefficient K 0 describing the work of each unit, equipment, technology, employees and changes on the market. The coefficient is calculated by the formula Where T is is the time of product innovation, T r is the time of production and realization. The life cycle of product helps to calculate the coefficient K 0. Therefore, the time parameters of this cycle stages are chosen and calculated by regression analysis. Then the stochastic model of product life cycle is created (Fig 2). By a formula the coefficient is calculated and compared with K 0 of the most successful company on the market. Besides, the coefficient K 0 helps to calculate the boundaries of expansion strategy according to the formulas: In this article we have introduced a methodology of the strategy applied by the company. The methodology proves the fact that there is a connection between the strategy of a company and product life cycle. In addition, this methodology helps to plan the activity of a company in future.
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Kainth, Jyoti, and Gautam Kainth. "KKCL: exploring growth opportunities." Emerald Emerging Markets Case Studies 5, no. 4 (July 9, 2015): 1–11. http://dx.doi.org/10.1108/eemcs-09-2014-0234.
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Subject area Product Management, Marketing Strategy, Growth Strategies. Study level/applicability Bachelor of Business Studies, MBA, Executive MBA. Case overview The case documents the humble beginning of Kewal Kiran Clothing Limited (KKCL) in 1981 to its current position as a leading fashion apparel brand in India. However, competition from new national players, emergence of global players in India, private labels of retailers and dawn of Internet retailing has created significant growth challenges for the firm. Mr Jain, the Managing Director of KKCL, is contemplating the growth strategies for the firm and possible changes in the business model, as he is developing the 2014-2015 strategic plan for KKCL. This is imperative to reach the ambitious sales target of INR 10 billion by 2018-2019. The students are expected to assess the performance of KKCL on multiple quantitative and qualitative data points given in the case and exhibits. It encourages them to come up with possible growth strategies for the firm. Expected learning outcomes The case is expected to guide students in comprehending the multi-thronged challenges pertaining to fashion apparel industry; in Situational Analysis of the firm, which includes assessing internal and external factors; and in recommending the best possible growth strategy after due evaluation and deliberation using Ansoff's Matrix. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Raghavan, Srividya. "FieldTurf Tarkett India: challenges and opportunities in new markets." Emerald Emerging Markets Case Studies 1, no. 4 (October 1, 2011): 1–30. http://dx.doi.org/10.1108/20450621111195660.
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TitleFieldTurf Tarkett India: challenges and opportunities in new markets.Subject areaMarketing, marketing communication and business strategy.Study level/applicabilityGraduate level and some core courses in undergraduate level.Case overviewThe case describes the evolution of a start‐up company, Great Sports Infra Pvt Ltd, which had acquired the exclusive dealership of the largest artificial sports surface products company – FieldTurf Tarkett. Great Sports Infra was started as a small business with a capital of INR 5 million, by Mr Anil Kumar who had won the exclusive license to sell the FieldTurf brand of artificial turf in India and the SAARC region. FieldTurf was a well entrenched brand for playing surfaces in several developed countries around the world. The size, scope and consumer base of the Indian market was vastly different from the mature markets in which FieldTurf was a well established brand. Anil had to find a market for the product in India which was a classic context of “existing product entering a new market” – in this case an emerging market. Identifying new markets and targeting them with a relevant marketing mix and communication mix were the dominant challenges faced by Anil. Having developed the market in India, he now faces competition from cheaper manufacturers and limited growth in the sports infrastructure. The students must deliberate on current strategies and suggest strategies for the future growth of the product in this market.Expected learning outcomes Challenges of an established brand entering a new market in the emerging economies. Using Ansoff's matrix to identify the nature of challenges. Understanding positioning strategy. To understand how to extract IMC strategy from business strategy. Targeting each segment differently but keeping the message consistent following the principles of principles of IMC, i.e. harmony, consistency and synergy. Understanding the role of 6Ms in designing a communication plan. Understanding how to identify appropriate media mix. Understanding the holistic IMC framework.Supplementary materialsTeaching notes.
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Watts, Gerald, Jason Cope, and Michael Hulme. "Ansoff’s Matrix, pain and gain." International Journal of Entrepreneurial Behavior & Research 4, no. 2 (August 1998): 101–11. http://dx.doi.org/10.1108/13552559810224567.
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GURCAYLILAR-YENIDOGAN, TUGBA, and SAFAK AKSOY. "APPLYING ANSOFF’S GROWTH STRATEGY MATRIX TO INNOVATION CLASSIFICATION." International Journal of Innovation Management 22, no. 04 (May 2018): 1850039. http://dx.doi.org/10.1142/s1363919618500391.
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This study aims to determine innovation capacity of a firm and to investigate the correlations between performance outcomes and innovation types. In this study, a questionnaire-based survey was conducted to classify firms with respect to different novelty degrees of innovation activities in developing new products and the magnitude of market impact shortly after innovations have been introduced and then appraise the association between innovation types and performance outcomes. The data obtained from the Turkish industrial clusters show that the higher firm innovativeness in product and market with a wide-spread diffusion effect of innovations, the greater is the market and production performance. To the best of our knowledge, this study is one of the few studies applying the product-market growth matrix to determine/manage innovation portfolio of firms.
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Shaikh, Sumaiyya Wahid, Genanew B. Worku, and Ananth Rao. "Japanese Airline Management Strategy ?Case study of All Nippon Airway’s Global Business Strategy?" International Conference on Advances in Business, Management and Law (ICABML) 2017 1, no. 1 (December 24, 2017): 143–55. http://dx.doi.org/10.30585/icabml-cp.v1i1.17.
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This paper analyses the strategy of All Nippon Airways, the second largest airline in Japan. The airline industry has been considered a symbol of government regulation. Competitive strategies increased through gradual deregulation in the 1980s, new entrants in the 1990s, and the expansion of Tokyo International Airport. Competition in the industry intensified when Japan Airlines (JAL), the largest airline in Japan, which rebuilt its operations using government support, re-listed. In this environment, ANA, which has been a private company since its inception and the second largest airline for many years, was the ninth largest in the world based on profits and number of passengers.
We first use a cross-sectional financial analysis to confirm the positioning in Japan’s aviation industry by comparing ANA with JAL. Next, regarding ANA’s management strategy, we use Ansoff’s Product-Market Growth Matrix. Finally, regarding global strategy, we analyze ANA.
Keywords: Airline; Management Strategy; Ansoff’s Matrix
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Santos, Aguinaldo dos, and Naotake Fukushima. "SUSTAINABLE PRODUCT SERVICE SYSTEMS DESIGN: TOOLS FOR STRATEGICS ANALYSIS." MIX Sustentável 3, no. 4 (December 18, 2017): 149–56. http://dx.doi.org/10.29183/2447-3073.mix2017.v3.n4.149-156.
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The present paper discusses the tools for phase of Strategic Analysis for the process of Sustainable Product-Service System Design. It explores the cumulative experience obtained at the Design & Sustainability Research Center of UFPR, on case studies developed with companies on the period between 2006 to 2016. When compared with the MSDS Method the case studies presented a stronger emphasis on tools derived from administration (ex: Ansoff matrix, BCG matrix, Canvas, SWOT chart, Slack matrix, Polarity Diagram) and, very importantly, from the service design community (ex: bluepring, customer journey, touchpoint matrix).
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Jussani, Ailton Conde, Patricia Viveiros de Castro Krakauer, and Edison Fernandes Polo. "REFLEXÕES SOBRE A ESTRATÉGIA DO OCEANO AZUL: UMA COMPARAÇÃO COM AS ESTRATÉGIAS DE ANSOFF, PORTER E HAX & WILDE DOI:10.7444/fsrj.v2i2.51." Future Studies Research Journal: Trends and Strategies 2, no. 2 (December 7, 2010): 17–37. http://dx.doi.org/10.24023/futurejournal/2175-5825/2010.v2i2.51.
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Within the context of the globalized environment, competitiveness has become a critical issue for business. The use of research to inform strategic decisions is thus important for firms on the path to competitiveness, regardless of their market of operation. This paper provides an overview of four strategies—Kim and Mauborgne’s Blue Ocean Strategy, Ansoff’s Matrix, Porter’s Generic Strategies, and Hax and Wilde’s Delta model—in order to find the similarities and approximations among them. Applying the scientific reading method, we conducted a comprehensive review of the literature on strategy to draw up a comparative matrix among the four strategies analyzed so as to discuss the typologies for strategy formation modes. This matrix is intended to be used in future field studies. The comparison led to the observation that several possible approaches exist, each suited for distinctive businesses and business environments. This article aims to contribute to a better knowledge of administrative techniques that can help firms - and their executives - improve strategic decision making by choosing the strategy that best fits the competitive environment in which their business operates. Key-words: Strategic decisions. Strategic approaches. Comparative matrix.
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Hanif, Luqman, and Fafurida Fafurida. "Development Strategy of Small Industry of Typical Food as Supporting Tourism Sector." JEJAK 11, no. 1 (March 10, 2018): 62–77. http://dx.doi.org/10.15294/jejak.v11i1.12988.
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The purpose of this research is to formulate the development strategy of the small industry of tamarillo processed typical food in Kejajar District that faces the marketing obstacles, the simple technology, and the lack of capital. This research also aims at analyzing the position and the development strategy of tamarillo processed product as the typical food from Dieng Plateau. The SWOT analysis is used at the first stage and the Ansoff Matrix analysis is used at the second stage. The result of SWOT analysis indicates that the position of small industry is in quadrant II, which supports the growth strategy through horizontal integration. The strategy can be implemented by cooperating with the similar small industries and the Department of Tourism and Culture of Wonosobo Regency for marketing. The Ansoff Matrix analysis indicates that the position of tamarillo processed product is seen as the new typical food in Kejajar District, so, the main strategy for the small industry is market development strategy to increase the market share and to create the brand image to the tourists.
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Mathur, Mini, and Smita P. Kothari. "Wealth out of Waste (WOW): a business paradox." Emerald Emerging Markets Case Studies 20, no. 2 (July 2, 2020): 1–27. http://dx.doi.org/10.1108/eemcs-12-2019-0326.
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Learning outcomes Help students understand Porter’s five forces framework. Explore and analyze possible growth strategies using the Ansoff matrix. Case overview/synopsis This case study integrates lessons in growth strategies, Porter’s five forces and the Ansoff matrix. Vijay Kothari, Founder of Wealth out of Waste (WOW) is in a fix. In spite of functioning in an environment of abundant demand and potential, he is unable to perform in his optimum capacity because of operational and manpower-related issues. WOW, which turned nine in 2019, is a sort of monopoly in the organized business of scheduled collection of recyclable trash. WOW is operating in a 2% market with 98% being captured by traditional “pastiwalas.” From the current waiting period of up to seven days, Kothari wants to service any area in the city of Ahmedabad, Gujarat, India within 2 h. To achieve this objective, how should Kothari overcome the growth challenge in the business. Complexity academic level Undergraduate and postgraduate. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.
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Veiga, Pedro Mota, and Mário Franco. "Alliance portfolios and firms’ business strategy: a content analysis approach." Management Research Review 38, no. 11 (November 16, 2015): 1149–71. http://dx.doi.org/10.1108/mrr-04-2014-0093.
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Purpose – The purpose of this study is to understand in what way the business strategy of a firm operating on a global scale is linked to its alliance portfolio,from the product-market matrix of Ansoff (1957) and the resources-partners matrix of Yasuda and Iijima (2005). Design/methodology/approach – To meet this objective,the case study method was adopted,with data being obtained from interviews and documentary analysis of the selected firm/case: Borgstena Textile (BT). Findings – Based on a content analysis approach,it was possible to observe an alliance portfolio with advantages for BT and include those partnerships in the four quadrants referring to the nature of resources and partners defined by Yasuda and Iijima. In terms of growth strategy,BT simultaneously defined the typology of product-market strategies proposed by Ansoff,i.e. BT tries to use strategic alliances to execute specific business strategies. Practical implications – This research seeks to make a practical contribution,identifying the main association between the alliance portfolio and several specific firm strategies. This may allow better understanding of the composition of the alliance portfolio and,in this way,improve strategic management. This means that alliances should be managed as a whole and not in a dyadic way. Originality/value – This study is innovative because it seeks to make a contribution to the literature,from a theoretical perspective,by developing two matrixes by Ansoff (1957) and Yasuda and Iijima (2005). These frameworks allow us to analyze the relationship between alliance portfolio and business strategy.
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Ahmed, Jashim Uddin, and Asma Ahmed. "Agrani Doer Banking: Agent Banking Business in Bangladesh." Business Perspectives and Research 6, no. 2 (April 17, 2018): 154–64. http://dx.doi.org/10.1177/2278533718765532.
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Agent banking involves the provision of banking services through non-conventional means such as retail outlets with the use of technology. In developing countries, such as Bangladesh, agent banking acts as a medium between the rural unbanked majorities and banking services that they would otherwise not have access to. The case analyzes how innovation in the banking sector can aid poor people to gain access to financial institutions through the Agrani Doer banking business model. It elaborates on the rules and regulations of agent banking and how the first state bank of Bangladesh, Agrani Bank, establishes coverage to places not deemed possible before. The concept of agent banking, in an illustrative case, is linked to Ansoff’s Growth Matrix as Agrani Bank uses technology and innovation in its business strategies to achieve its desired growth goals.
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Pahl, Joy M. "Cow comfort: a case study in sustainable entrepreneurship." CASE Journal 14, no. 1 (January 2, 2018): 88–111. http://dx.doi.org/10.1108/tcj-02-2017-0010.
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Synopsis The case is set in Northeast Wisconsin, where the two largest industries are dairy farming and papermaking. Dairy farms have a continual need for bedding material for cows, and Lynn Heemeyer recognized an opportunity for a new bedding material: a waste byproduct of recycled paper. The case includes the progression of Heemeyer’s venture – Alternative Animal Bedding (AAB) – from the idea phase, to initiation and growth, to near collapse, recovery, and renewed growth. By September 2015, AAB was at a turning point as the sales were increasing, and Jess, Lynn’s daughter, had joined the business. Jess’s challenge: how best to grow the business. Research methodology Information for the case was gathered via interviews with Jess Heemeyer; she also provided some supporting materials. Jess Heemeyer is a former student of the author and a graduate of the institution that employs the author. Additional information for the case was collected from publicly available sources, as referenced. The identification of the college was not included in the case. Relevant courses and levels The case is best suited for use in an undergraduate or graduate entrepreneurship course or courses that include entrepreneurship as a topic. The case fits well with the topics of alertness and opportunity identification, and the innovation process. It can also be used to illustrate critical factors for new-venture development and growth. In addition, the benefits and challenges related to family-based entrepreneurial ventures can be included as a learning objective. Theoretical bases This case draws upon and illustrates the concept of alertness (Kirzner, 1973) which was further developed by Tang et al. (2012) when they identified three dimensions of alertness: “scanning and searching for information, connecting previously disparate information, and making evaluations on the existence of profitable business opportunities” (p. 77). Also, the case follows the creativity-based model of opportunity recognition developed by Corbett (2005) that uses experiential learning theory. Finally, students are asked to apply Ansoff’s Growth Matrix (Ansoff, 1957) to identify and evaluate the growth options available to the business owners and managers. As an optional pasture for discussion, a stewardship theory perspective can be applied to examine the family business aspect of this case (see Eddleston and Kellermanns, 2007).
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Yin, Nan. "Application of AHP-Ansoff Matrix Analysis in Business Diversification: The case of Evergrande Group." MATEC Web of Conferences 44 (2016): 01006. http://dx.doi.org/10.1051/matecconf/20164401006.
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Pacchini, Sébastien, David Dubuc, Emmanuel Flahaut, and Katia Grenier. "Double-walled carbon nanotube-based polymer composites for electromagnetic protection." International Journal of Microwave and Wireless Technologies 2, no. 5 (October 2010): 487–95. http://dx.doi.org/10.1017/s1759078710000668.
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In this paper, we present a microwave absorber based on carbon nanotubes (CNT) dispersed inside a BenzoCycloButen® (BCB) polymer. The high aspect ratio and remarkable conductive characteristics of CNT give rise to good absorbing properties for electromagnetic protecting in microelectronic devices with very low concentration. In this article, nanocomposites are prepared using a solution-mixing method and are then evaluated and modeled by means of coplanar test structures. First, CNT concentrations are quantified by image processing. The nanocomposites implemented with coplanar test waveguides are then characterized using a vector network analyzer from 40 MHz to 20 GHz. An algorithm is developed to calculate the propagation constant “γ”, attenuation constant “α”, and relative effective complex permittivity (ɛreff = ɛreff′ − jɛreff″) for each CNT concentration. The extracted effective parameters are verified using the electromagnetic FEM-based Ansoft's® high frequency structure simulator (HFSS). Power absorption (PA) of 7 dB at 15 GHz is obtained with only 0.37 weight percent of CNT concentration in the polymer matrix. The resulting engineerable and controllable composite provides consequently a novel degree of freedom to design and optimize innovative microwave components.
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Suciati, Tri Ratna, Dodi Kurniawan, and M. Dery Iswahyudin. "SWOT Analysis and Ansoff Matrix in Creative Food Industry Business Development: A Study on Creative Food Business “Komala”." Open Access Indonesia Journal of Social Sciences 3, no. 2 (November 24, 2020): 69–76. http://dx.doi.org/10.37275/oaijss.v3i2.30.
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The number of entrepreneurs in the food and beverage industry is spreadthroughout Indonesia. Komala is a business engaged in the culinary or food andbeverage industry headquartered in the city of Tangerang. Komala has a local foodconcept that is packaged in a modern and practical way. This research is qualitativeresearch by conducting interviews with several resource persons who runcompetent and sustainable food and beverages business. In this study, interviewswere conducted with representatives from several restaurant, namely, GB, DBJ, H,KC, SKS, and RR as benchmarks in the Komala food business. The author preparesa list of questions regarding the information needed to approach the SWOT analysisand Ansoff Matrix to the informants. Based on results, it can be concluded that thestrategies that Komala's business must implement to develop are strengths (havinga structured SOP and competitive prices), weakness (limited human resources andthe absence of a physical store), opportunities (starting to collaborate with onlinefood delivery modes), threats (anticipating the increase in raw materials and makingnew innovative products)
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Saragih, Harriman, and Fransisca Sinaga. "GMF Aero Asia: aiming for the Middle-East base." Emerald Emerging Markets Case Studies 9, no. 1 (May 23, 2019): 1–24. http://dx.doi.org/10.1108/eemcs-12-2018-0257.
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Learning outcomes This case study focuses on four main areas. By the end of the study, the students are expected to meet the following objectives by answering several assignment questions: understand the general business of a maintenance, repair and overhaul (MRO) company and why this business is a central player in the air transportation industry; understand and integrate certain strategy analysis tools, particularly Porter’s Generic Strategies, Ansoff Matrix, GE/McKinsey Matrix and International Market Entry Modes, to use later as justification for any recommendations about strategy; and prepare a systematic elaboration to use to recommend the company’s strategic plan. Case overview/synopsis This case study discusses PT GMF Aero Asia, Tbk. (GMF), a company that is based in Tangerang, Indonesia, and involved in the MRO for airlines. At the time of writing this case, the CEO was Iwan Joeniarto. The case elaborates on GMF’s competitive business operations in Indonesia and Southeast Asia, with the main focus being a discussion of Iwan’s visions for GMF’s expansion into the Middle East. This case study challenges students to think critically on the strategy level about the expansion plans of a local company into the international market. The main research questions the study attempts to answer are: What is an MRO in the aviation business? How does it relate to airport megahubs? Is the option for business expansion into the Middle East feasible for GMF? If not, are there any alternatives for that international expansion? Moreover, what recommendations can this study provide Iwan for entering that international market successfully? The students are expected to gain exposure to the international market entry in an MRO business. The students are also expected to understand and integrate the different strategy analysis concepts and tools, such as Porter’s Generic Strategies, Ansoff Matrix, GE/McKinsey Matrix and International Market Entry Modes. Complexity academic level This case study can be used as teaching material in several programs, including – but not limited to – the followings: Bachelor’s Degree program in Management, Business and Marketing (usually final year students), Master’s Degree in Business Management or Business Administration and Executive Education Program/Workshop/Seminar/Training for Business Development/Marketing Managers, VPs, Directors and Aviation Management Professionals. This case study can be used in the following classes/subjects: strategic management, strategic marketing management, international marketing, international business, global marketing, operations management and aviation management. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Gwiazda, Aleksander. "System Approach Concept as Teaching Tool of Strategic Management Fundamentals." Kwartalnik Ekonomistów i Menedżerów 27, no. 1 (January 31, 2013): 83–98. http://dx.doi.org/10.5604/01.3001.0009.6296.
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This paper presents the concept of a systemic approach in teaching the fundamentals of strategic management. Basing on the traditional typologies of organizations strategies the general map of strategies was proposed aiming to introduce students to the problems of strategy selection. As the tool for ordering the map of strategies the SWOT/TOWS matrix has been selected. The part of the particular strategies has been taken from typologies of Porter, Bowman and Ansoff. Basing on these typologies two versions of the map of strategies were developed. The first one includes 9 specific strategies and the other – 13. The strategies are grouped into four groups: aggressive strategies, conservative ones, competition ones and recovery ones. The developed maps of strategies allow more flexible analyzing of the strategy selection process and the relationship between them and their evolution.
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DE WAAL, GERRIT A. "AN EXTENDED CONCEPTUAL FRAMEWORK FOR PRODUCT-MARKET INNOVATION." International Journal of Innovation Management 20, no. 05 (June 2016): 1640008. http://dx.doi.org/10.1142/s1363919616400089.
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Recognising the greater variety and sophistication of product innovation strategies to target existing and previously untapped markets, the author presents an extended version of the Ansoff product-market expansion grid that highlights the different approaches for developed world and emerging markets. The proposed model consists of seven distinct categories of growth options and depicts alternative strategic possibilities within each category, where appropriate. Categories that are new to the matrix include resource-constrained innovation, necessity innovation and reverse innovation. Necessity innovation is a new concept and a special case of user-innovation, defined as innovation by resource-constrained consumers in emerging markets to serve their own unmet needs. Utilising recent industry examples from a variety of media, the author demonstrates the traits of each strategic approach to grow revenue streams through product-market innovation.
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Navarra, Daniela, and Luca Scaini. "Improvements In The Strategic Use Of The Marketing Matrices Applying Dynamics Parameters Based On Time: A Better Analysis Of Prospect." European Scientific Journal, ESJ 12, no. 10 (April 29, 2016): 1. http://dx.doi.org/10.19044/esj.2016.v12n10p1.
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Matrices are among the main analytical tools used in marketing. The present paper focuses on the possibility to make them consistently explorative of a business prospect, not just in a mechanical way but in a logical and quantitatively probabilistic way. Matrices, being static, appear in contrast with the real meaning of marketing itself (being a verb it is an action). Actually, lack of the matrices is that they do not consider the temporal evolution and offer a very simple and static frame and indeed a snapshot of the business environment. The purpose of the present paper is to understand “to what extent the matrices can be improved to perform dynamic prospective analyses, thanks to specific improvements”: - Complex variables - Cartesian plan and derived curves - Use of the chronotropic quadric-dimensionality through spacetime factor influencing the mechanical results It is considered only the case of the four cells based matrix (and experimentation is pursued via the Ansoff’s one), leaving the nine-cell based matrices to the field of actual limitations and future improvements. The standard format can be implemented by the adoption of new format and complex variables, which are holistic, and through the utilization of a temporal ratio, to show the temporal dynamism and make them suitable for prospective analysis and become a tool of management of the company’s evolution.
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Vrtana, David, and Martina Gogolova. "Marketing strategy applied in the environment of an international company." SHS Web of Conferences 74 (2020): 01037. http://dx.doi.org/10.1051/shsconf/20207401037.
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The escalating trend of globalization makes enterprises increasingly adapt to the international environment. This can be seen as very demanding and diverse. However, there are many multinational corporations currently being active worldwide. Multicultural differences, either the impacts of the economic, political or legal environment can significantly affect the business scope of enterprises in a global environment. For example, gaining and maintaining a competitive advantage worldwide can be an advantage of global action. The subject of the article is an analysis of a company BHP Biliton, which operations extend to twelve countries around the world spreading across all continents. The company also focuses on current global trends. The articles is focused mainly on the slowdown in economic development, where BHP Billiton has a corporate program in place. The company also tries to tackle the global climate change problems by cutting emissions. The subject of the analytical part of the article is to analyze the competitive position by means of the Porter model on the basis of available data about the BHP Billiton company. Furthermore, Ansoff’s matrix is elaborated in the analytical part, which identifies the specific strategy of targeting the company to products or markets. Based on the analyzed and compared data and outputs from BHP Billiton’s analysis, the article proposes a more effective way of using a marketing strategy and accepting global trends.
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Oroh, Augustinus Nicolaas Hillebrandes. "Does Diversification Strategy Play An Eminent Role In The Current Turbulence Of Digital Economy: A Strategic Approach." International Journal of Industrial Management 12, no. 1 (November 29, 2021): 378–88. http://dx.doi.org/10.15282/ijim.12.1.2021.6922.
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Most industry players are dubious whether current digital technology is strongly affecting the long traditional demand and supply economy while scholars believe that companies need to have valuable and unique resources, excellent and agile capabilities, and the capacity of aligning their core competencies to lead the industry and therefore sustaining its competitive advantage. Companies are fighting with the aggressive movements by their competitors in the changing markets and facing very dynamic full of surprises environmental turbulence. We reveal the Environment Serving Organization concept helps companies to be well prepared in advance and applicable at all turbulence levels when the overall economy is at high uncertainty. By exploring diversification based on Ansoff Growth Matrix and using the regression and mediation models, this is one of the first papers that investigates the Environmental Turbulence level as a probable mediator in the intense relationship between diversification strategy and strong firm performance.
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Oshilalu, Adeyemi Z., and Yolandie C. Baldie. "Critical strategic analysis forecast of the oil and gas business unit of General Electric Company: A conceptual review." Research Journal of Business and Economic Management 4, no. 1 (February 28, 2021): 1–12. http://dx.doi.org/10.31248/rjbem2020.053.
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The General Electric Company (GE) is considerably assessed as one of the world’s most successful corporations in the 20th Century. GE is a huge multinational conglomerate with one of the most highly innovative business units/divisions in the world. Due to the vast majority of GE’s products and services, a critical strategic analysis forecast of one of the conglomerate’s eight business units – Oil and Gas is presented for a conceptual review. The paper details how these Strategic Business Units (SBUs) explored the efficiency and market focus of their business portfolio through diversification, innovation, and acquisition. Resource allocation and value chain analysis of the SBU was conducted to determine the certainty of the company’s competitive edge. The portfolio of the SBU; oilfield services, oilfield equipment, turbomachinery, and process & digital solutions were reviewed using the Boston consulting group (BCG) matrix while the Ansoff matrix was employed to analyze and predict the company for sustainable future growth and divestment. In 2017, the synergy between these SBU and Baker Hughes to deliver a full-stream integrated oilfield portfolio revealed a strong and enhanced competitive advantage of the SBU across the global oil and gas industry, however, the analysis of the company shows that the SBU still experiences underperformance in the stock market.
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Pahurkar, Rajesh N., and Parag Metha. "Developing Sustainable Marketing Strategy for Electric Vehicle (EV) - Automotif." International Journal of Emerging Research in Management and Technology 6, no. 11 (June 13, 2018): 115. http://dx.doi.org/10.23956/ijermt.v6i11.54.
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Future of urban mobility is electric vehicle (EV) and there is no doubt about it. At the same time, it is considered as a new product among the automobile industry. However, entire EV industry is evolving and lot of R&D is going to get major lead in this industry.This project puts forward and determines sustainable business strategy for EV by doing external environment analysis using PESTEL and Porter’s five forces and mapping of opportunities and threat which effects company’s direction as well as to locate potential sources of competitive advantage from a perspective that encompasses the internal, external, and dynamic fit of strategy.Project give the assessment of the strategic impact of the moves of competitors and how to maintain competitive advantage, understand the general drivers that create and sustain competitive advantage using Porter’s Generic strategy, and how to identify organizational barriers to change using Ansoff’s Matrix and Value Chain Analysis. It also tries to analysis market using segmentation, targeting and positioning based on conducted survey. It also provides overview of distribution and suggests omnichannel approach.This project aimed to use as an assessment and redesign of steps of current strategy and develop plans for effective implementation to give firm a competitive advantage.Maintaining a competitive advantage takes more than great timing or a single solution. Sustainable advantage requires a well-designed and well-executed strategy. This project covers analysis of various tools and frameworks that can be used to develop and execute a successful strategy.
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Adzic, Slobodan, and Ozren Ocic. "The feasible strategies of technological and economic development of HIP Petrohemija." Chemical Industry 67, no. 1 (2013): 175–86. http://dx.doi.org/10.2298/hemind120307051a.
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In this paper authors have presented a case study of HIP Petrohemija company (Pancevo, Serbia) with the aim of generating feasible strategies for technological and economic development. The research philosophy is based on the critical realism, while the research methodology is qualitative. The paper begins with the introduction to the history of HIP Petrohemija, followed by the SWOT (Strengths, Weaknesses, Opportunities, & Threats) analysis, and the SWOT analysis results that were used to construct TOWS (Threats, Opportunities, Weaknesses, & Strengths) matrix. This procedure generated two feasible strategies, both of which are subjected to further tests. The three portfolio models: Boston Consulting Group (BCG) matrix, General Electric (GE) matrix, and Nine specimen standardized strategies were used to describe the current situation of HIP Petrohemija, needed steps for the company to produce more finalized products, i.e., polymers, as well as the actions aimed at minimizing losses. This however did not provide sufficient data for determining the appropriate strategy for the company. The dilemma was solved with the help of Ansoff matrix, which showed that merging with, in its value chain, the distributor, not with to the supplier will be more profitable for the HIP Petrohemija. Contemporary Porter?s models - Five Forces and Value Chain Analysis, further confirmed the advantage of this strategy. The last model used in this paper is the Competitors Differentiation Iceberg Model that answers what the core competence of HIP Petrohemija is, with the results indicating the high quality of finalized products. Finally, the authors conclude that both strategies that were generated by the analysis are feasible - the merging with the supplier of raw material, as well as the merging with the large distributor of finalized products, with the latter being more profitable in the case of HIP Petrohemija.
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Dyanasari, Reni. "Diversifikasi Produk Digital Untuk Pengembangan Pasar Tabloid Nova." WIDYAKALA JOURNAL 4, no. 1 (June 14, 2017): 21. http://dx.doi.org/10.36262/widyakala.v4i1.28.
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Perusahaan media dapat melakukan pengembangan produk dengan menggunakan strategi marketing diversifikasi. Salah satu diversifikasi yang dilakukan media cetak dalam kasus ini Tabloid Nova adalah dengan membangun tabloidnova.com guna mengembangkan bisnisnya sesuai tuntutan pasar yang diiringi kemajuan teknologi. Hal tersebut penting diperhatikan mengingat tingkat pembaca tabloid mulai berkembang menjadi pembaca digital. Penelitian ini dilakukan untuk menggambarkan peluang keberhasilan pengembangan pasar yang dilakukan Nova, digambarkan dengan menggunakan teori Ansoff Matrix dan Uses and Gratification. Metode yang digunakan dalam penelitian ini kualitatif dengan paradigma konstruktivisme sosial, serta analisis data menggunakan konsep Huberman dan Miles guna menggambarkan data yang spesifik dari pembuat konten media dan pembaca. Data diperoleh dari narasumber internal dan eksternal Nova yaitu manajemen dan pembaca Nova. Hasil penelitian ini menggambarkan bahwa strategi diversifikasi yang dilakukan Nova dengan membangun media baru tabloidnova.com dapat dikatakan berhasil. Hal tersebut terlihat dengan terbentuknya target pasar baru yakni pembaca digital pada produk yang tidak ada sebelumnya. Angka visitor tabloidnova.com cenderung meningkat setiap bulannya dan mampu mendatangkan revenue bagi Nova.Kata Kunci : Diversifikasi, Marketing, Media Baru
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Sari, Rianita Puspa, Ajeng Alaya Putri, and Azri Maya Monica. "External Competition Strategy Analysis And Blue Ocean Strategy Using Strategy Management Approaches." Relevance: Journal of Management and Business 3, no. 2 (December 15, 2020): 104–14. http://dx.doi.org/10.22515/relevance.v3i2.2370.
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The culinary industry contributes to the development of MSMEs in the country and requires companies to be able to increase their competitiveness, the need for a strategic management approach so that MSMEs can be competitive. Strategy formulation is used by reviewing MSMEs using the PESTLE analysis method for external environmental analysis, competitiveness analysis using the Five Force method, Ansoff Matrix method to determine market development strategies at the business unit level and Blue Ocen Strategy to determine strategies in winning the market. Data collected through interviews and observations. The results obtained show that FB MSMEs can implement market penetration strategies by creating online stores and websites. Market development strategies can be done through Healthy Store, Retailer and consignment. Product development strategies by creating healthy subscription and journal packages, and diversifying by conducting Healthy Sessions or Workshops. From the four methods above and alternative solutions offered, it can be concluded that the most appropriate strategy to improve competitiveness is to diversify in the form of a Healthy Session or Workshop.
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Soltani-Fesaghandis, Gholamreza, and Alireza Pooya. "Design of an artificial intelligence system for predicting success of new product development and selecting proper market-product strategy in the food industry." International Food and Agribusiness Management Review 21, no. 7 (September 18, 2018): 847–64. http://dx.doi.org/10.22434/ifamr2017.0033.
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Predicting the performance of the new product development and selecting the strategy in the case of new product development failure is an issue that has drawn the attention of the many managers. Therefore, the goal of this study is to design an integrated system of prediction of product development success and selection of a proper market-product strategy by the method of artificial intelligence in companies working in the food industry. The population of this study was 250 companies of the food industries in Iran. The inputs and outputs of the success of the new product development were obtained from the research literature. Moreover, Ansoff matrix was applied to select the market-product strategy. A questionnaire was used to collect the data in this study. The adaptive neural-fuzzy network method and the fuzzy inference system are used to analyze the data. The results show that the Chief Executive Officers of companies working in the food industry may take action to predict a new product development success before developing the new product and use alternative strategies if needed.
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Ahmed, Jashim Uddin, Asma Ahmed, Niza Talukder, Ishrat Sultana, and Farzana Haque Anika. "Haldiram’s in India." Journal of Operations and Strategic Planning 3, no. 2 (December 2020): 240–56. http://dx.doi.org/10.1177/2516600x20968966.
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The Indian snack market is a promising and booming sector with a surge in consumer consumption of an array of snacks. The market has been growing since several years, but the past 2 years have been marked by notable growth. A leading player in the snacks industry, Haldiram’s, an already prevalent name in India, has been catering for the needs of the evolving consumer demand patterns since 1937. This case starts with a description of India’s snacks market and Haldiram’s standing as a company with dominant market share. In addition to discussing the competitive landscape and challenges, the case evaluates Haldiram’s offerings using the 7Ps (product, place, price, promotion, people, physical presence and processes) of marketing mix and growth strategy options using Ansoff Matrix. As Indians are getting introduced to new global delicacies and flavors, their taste buds are changing, and a certain group of consumers are shifting towards healthy snacking options. The case sheds light on this whole new dimension and how Haldiram’s can keep pace with evolving trends in the snacking industry.
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Jethwani, Kinjal, and Kumar Ramchandani. "Odds & Edge: on the edge." Emerald Emerging Markets Case Studies 11, no. 4 (December 2, 2021): 1–24. http://dx.doi.org/10.1108/eemcs-04-2021-0096.
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Case overview Odds & Edge, a micro venture based in Ahmedabad, India, has created a niche for itself in the affordable designer wear segment. Covid-19 induced lockdown pushed Odds & Edge to the brink of collapse. And because of the severe cash crunch partners need to take a call regarding the continuation or closure of the venture. The case is intended to be discussed in an entrepreneurship class for post-graduate level participants. The case setting is inside Odds & Edge and it was May 01, 2020, when Ms Jheel Jain - a partner & the protagonist, needed to decide the future of the venture. Participants will have a brief understanding of entrepreneurial traits and will also learn about the Ansoff Model of expansion in case of continuation and the different exit choices for an entrepreneur. As Odds & Edge operates in the fashion industry, students will be able to understand the concepts such as Ecopreneurship, Circular Economy, and Trashion. The case follows through the background of Ms Jain, the ideation stage, and the players in the Trashion Industry. It then moves on to the operation of Odds & Edge narrating the process, products, and partners of the venture. The case ends with the decision dilemma for Ms Jain i.e. should she continue? If yes then how could Odds and Edge expand & grow? Or Should Jheel surrender and exit? If yes then what are the probable exit choices for her? Learning objectives 1. to understand the concept of Ecopreneurship, Circular Economy and Trashion; 2. to identify and discuss common entrepreneurial traits; 3. to analyze the Ansoff Matrix for exploration of various expansion/growth strategies; and 4. to understand different exit strategies available to an entrepreneur. Complexity academic level The case is intended to be discussed in an entrepreneurship class for post-graduate level participants. Supplementary materials Teaching notes are available for educators only. Subject code CCS 3: Entrepreneurship.
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Handrian, Anastasia C., and Alvanov Z. Mansoor. "Proposed Business Strategy for a Nonformal Architecture-Related Education Start-up (Case Study: Klass Academy)." European Journal of Business and Management Research 6, no. 3 (May 31, 2021): 133–36. http://dx.doi.org/10.24018/ejbmr.2021.6.3.875.
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Architecture is arguably one of the most complex and broad subjects, both for academic study and professional practice. Thus, many architecture students and practising architects participate in nonformal architecture-related learning activities. The COVID-19 pandemic has created an unprecedented impact on both formal and nonformal education systems worldwide; with the inevitable closure of schools and institutions, the sudden shift to virtual learning becomes mandatory. These drastic digital accelerations have caused the customers’ behaviour to change adaptively - the use of online education service and the market demands in nonformal education show an increasing trend.
This paper presents a contextual and relevant business strategy for Klass Academy - a startup company in nonformal educational business - amid the pandemic and post-pandemic scenarios. It will underpin how the company could maintain its competitiveness by first analysing the existing business condition - both externally and internally, using several tools and theories from the literature study: Market Analysis, Porter’s 5 Forces, and Research-Based View Analysis. The findings from conducted analysis determine the proposed business strategy recommendations - with the use of Ansoff matrix as an analysing tool. The formulated strategies in this paper are categorised as Product Development Strategy and Diversification Strategy.
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Sudarto, Nadirah, and Alibasjah Inggriantara. "Business Strategy for PT Finansindo Mikro Facing Competition in Microfinance Business." International Journal of Research in Engineering, Science and Management 3, no. 11 (November 30, 2020): 121–24. http://dx.doi.org/10.47607/ijresm.2020.386.
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Financial technology or fintech, has developed rapidly and made matters easier for storing, borrowing or investing online or with mobile devices. The competition can be seen through peer -to-peer (P2P) lender accounts, which have increased from year to year. Finansindo is engaged in micro-business as a P2P that targets women entrepreneurs who cannot access conventional banks or are not bankable. such as banks and microfinance institutions (MFIs). The External and internal environment will be analyzed to understand current business conditions. Analysis of the external environment contains PEST, industry forces and competitor analysis. Internal environment includes 7P marketing mix analysis and STP analysis. SWOT Analysis and Ansoff Matrix are used to obtain three strategic choices, namely: market development, product development, and market development, together with product development. Based on the analysis, the chosen strategy is market development. Product development is less attractive due to regulations limiting P2P. Market development and joint product development are not attractive due to regulation and limited resources. In conclusion, Finansindo recommends focusing on market development, which offers the same target but in other geographical areas. Adjusting to the previous segment and with relatively high ceiling considerations, Finansindo is recommended to operate in Aceh, North Sumatra, and Riau.
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Chintalapati, Srikrishna. "BankBuddy.ai—Business Expansion and Marketing Dilemma: A Case Study to Discuss the Ansoff Growth Matrix Concepts Combined with Business Expansion Strategies for Expanding into Emerging Markets." Emerging Economies Cases Journal 2, no. 1 (June 2020): 44–53. http://dx.doi.org/10.1177/2516604220929994.
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Five more days to go until the new year, it was a warm, pleasant and busy morning in Dubai, United Arab Emirates. As the clock ticked 10 times, Aditya Bhagat (Aditya), a young, ambitious, passionate entrepreneur, is seemingly intrigued and curious. Exactly 30 minutes from now, he is scheduled to meet Surya Prasad (Surya), his friend, counterpart and co-founder of BankBuddy ( www.bankbuddy.ai ). Half the office is already empty as most of the associates had left for the year-end holidays, Aditya wanted to use this time to carefully brainstorm, methodically plan and articulate his business strategies and get them ready for execution in the new year. Marketing strategy is of particular importance, arguably the most critical and complex element that also needs the most attention in the overall exercise. He clearly understands that their current business strategy of being headquartered in Dubai and staying focused on artificial intelligence 1 (AI) powered solutions for the banking industry has paid off so well in their current geographical focus—Middle Eastern and African countries. The time now to look at next wave of business expansion. This inadvertently raises the decision dilemma of choosing the most productive and promising growth path—where and what to expand? Should they expand into more geographies? Or should they diversify the product line and add more offerings? In which country and city should they set up the new base (centroid) and which countries do they target for expansion? Which are the other promising products/offerings they should be adding to their existing lines of business? Aditya knows that today is the time to address the ‘elephant in the room’—where to invest my marketing money?
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Jintana, J., A. Sopadang, and S. Ramingwong. "Idea selection of new service for courier business: The opportunity of data analytics." International Journal of Engineering Business Management 13 (January 1, 2021): 184797902110421. http://dx.doi.org/10.1177/18479790211042191.
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E-commerce growth enforces the courier business to focus on developing a new business model decision. This paper aims to explore a suitable new business idea for courier business if the Data Analytics (DA) can be advantageous, using small courier company as a case study. The study investigates Logistics Service Provider (LSP) activities and the Gap Analysis and SWOT analysis were conducted to explore Data Analytics (DA) opportunity. Then, the alternative business models were pre-screened by the requirements of company, i.e. reasonable investment cost and the opportunity in using Data Analytics (DA). Ansoff Matrix is used to classify the alternative of new service idea into two segments; 1) offer development, i.e. Market development, and 2) New business development, i.e. Service development and Diversification. Fuzzy Analytic Hierarchy Process (FAHP) is used to select suitable business idea by weighted summation on five of Data Analytics (DA) accommodation criteria, i.e. company capability; the ability performs of demand; vision, strategy, and desire of executive, investment strategy and customer data opportunity. The business models that are mostly desirable are 1) Suppliers-Consignees recommendation, 2) Fulfillment service model and 3) Sourcing model. These three models were elaborated and discussed in the perspectives of company and customer. Additionally, this research proposes several challenges in Data Analytics (DA) related in logistics activity, key decision criteria and methods of idea selection implemented guidelines for logistics business practice.
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Zamberi Ahmad, Syed, and Abdul Rahim Abu Bakar. "Emirates Dates: a case of growth strategy dilemma." Emerald Emerging Markets Case Studies 8, no. 3 (September 24, 2018): 1–14. http://dx.doi.org/10.1108/eemcs-08-2017-0220.
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Subject area Strategic marketing, Business strategy, Product diversification strategy and/or Market entry strategy. Study level/applicability This case is useful for undergraduate and postgraduate students who are pursuing majors in marketing, business management and/or strategic management. Case overview The Emirates Dates Factory commenced operations in 1989 in Ras Al Khaimah, United Arab Emirates (UAE), as a 100 per cent equity held by Mr Abdullah Al Shamsi. Over time, it has become one of the best and renowned factory for date production and processing. Emirates Dates derives its strength from its own plantations in Ras Al Khaimah and Al Ain, as well as from a wide variety of date products that it develops, including date syrup, dates in different packing and stuffed dates. The company seeks to be the leader of dates production and processing in terms of sales. However, the management is facing issues pertaining to determining the area of growth that it should pursue. This case study illustrates the growth options that Emirates Dates could pursue along with its opportunities and challenges that the firm faces. Expected learning outcomes This case study expose student to Ansoff growth matrix in general and the application of the market penetration strategy in specific. Accordingly, the case illustrates how one could develop other growth strategies to improve its revenues through product diversification and/or market development. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Garasymliuk, Mariia, and Roman Kutnyy. "DIRECTIONS OF COMMODITY POLICY DEVELOPMENT OF LLC TA “TRAVELERS’ CLUB” ІN THE INTERNET." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 300, no. 6 (December 3, 2021): 25–31. http://dx.doi.org/10.31891/2307-5740-2021-300-6-4.
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The article is devoted to the development of proposals for a specific tourism organization on strategic planning for the development of new tourism products on the Internet. The development of digital technologies opens new opportunities for the tourist enterprise, changing the traditional roles of providers and consumers of tourism services. The advent of digital platforms using on-line functionality has accelerated the speed of customer service operations, diversified the possibilities of travel offers and customer experience. At the same time, these changes have created new challenges in meeting consumer demand and entering new markets for tourism services. The structural organization and stages of creation of a tourist product on the Internet are offered. The advantages and disadvantages of product internet marketing strategies for tourism enterprises are considered. To coordinate the range development plans, it is proposed to focus efforts on the dynamic analysis of consumer preferences and the creation of associations between the tourist offer and the brand using Ansoff’s matrix “Product – Market”. It is proposed to take into account the trends of a healthy lifestyle and environmental protection to create thematically structured tourism offers. It is proposed to use SEO-optimization to strengthen the brand’s position in Google search. It is proposed to use a strategy of focusing on the customer experience, which allows consumers to reap the benefits of virtual immersion and the experience of interacting with exclusive content. The main advantages of presenting a tourist product on social media platforms are highlighted. Stages of commodity policy development planning have been developed. As one of the elements of e-marketing LLC TA “Travelers Club”, product policy on the Internet is proposed as a set of management actions aimed at developing new and modifying existing competitive tourism products in accordance with the development of travel products and services, brand development management, creation and on-line presentations of new tourist offers, rejections of those for which consumer demand is declining. The development of product policy on the Internet requires the specification of strategic priorities of the tourist enterprise, a clear assessment of the dynamics and needs of the tourist market, an unbiased understanding of their own financial resources. Further research should be directed in the direction of development of pricing, communication and sales policy of the tourist enterprise on the Internet.
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LARINA, Y. S. "REASONING OF STRATEGIES OF AGRARIAN SECTOR COMPANIES ON THE BIOENERGY MARKET." Economic innovations 21, no. 2(71) (June 20, 2019): 59–69. http://dx.doi.org/10.31520/ei.2019.21.2(71).59-69.
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Topicality. As a result of the transformational changes in the agrarian sector of the economy, the market orientation of the agrarian enterprises, which have significant potential for diversification of activities and improvement of the provision of resources on the basis of efficient waste management, is intensified. However, a significant part of such enterprises do not pay sufficient attention to these issues, thus reducing the opportunities for bioenergy development. The problem of choosing a strategy by enterprises in the agrarian sector is relevant due to the need to attract additional resources in the process of growth or diversification of activities, as well as new opportunities for development and ecologization. Aim and tasks. The purpose of the article is to develop theoretical, methodological and practical propositions, which should justify the tools of choice of marketing strategies by enterprises of agrarian sphere on the bioenergy market. The objectives of the article are, first, clarification of the essence of the category "strategy" and their classification; secondly, identification of factors influencing the choice of agribusiness in the growth or diversification strategy; and third, the definition of the stages of selection of such a strategy on the bioenergy market. Research results. Marketing strategy is a key strategy of the enterprise; this is the main direction of development, the market orientation, the generalized model of marketing actions, which allows the company to meet the needs of consumers as much as possible, achieve marketing goals and optimally allocate resources in the process of development of markets. General strategies of enterprises are divided into strategies of growth, stabilization (maintenance of competitive advantages) and reduction. The growth strategy is typical for those businesses whose business is at an initial stage or is rapidly developing. This strategy involves the selection of target segments, increased investment, research and innovation. The natural-climatic, economic, technological and market factors must be taken into account in choosing the growth strategy and / or the strategy of diversifying agricultural enterprises in the bioenergy market. The order of selecting the strategy for the Ansoff matrix is standard. However, it should be borne in mind that in the process of functioning of agricultural enterprises of the branches of plant growing and livestock production waste (shrivelled remnants, husk, manure, etc.) are formed. The presence of such waste in sufficient quantities forms the bionergic potential of the enterprise, which in itself may be the reason for choosing a diversification strategy with access to bioenergy markets. The choice of growth strategy or diversification by agroformations in the bioenergy market should be completed by combining the results of the analysis into one table and assessing the ratio as a whole, describing the opportunities and risks of agri-formation in the implementation of each strategy, selecting the strategy that scored the highest score and then carrying out its verification for using PEST and SWOT analysis tools. Conclusion. The main strategies for the development of agricultural enterprises include growth and diversification strategies. The choice of these strategies in the context of the rapid development of bioenergy markets is based on the consideration of nature and climate, technological, economic and market factors. The algorithm for selecting growth or diversification strategy by agrarian enterprises is standard and based on the Ansoff matrix. However, the sufficient bionergic potential of the enterprise may be the reason for choosing a diversification strategy with access to bioenergy markets. The choice of agribusiness strategy should be completed by verification. The prospects for future research in the development of agrarian sector strategy strategies in the bioenergy market are linked with the specification of strategies based on market research in domestic and foreign markets, the development of investment projects, risk assessment.
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Alioune Diop, Pape. "Sino-Senegalese Cooperation: An Impulse to Innovative Growth Strategies for Senegalese SMEs." International Journal Of Innovation And Economic Development 1, no. 5 (2015): 26–43. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.15.2003.
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Since 2005, Senegal and China have developed painstaking efforts to flourish in win-win cooperation. However, the outcome of this collaboration is still under scrutiny due to several constraints in the small and medium enterprise (SME) sector. This study examined how the Sino-Senegalese cooperation could be a mean for Senegalese SMEs to grow their businesses through competitive strategies. The purpose of the study was to explore practical uses of growth strategies that may enable the Senegalese SMEs to develop sustainably. We adopted an inductive research approach by using descriptive and interpretive statistical analysis methods. We explored the data using SPSS 16.0. We can summarize the findings as follows: (1) Senegalese SMEs in China face problems related to unstable government regulations; high money transaction costs and high tax rates rather than access to finance; (2) there is a high degree of informality among SMEs in Guangzhou and Yiwu despite the relatively high level of education of the SME managers; (3) they can incorporate many growth strategies in the management of their businesses concerning the idiosyncratic pitfalls we have identified in the research. The Ansoff matrix, innovative strategic moves, and strategic networking have shown to be important tools for the Senegalese SMEs operating in China to grow steadily and sustainably. A way to grasp the originality of this thesis is that many of the major works published in this field mainly focus on China’s strategy for Africa. We find less evidence in the literature for China’s presence in a resource-independent economy like Senegal. And by doing so, they barely mention the negative impacts of this cooperation, nor do they alleviate the opportunities and strategies that can be put forward for SMEs growth.
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Tokarchuk, Dina. "PROSPECTS OF IMPLEMENTATION OF THE AGRICULTURAL ENTERPRISE DEVELOPMENT STRATEGIES IN THE BIOENERGY MARKET." Green, Blue & Digital Economy Journal 2, no. 1 (March 29, 2021): 60–67. http://dx.doi.org/10.30525/2661-5169/2021-1-9.
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The purpose of the paper is to identify and analyse strategic alternatives and conditions to create a strategy for the development of agricultural enterprises in the bioenergy market. Methodology. General scientific economic and mathematical methods as analysis, synthesis, abstraction, concretization and special methods as comparison, tabular, SWOT-analysis were used. Results of the study have shown that strategic development of agricultural enterprises will involve the development of technologies for biofuel production, using energy crops and waste from agricultural production. The factors of the external environment of the agricultural sector’s choice of growth strategy in the bioenergy market were studied: natural and climatic, technological, economic, market, marketing, political and legal, infrastructural, educational and scientific, and ecological. Four possibilities of entering the bioenergy market (diversification) of agricultural enterprises (by 4 quadrants of the Ansoff matrix) were gradually analysed to select the optimal option that would take into account the characteristics of enterprises and guarantee economic growth at the lowest cost. Practical implications. Possibilities of realization of strategies of growth and/or diversification by the conditional agrarian enterprise have been estimated. According to the results of the analysis, the basic strategy of market penetration has been chosen. However, taking into account the possibilities of processing agricultural raw materials into biofuels, it is also advisable to choose a diversification strategy. The verification of the chosen strategy was carried out with the help of SWOT-analysis tools, which confirmed the possibility of the company entering the bioenergy market. Value/originality. Given the prospects of the strategy of diversification of the conventional agricultural enterprise in the direction of bioproduction, the conceptual provisions of this strategy have been proposed, which include three stages (2022, 2023-2024, 2025-2027).
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Musango, Paul Chandoo, and Daniel K. Kimwetich. "Nexus Between Uptake of Courses and Finance Availability on Success of Expansion Strategies in Public Training Institutions: A Case Study of Kenya Medical Training College." Science Mundi 1, no. 1 (April 17, 2021): 66–80. http://dx.doi.org/10.51867/10.51867/scimundi.1.1.2021.29.
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This study investigates the influence of uptake of courses and finance availability on the expansion strategies in public training institutions with reference to the Kenya Medical Training College. The specific objectives of the study are to: reveal the influence of uptake of courses on the success of expansion strategies in the public training institutions and; assess the influence of finances on the success of expansion strategies in the public training institutions. This study is based on the Ansoff Growth Matrix (AGM) and the theory of customer responsiveness. It adopts the descriptive survey design. The study focuses on 2393 KMTC officers from the 73 KMTC campuses in Kenya, 42 ministries of health officials in the 42 counties that have KMTC campuses and 42 local leaders from those counties that have KMTC campuses. The total targeted study participants were thus 2477. From these, 10% (248 persons) were sampled. The study used purposive and stratified random sampling techniques to obtain the study sample. Primary data was collected using structured questionnaires and interviews. Data from questionnaires were analysed using the Statistical Package for the Social Sciences (SPSS) version 24. Descriptive statistics (frequencies, percentages, and means) were used to describe the central tendencies of the data. In addition, inferential statistics (Pearson Correlation and Multiple Regression Analysis) were also used. Data from key informants were analysed using content analysis techniques. The findings show that the two study variables influenced the success of expansion strategies at KMTC campuses. In this regard, Pearson correlation shows that there was statistical significant relationship between uptake of courses (r=.308, p<0.001) and; finance availability (r=0.673, p<0.001) and success of expansion strategies. These findings show that finance availability was the strongest factor that influenced the success of expansion strategies. As such, the success of expansion strategies can only be successful if the college put in place strategies aimed at ensuring that there were sufficient finances. This could go on to enhance the development of facilities and equipping them. An effort aimed at ensuring that new campuses had a high intake of students could also contribute to the level of success of expansion strategies at KMTC. High intakes could enhance the revenue generation, further enhancing the funding and success of new KMTC campuses.
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Musango, Paul Chandoo, and Daniel K. Kimwetich. "Uptake of Courses and Finance Availability as Predictors of the Success of Expansion Strategies in Public Training Institutions: A Case Study of Kenya Medical Training College." African Journal of Empirical Research 2, no. 1 (February 12, 2021): 20–34. http://dx.doi.org/10.51867/ajer.v2i1.12.
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This study investigates the influence of uptake of courses and finance availability on the expansion strategies in public training institutions with reference to the Kenya Medical Training College. The specific objectives of the study are to: reveal the influence of uptake of courses on the success of expansion strategies in the public training institutions and; assess the influence of finances on the success of expansion strategies in the public training institutions. This study is based on the Ansoff Growth Matrix (AGM) and the theory of customer responsiveness. It adopts the descriptive survey design. The study focuses on 2393 KMTC officers from the 73 KMTC campuses in Kenya, 42 ministries of health officials in the 42 counties that have KMTC campuses, and 42 local leaders from those counties that have KMTC campuses. The total targeted study participants were thus 2477. From these, 10% (248 persons) were sampled. The study used purposive and stratified random sampling techniques to obtain the study sample. Primary data was collected using structured questionnaires and interviews. Data from questionnaires were analysed using the Statistical Package for the Social Sciences (SPSS) version 24. Descriptive statistics (frequencies, percentages, and means) were used to describe the central tendencies of the data. In addition, inferential statistics (Pearson Correlation and Multiple Regression Analysis) were also used. Data from key informants were analysed using content analysis techniques. The findings show that the two study variables influenced the success of expansion strategies at KMTC campuses. In this regard, Pearson correlation shows that there was statistical significant relationship between uptake of courses (r=.308, p<0.001)and; finance availability (r=0.673, p<0.001) and success of expansion strategies. These findings show that finance availability was the strongest factor that influenced the success of expansion strategies. As such, the success of expansion strategies can only be successful if the college put in place strategies aimed at ensuring that there was sufficient finances. This could go on to enhance the development of facilities and equipping them. An effort aimed at ensuring that new campuses had a high intake of students could also contribute to the level of success of expansion strategies at KMTC. High intakes could enhance the revenue generation, further enhancing the funding and success of new KMTC campuses.
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Pingali, Srinivas, Grishma Shah, and Janet Rovenpor. "Rethinking Quatrro’s execution strategy: capturing the small and medium-sized enterprise market." Emerald Emerging Markets Case Studies 9, no. 4 (December 12, 2019): 1–29. http://dx.doi.org/10.1108/eemcs-09-2019-0227.
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Learning outcomes The learning outcomes of this paper are to understand the supply side of the Business Process Outsourcing (BPO) model and how a firm can develop and capture a new market using Blue Ocean Strategy principles; understand how to use the four actions framework and eliminate/reduce/raise/create (ERRC) grid to develop a Blue Ocean market; evaluate three strategic alternatives available to a firm along with the benefits and challenges of each; map out the current strategy to inform possible future strategies and envision how one can use the BMC to re-invent the execution strategies of a disruptor; and discuss the opportunities for growth and the challenges therein in a dynamic global business environment. Case overview/synopsis Sri Rao, President of Market Development and Strategy of Quatrro Business Support Services (Quatrro), a BPO firm, weaved through the bustling streets of Gurgaon, India, to get to work early on a blistering summer day. It was the beginning of the new 2017 fiscal year and there was a sense of anticipation and uncertainty in the office to which he was headed. Quatrro offered outsourced finance, accounting and payroll solutions to small and medium-sized enterprises across the world, but mainly the USA. Arriving at his desk, Rao gazed out the window and reflected on Quatrro’s journey so far, the ups and the downs and the strategy for moving forward. Growth had been moderate with small deals. Local and regional Certified Public Accountant firms continued to provide stiff competition and the cost of acquiring new clients was high. There was a need to rethink Quatrro target markets and business development strategy. Quatrro’s annual board meeting was coming up in three weeks and Rao wanted to present a credible plan to accelerate Quatrro’s growth. He was worried that if the plan was not accepted by the board, any further investments in the business would be challenging and could even lead to the board directing Quatrro to divest. He believed they had run out of patience with a business that had a lot of potential but was not growing. He had one last opportunity to get Quatrro’s strategy right before his planned departure from the company in just a year’s time. Rao waited for his team to discuss their recommendations based on a presentation he had made to them two days ago. Complexity academic level Undergrad/MBAs. While most growth strategy cases focus on firms seeking to outsource services for efficiency and concentrate on value added to the core functions and competences, this case centers on the supply side and examines the BPO firm itself. It focuses on the technology service industry (as opposed to product/manufacturing), which while growing and significant is not often written about in cases, and finally, the case integrates an understanding of the Blue Ocean Strategy along with the Business Model Canvas allowing students to envision how one can use the BMC to re-invent a business strategy. It does so with a traditional Ansoff Matrix as the backdrop. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Kumar, Jitender, Ashish Gupta, and Sweta Dixit. "Netflix: SVoD entertainment of next gen." Emerald Emerging Markets Case Studies 10, no. 3 (September 15, 2020): 1–36. http://dx.doi.org/10.1108/eemcs-04-2020-0108.
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Learning outcomes The case study illustrated strategic, marketing, financial and operational challenges faced by Netflix in India's growing SVoD market. This case is appropriate in courses such as Strategic Management, Business Strategy, Marketing Management and International Marketing for postgraduate MBA students, other graduate-level management programs and undergraduate-level students. The case was developed to raise awareness among students, to understand the complex nature of the technology-driven industry, to survive in the highly competitive market, to set up a company that serves the huge Indian market. This case delves into the dynamics of marketing on the Indian market, characterized by unorganized players such as local cable television; torrent downloads and organized and established players, low digitalization rates, language barriers, low internet penetration, lack of infrastructure, price-sensitive consumers. Due to up-gradation in technology, internet penetration, an increase in smartphone users, and the market has undergone a notable amount of change, due to a lot on new entrants, competitions, substitutes. The case states various obstacles, for a multinational company while entering the market such as India and how they are required to strategize, mold their marketing mix, need to analyze en-cash their strength, overcome their weakness, take maximum advantage of opportunities and modify their strategies to face huge challenges. The specific learning outcome of the case will help students to understand the strategy that multinational companies can adopt to sustain, compete in emerging countries such as India and within that emerging market such as streaming videos on demand (SVoD). This case will help students to understand the importance of internal and external resources, which help multinational companies to make strategies based on these resources. The case study offers learners the opportunity to explore the strategy in a dynamic environment. This case also highlights the critical issues that should be addressed by multinational companies when entering into a foreign market. The case highlights the importance of analyzing the competitive environment in which it’s going to compete and sustain. It can be used to introduce Ansoff’s growth matrix, internal and external factor analysis and porter’s five forces in the delivery of course for both regular and executive programs. The case should be offered in the middle term periods of the course. Additionally, the case could be used in marketing courses to indicate the importance of scanning the business environment in marketing activities for any organization. The case illustrates the strategies that companies can undertake to expand the market, introduce new products, as per the requirement of business environment and concerns linked with innovating approaches to support the organization to satisfy a larger number of price-sensitive consumers from varied backgrounds. Case overview/synopsis Netflix has been optimistic about the potential growth of the Indian market. It will grow slowly and gradually and become profitable. The SVoD market in India has been price sensitive. There are no plans for cheaper prices. Netflix had a long way to go. The pricing model of Netflix was a hurdle in its growth, but the future of Netflix in India was bright. There have been numerous challenges in terms of government regulations, pricing structure and an increase in the number of competitive players on the market. Netflix believed that Indian audiences enjoyed “Bollywood” film productions but watched low-quality soap opera content on television. Television audiences were a massive untapped market for their brand of original, exclusively produced content. Can Netflix come up with a marketing and growth strategy, or else they might be looking to lose market share and revenue. Should a new product such as Amazon and MI fire stick be introduced in the existing market like their competitors? Should they enter the existing market with existing products, or should they seek a new market in India, such as the rural market, the Pyramid market, the Tier II market and the City III market? Should they diversify into a new market with new products? How Netflix should plan its market communication if it wants to launch a new product or if it wants to reposition its existing product. Netflix had to rethink its strategies and also needed to address these issues so that they could travel smoothly on Indian roads. High marketing budget and aggressive promotions helped Netflix India to make a profit in its first year. Complexity academic level Postgraduate MBA students, other graduate-level management programs and undergraduate-level students. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
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Dawes, John. "The Ansoff Matrix: A Legendary Tool, But with Two Logical Problems." SSRN Electronic Journal, 2018. http://dx.doi.org/10.2139/ssrn.3130530.
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Stamatović, Milan, Aleksandar Jovičić, and Danijela Parojčić. "CUSTOMIZATION – INNOVATION WHEN OFF-THE-SHELF IS OUT OF THE QUESTION." Facta Universitatis, Series: Economics and Organization, July 3, 2020, 141. http://dx.doi.org/10.22190/fueo191121011s.
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Appointment scheduling applications (ASA) are used by service providers (hair salons, dentists, physicians), i.e. B2B customers, and service consumers (people), i.e. B2C customers. The objective is to investigate if innovation, i.e. customization may be applied to enable the product to support specificities of the Serbian market (SSM). Based on the environmental and competitive (internal and external) analysis and comparison of global vs. customized product (ASA) we recommend the launch of customization and sales departments aiming to place the customized product on the Serbian market. Applied research methodologies include SWOT and PESTEL analysis, strategic group mapping, Porter’s value chain, Boston consulting group matrix, McKinsey’s seven ‘S’ model, COMB analysis, Porter’s five forces, Ansoff’s matrix, stakeholder’s analysis, and the balanced scorecard. The result is a business plan for the market entry of a software producer on the Serbian market. Appropriate combination of strategies – innovation and customization is formulated on the operational level.
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"How Sustainable Are Corporate Growth Strategies of Development Banks in Developing Countries? Evidence from Nigeria." International Journal of Recent Technology and Engineering 8, no. 5 (January 30, 2020): 738–47. http://dx.doi.org/10.35940/ijrte.e4902.018520.
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Minimal research effort has been expended to the extent to which adopted growth strategies stimulate corporate sustainability of development banks in developing economies such as Nigeria. Hence, the study examined how industry specific growth strategies have predicted the corporate sustainability of these banks. Corporate growth strategy variable was proxied by market expansion, market strategy and human resource strategy as extracted from the Ansoff Matrix and Resource Based Theory, while sustainability was modelled by market share, customer experience and organizational evolution. Descriptive research design was employed in studying primary data obtained through a Likert Scaled structured questionnaire. Holistically, a sample frame of 477 executives from 6 development banks in Nigeria, including the African Development Bank was examined. Upon analysis with Linear Regression, it was found that a significant relationship existed between market expansion and market share; marketing strategy and customer experience; and human resource strategy and organizational evolution of development banks in Nigeria. For Nigeria, the results indicate significant evidence of linkages between corporate growth strategies of development banks and sustainability; thus, confirming the hypotheses of the Ansoff Matrix, the SMCR Model and Resource Based Theory
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"Digital Transformation of Capital Market Infrastructure." Economic Policy 15, no. 5 (2020): 8–31. http://dx.doi.org/10.18288/1994-5124-2020-5-8-31.
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Digital transformation is taken in the article as changes in business models inspired by “new technologies” (cloud, artificial intelligence, big data, distributed ledgers etc.), by threats of disruption from new competitors (FinTech startups and big techs), and by growing demand for individualized and integrated services distributed via digital channels. In this sense, digital transformation means platformification, i.e. when business is developed through digital information systems connecting buyers with sellers, including third-party service providers. Financial institutes, while selling their native services on platforms and/or orchestrating platforms, are able to position their proposals as technological, thus making the modern financial mantra (“Work like Google”) true. The article outlines the dis- tinctions between the platform business model and the traditional pipeline model; compares the definitions of “platform”, “marketplace” and “ecosystem”; summarizes domestic and international experience of platformification in capital market infrastructure (exchanges/trading venues, CCP clearing houses, central securities depositories etc.); differentiates the models of such platformification according to where they lead away from business as usual: onto other markets (mono- and multi-product platforms), to other services (“universal platforms” and digital asset platforms) or to other interactions (platforms for non-core services, “at the top of exchange” platforms, “apps warehouses”); and describes the place of platformification in growth strategies—both real ones, including the Moscow Exchange Group case, and hypothetical ones in line with the Ansoff Matrix.
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Voroshylova, Ganna, and Karyna Kalitvyanskaya. "DEVELOPMENT OF A STRATEGY TO IMPROVE THE COMPETITIVENESS OF THE RESTAURANT BUSINESS ENTERPRISE: AN APPLIED ASPECT." Odessa National University Herald. Economy 26, no. 5(90) (2021). http://dx.doi.org/10.32782/2304-0920/5-90-6.
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The article studies the concept "competitiveness of enterprises"; summarizes the existing strategies to enhance competitiveness of enterprises of the restaurant business; highlighted the current state and trends of development of the restaurant business in Ukraine; conducted a practical study of competitiveness of the restaurant business, developed the optimal strategy to improve the competitiveness of the cafe "Chef BAR" (Kyiv). The study of practical experience in restaurant management and principled approaches to customer service, allows to accurately assess the existing competitive position in individual restaurants, as well as to propose measures to improve their position. Methodologically, the problem of achieving competitiveness of the restaurant business is inextricably linked to the task of developing measures to improve it, the starting point and success criterion of which is a preliminary analysis of internal and external factors of development. Determination of the competitive position of the cafe "Chef BAR" was carried out using the following methods: SWOT-analysis and PEST-analysis. Development and justification of the optimal competitiveness strategy of the analyzed institution was carried out using Ansoff matrix, which systematizes the available information about the market and the company's product, helps to choose the right direction of business development with the available resources and opportunities. The results obtained make it possible to solve important problems in the formation of competitiveness enhancement strategy of the enterprises of the restaurant economy. It is proved that the effectively developed strategy of increasing the competitiveness of enterprises of the restaurant economy allows to keep the balance of interests of consumer groups in this sphere, as well as to eliminate the negative impact of the pandemic coronavirus on the activities of establishments of this area.
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Wright, Daniel William Mackenzie, David Jarratt, and Emma Halford. "The Twilight Effect, post-film tourism and diversification: the future of Forks, WA." Journal of Tourism Futures ahead-of-print, ahead-of-print (August 5, 2021). http://dx.doi.org/10.1108/jtf-07-2020-0115.
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PurposeThe visitor economy of Forks now clearly relies upon a niche form of tourism – as fans of The Twilight Saga are drawn to the setting and filming location of the films. The purpose of this study is to consider the process of diversification and subsequently present recommendations that could inform a future diversification strategy for Forks, in preparation for a post-film tourism scenario.Design/methodology/approachThe research methods employed in this study have two interlinked but distinct elements. Firstly, the Twilight Effect in Forks (WA, USA) is considered as an illustrative case study to shed light on the issues facing a destination that has seen a tourism boom as a direct result of popular culture – The Twilight Saga Franchise. Secondly, a scenario thinking and planning approach is applied when considering the “long-view” future of tourism in Forks.FindingsThis article presents a post-film tourism future scenario for Forks; it suggests tourism diversification and a shift towards cultural heritage and wellness. Forks is well placed to afford such tourism experiences, as it offers unique cultural and natural characteristics; furthermore, these could be utilised to create and maintain a distinctive destination image. In doing so a more socially and environmentally sustainable industry can be established, one which supports the local community, including the Quileute tribe.Originality/valueThe article offers original discussions within the film-tourism literature with novel approaches to understanding the management and pre-planning opportunities for destinations that have become popular film tourism locations, with the application of a “Tourism Diversification Model”. The model is adapted from Ansoff Matrix and can be applied as a framework in future studies exploring destination diversification. The investigation of Forks as a post-film tourism case study alone is unique, and the discussions and findings presented are original.