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Fornell, Claes, and Birger Wernerfelt. "Defensive Marketing Strategy by Customer Complaint Management: A Theoretical Analysis." Journal of Marketing Research 24, no. 4 (1987): 337–46. http://dx.doi.org/10.1177/002224378702400401.
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On the basis of Hirschman's exit-voice theory, an economic model of defensive marketing strategy is developed for complaint management. Though many firms strive to reduce the number of customer complaints about their products, this objective is found to be questionable. Instead, analysis suggests complaints from dissatisfied customers should be maximized subject to certain cost restrictions. The authors also show that defensive marketing (e.g., complaint management) can lower the total marketing expenditure by substantially reducing the cost of offensive marketing (e.g., advertising). The savings in offensive marketing are often high enough to offset the additional costs associated with compensating complaining customers, even if compensation exceeds the product's profit margin.
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Karakaya, Fahri, and Peter Yannopoulos. "Defensive strategy framework in global markets." European Journal of Marketing 44, no. 7/8 (2010): 1077–100. http://dx.doi.org/10.1108/03090561011047535.
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Ai Nurul Kausar, Sulidar Fitri, and Muhammad Taufiq. "Analisis Penentuan Strategi Pemasaran Online Berbasis Media Digital di Toko Hyunahijab Menggunakan Metode SWOT." PRODUKTIF : Jurnal Ilmiah Pendidikan Teknologi Informasi 9, no. 1 (2025): 881–90. https://doi.org/10.35568/6pag8q50.
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The rapid growth of the business world is marked by an increasing number of new entrepreneurs and increasingly intense competition. Marketing strategy is essentially a comprehensive, integrated, and unified plan in the field of marketing that provides guidance on activities to be carried out to achieve the marketing goals of a company. This study aims to identify the online marketing strategies used by Hyunahijab Store. This research employs the SWOT method to analyze online marketing strategies through strengths, weaknesses, opportunities, and threats, resulting in four development strategies: (1) aggressive strategy, (2) diversification strategy, (3) turn-around strategy, and (4) defensive strategy. The results of the analysis will serve as recommendations for marketing strategies used by Hyunahijab Store in Tasikmalaya.
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Balážiová, Iveta, and Lucia Spálová. "Terminological and Historical Background of Guerilla Marketing as a Marketing Communication Strategy." Social Communication 6, no. 1 (2020): 81–92. http://dx.doi.org/10.2478/sc-2020-0009.
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AbstractThis article deals with guerilla marketing and/or guerilla marketing strategy on the background of military attack strategies. The aim of this article is to grasp guerrilla marketing in a broader context, starting from the marketing and communication strategy, which is historically and terminology inspired by the military strategy of guerrilla attacks and/or by military strategy in general. The theoretical study is a meta-analysis of five scientific publications dealing with the overlays of military strategies and marketing to identify useful marketing and communication strategies. Guerilla marketing as an offensive-defensive strategy present among the attack strategies and it is described as a way for small and weaker businesses to compete with large corporations in the existing conflict and to act as challengers in the battle. An emphasis will be put on the primary characteristic of guerrilla warfare: it is a typical competitive struggle based on a series of small intermittent attacks and withdrawals.
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M., Syamsul Hidayat, and Sudarmiatin. "Implementation of Defensive Marketing Strategy MSME in the Time of the Covid-19 Pandemic (Case Study on Warkop Angkringan Giras in Mojokerto Regency)." Journal of Economics, Finance And Management Studies 4, no. 12 (2021): 2508–13. https://doi.org/10.47191/jefms/v4-i12-13.
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The purpose of this study was to analyze the Defensive Marketing Strategy carried out by the MSME Warkop Angkringan "Giras" in Mojokerto Regency, in order to be able to compete and keep its business sustainable in the COVID-19 pandemic conditions and obtain optimal profits. This research is an exploratory research where the approach used is a qualitative approach. Qualitative researchers seek to understand life experiences in context and the meanings associated with those experiences by using Focus Group Discussions. The sample amounted to 20 people, who were taken based on certain criteria. Data collection techniques by conducting open ended interviews in the hope of obtaining more complete information from the respondent. Data analysis used descriptive analysis method. The results showed that the Defensive Marketing Strategy in the MSME of warkop angkringan "Giras" Free wifi with a Mental Model is a Competitor Orientation strategy which includes symbols, prices, product differentiation and value promotion,, Customer Orientation Strategy includes superior customer service, innovative product features, and focus in a narrow market segment and a Market Drive Orientation Strategy consisting of Digital Marketing, Healthcare Procedures, crowding services, and Hours of Operation.
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Fornell, Claes, and Birger Wernerfelt. "Defensive Marketing Strategy by Customer Complaint Management: A Theoretical Analysis." Journal of Marketing Research 24, no. 4 (1987): 337. http://dx.doi.org/10.2307/3151381.
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Olsen, Lars Erling, Bendik Meling Samuelsen, Ioannis Pappas, and Luk Warlop. "Broad vs narrow brand positioning: effects on competitive brand performance." European Journal of Marketing 56, no. 3 (2022): 799–816. http://dx.doi.org/10.1108/ejm-02-2021-0090.
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Purpose Brand managers can choose among two fundamentally different brand positioning strategies. One is a broad brand strategy, focusing on many favorable brand associations. The other is a narrow brand strategy, focusing on just a few and thus more mentally accessible associations. Building on associative memory theory, this paper aims to examine which of these brand positioning strategies performs better under dynamic market conditions. Design/methodology/approach Three experiments test the effect of brand positioning strategy on memory accessibility and competitive brand performance. Study 1 tests how brand strategy (broad vs narrow) affects defensive brand performance. Study 2 tests how broad vs narrow brands perform differently in a brand extension scenario (offensive brand performance). Study 3 uses real brands and situation-based attributes as stimuli in a defensive scenario. Findings The results show that a narrow brand positioning strategy leads to a competitive advantage. Narrow brands with fewer and more accessible associations resist new competitors more easily and have higher brand extension acceptance than do broad brands. Research limitations/implications The study shows how to use accessibility as evidence of associative strength and test how accessibility influences competitive brand performance in a controlled experimental context. Practical implications Brand managers would benefit from a narrow brand positioning strategy in accordance with the unique selling proposition (USP) school of thought used by many marketing practitioners. Originality/value The paper demonstrates that narrow brand positioning performs better than broad brand positioning in dynamic markets, and to the knowledge is the first to do so.
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Natunis, Rolfy Is. "Analisis Manajemen Pemasaran Rumah Produksi dan Promosi Alat Musik Tradisional Sasando." JURNAL TATA KELOLA SENI 4, no. 2 (2019): 84–94. http://dx.doi.org/10.24821/jtks.v4i2.3085.
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Abstrak Dalam penelitian ini menggunakan metode desriptif kualitatif. Langkah yang digunakan yaitu melakukan analisis data dan analisis SWOT. Hasil penelitian pertama, berdasarkan tahap analisis terhadap strategi yang tepat dilakukan oleh pengelola dalam memasarkan Rumah Produksi dan Promosi Sasando adalah menjaga dan mempertahankan posisi pada indikator internal huruf E, yaitu memiliki jaringan kerja sama dengan pemerintah yang selama ini sudah dilakukan. Kebijakan yang umum dari strategi ini adalah dengan melakukan penetrasi pasar dan mengembangkan produk. Artinya pengelola perusahaan harus mempertahankan posisinya dengan terus mengembangkan karya-karya seperti membuat karya dalam bentuk alat musik dan miniatur/cendera mata. Kedua, berdasarkan kuadran analisis SWOT yang menunjukkan posisinya berada pada kuadran IV yaitu menggambarkan situasi organisasi sangat buruk, karena di samping berbagai kelemahan internal, timbul ancaman dari luar, strategi defensif dapat meningkatkan ketangguhan setiap keunggulan bersaing yang dimiliki perusahaan bila dikombinasikan dengan strategi ofensif untuk meningkatkan keunggulan bersaing perusahaan. Jenis strategi defensif dapat dibagi dalam dua bagian besar, yaitu strategi menangkis (deterrence) dan strategi tanggapan (response). Abstract In this resarch using qualitative descriptive method. The step used are doing data analysis and SWOT analysis. The first results of the research, based on the analysis phase of the appropriate strategy carried out by the manager in marketing Sasando Production and Promotion Houses, are maintaining and maintaining the position on the internal indicator letter E, which has a network of cooperation with the government. The general policy of this strategy is to penetrate the market and develop products. This means that company managers must maintain their position by continuing to develop works such as making works in the form of musical instruments and miniatures/souvenirs. Secondly, based on the SWOT analysis quadrant which shows its position in quadrant IV, it describes the organizational situation is very bad, because in addition to various internal weaknesses arising from outside threats, defensive strategies can increase the resilience of each company competitive advantage when combined with offensive strategies to improve competitive advantage company. This type of defensive strategy can be divided into two major parts, namely deterrence strategies and response strategies.
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Gonga, Tomi. "STRATEGI PEMASARAN DAN PENGEMBANGAN COMPETITIVE ADVANTAGE PADA NICHE FIRM : STUDI KASUS US.FROZEN FOOD." PERFORMA 2, no. 1 (2017): 36–44. https://doi.org/10.37715/jp.v2i1.435.
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The purpose of this study is to develop competitive advantage in US.frozen food and measuring the position of US.frozen food in the market through internal factor analysis and external factor analysis for implicating strategy that the benchmarked company applied according to the positon of US.frozen food. This study collect data from benchmarked company, US.frozen food’s customer, and US.frozen food’s company member and analyze US.frozen food’s SWOT factor to achieve the position in SWOT quadrant and analyze marketing mix to improve marketing strategy using interview and documentation to collect every data needed with qualitative descriptive approach.The result of this study indicate that the position of US.frozen food is in the WT quadrant and suppose to use defensive strategy which optimized with marketing mix from benchmarked company.
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Зайцева, Дарья, Daria Zaitseva, Инна Краковецкая, and Inna Krakovetskaia. "GREEN MARKETING: tendencies and perspectives." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2016, no. 2 (2016): 55–60. http://dx.doi.org/10.21603/2500-3372-2016-2-55-60.
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This article is devoted to the study of new marketing strategies used in green marketing. Green marketing includes both green products and green oriented companies. Companies that seek to enter the new "green" niche need to rethink the 4 P’s (product, price, place and promotion) of traditional marketing and use these new strategies to promote environmentally friendly products. Research into this field has yielded four main strategies of ecological marketing: "Lean green", "Defensive green", "Shaded green" and "Extreme green". Each environmental marketing strategy presented in this article is directly connected with the concept of the marketing mix it is related to. Many companies do not want to use all parts of the 4 P strategies but instead choose to use only specific elements of each. This allows companies to choose a tailored "green" marketing strategy to achieve their goals. Green marketing strategies help companies to develop products that are environmentally friendly and satisfy the requirements of consumers.
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Danilova, Elena, and Alexander Vorozhtsov. "The Russian national branding of innovations in defense industry complex as the answer to global challenges of the present." MATEC Web of Conferences 243 (2018): 00001. http://dx.doi.org/10.1051/matecconf/201824300001.
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In the article a comparative analysis of the international branding of armed forces is executed. The examples of effective national branding are given. Marketing technologies of defensive branch branding and formation of military culture are explored. Social media as a key instrument in the strategy of branding of defensive branch are considered. The Russian national branding of innovations in defense industry complex is analyzed. The successful Russian national brands in defense field are shown. The way of international collaboration strengthening in dual technologies in chemical and mechanical engineering, material science, nanotechnologies sphere is offered.
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Arifah, Ika Diyah Candra. "Revisiting Green Marketing Implementation in Halal Cosmetic Brands." al-Uqud : Journal of Islamic Economics 4, no. 2 (2020): 285. http://dx.doi.org/10.26740/al-uqud.v4n2.p285-306.
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The growing green consumer who selecting products that socially and environmentally ethical products, encourages cosmetics producers in Indonesia to produce more environmentally friendly product in terms of materials, ingredients, packaging, and even the strategy to promote it. As this market segment continues to grow and develop, cosmetics manufacturers are required to be more competitive by applying green marketing values. Therefore, this study aims to investigate how halal cosmetic brands applying green marketing based on the concept of green marketing strategy and Islamic Marketing Ethics (IME). This case study uses a qualitative research approach that selecting four top halal cosmetic brands that marketed in Indonesia. Data was analyzed by data triangulation and method triangulation approach and presented in inductive summary. The results of the study concluded that among the top four halal cosmetics brands studied, two brands had implemented the concept of green marketing strategy and implementation comprehensively (shaded green and extreme green), while the other two brands applied lean green and defensive marketing strategy and implementation. The implication of this research is to provide suggestion to managerial marketing about how to create a more captivating halal products for all customers. The novelty of research proposes how is the level of Indonesian halal cosmetic brands green strategy that applying Islamic Marketing Ethics (IME).
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Calantone, Roger J., C. Anthony di Benedetto, and Curtis E. Harvey. "A Model for Defensive Marketing Strategy with Examples from the Europe 1992 Context." Journal of Euromarketing 1, no. 1-2 (1991): 9–38. http://dx.doi.org/10.1300/j037v01n01_02.
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Kamalul Ariffin, Shaizatulaqma, Ishak Ismail, and Khairul Anuar Mohammad Shah. "Religiosity moderates the relationship between ego-defensive function and attitude towards advertising." Journal of Islamic Marketing 7, no. 1 (2016): 15–36. http://dx.doi.org/10.1108/jima-11-2014-0074.
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Purpose – This paper aims to view the role of religiosity in moderating the relationship between ego-defensive function of Muslim consumers’ and attitude toward advertising of controversial product. There is a rising concern among Muslim consumers’ with regards to the halal status of many food outlets in Malaysia. This came out because many food operators do not understand what halal really means. Many of them are from Kopitiams food and beverages industry. Design/methodology/approach – Survey method was used for the purpose of data collection in April 2014, and quantitative approach has been used as well. This study applied functional theory of attitudes to support this framework. Respondents consisted of 375 Muslim consumers’ in Malaysia. Findings – The paper provides empirical insights about how religiosity moderates the relationship between ego-defensive function and consumer attitude toward advertising. Consumers with a high level of religiosity are more likely to respond less favorably toward the advertising, while consumers who have a low level of religiosity are more likely to respond more favorably toward the advertisement. In addition, it can be postulated that religiosity reduces negative effects of ego-defensive function. Practical implications – The fact that religious groups are more organized, equipped and motivated to register their concern, demands better understanding of such groups by marketers. To avoid any controversies, or potential business loss, a better understanding of what could ignite their reaction seems to be an appropriate preventive strategy. Originality/value – Only a few studies directly examined the influence of religion on marketing communication. The effects of religion on the advertising of controversial products remain largely unstudied to date. Therefore, this paper fills the gap in the research area.
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Yusuf*, Ramayani, Mira Veranita, Gunardi Gunardi, Magnaz Lestira Oktariza, and Hedi Cupiadi. "Defensive Strategy Analysis of Bag Handicraft Industry in SME Centers." JURISMA : Jurnal Riset Bisnis & Manajemen 14, no. 1 (2024): 131–38. http://dx.doi.org/10.34010/jurisma.v14i1.12471.
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With the rapid development of technology, various problems arise in producing and marketing handicraft products. Thus, this research aims to determine the survival strategies and provide a clear and detailed picture of the characteristics or attributes of research subjects without testing hypotheses or drawing causal conclusions. The research object is the bag craftsmens in Sukaregang, Garut Regency West Java, Indonesia. Both interview techniques and literacy studies were used to obtain the strengths, weaknesses, opportunities, and threats. Then, weighting is carried out, and a value is given; the weight and value are multiplied to get a total score. The existing IFAS and EFAS values are entered into quadrants. It is found that the position of Sukaregang bag craftsmen is in quadrant 1 which aims to take advantage of internal strengths and external opportunities. The strategy that can be applied is to improve the quality of raw materials so that they can produce good, high-quality, and high-value products. These findings are expected to provide insights for handicrafts to survive this digital era. Keywords: Economy; Management; Defensive Strategy; SWOT; SMEs
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Woodall, Tony, and Stephen Swailes. "Conceptualising and measuring defensive marketing orientation (DMO): some inaugural thoughts on assessing marketing's place in ‘society's doghouse’." Journal of Strategic Marketing 17, no. 5 (2009): 345–64. http://dx.doi.org/10.1080/09652540903216254.
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Sari, Jihan Indah, and Joko Susilo. "STRATEGI BERTAHAN CAFE MELALUI PENDEKATAN INTEGRATED MARKETING COMMUNICATION DI MASA PANDEMI COVID-19." Jurnal Pustaka Komunikasi 4, no. 1 (2021): 117–30. http://dx.doi.org/10.32509/pustakom.v4i1.1350.
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Covid-19 Pandemic affects all sectors around the world, including economic sector especially in culinary bussines field. The impact of covid-19 is felt directly by bingsoo cafe, such as income has dropped and there is no customer that comes by due to government's policy which forces people to stay at home. The purpose of this research is to describe the defensive strategy by bingsoo cafe through the approach of integrated marketing communications (IMC), so that it can continue to defense and adapt to the bussines situation of Covid-19 pandemic. The method of this research is qualitative with observation technique and deep interview. The result of this research indicates that bingsoo cafe applies the strategy of Integrated Marketing Communications (IMC) by combining 9 out of 12 elements of promotion. Those elements are Advertising, Social Media And Website/Internet Marketing, Personal Selling, Public Relations, Sales Promotion, Point Of Sale And Merchandising, Corporate Identity, Packaging, And Word Of Mouth.
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Hanafi, Fadly, Muhammad Rizki, Nofirza Nofirza, and Ismu Kusumanto. "Analisis Perancangan Strategi Pemasaran Menggunakan Metode SWOT Dan QSPM Di UMKM Pempek Lenlin." INTECOMS: Journal of Information Technology and Computer Science 6, no. 1 (2023): 533–39. http://dx.doi.org/10.31539/intecoms.v6i1.6472.
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Starting from the problems experienced by Len-Lin’s Pempek business, where sales did not reach the set targets and did not have a good marketing strategy plan to increase sales. This research was conducted with the aim of formulating a marketing strategy for these SMEs with the SWOT and QSPM methods. This type of research uses descriptive qualitative methods with analysis of Business Development Strategies using EFE and IFE matrices, IE matrices, SWOT matrices and QSPM. The results of this study are in an intermediate position in utilizing internal and external factors for business development with a total IFE of 2.961 and a total of EFE of 2.919. The IE matrix mapping shows that Len-Lin’s Pempek business use the defensive and maintain strategy. From the research results, there are seven alternative strategies that can be used to increase sales or develop a business.
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Woodall, Tony. "Why Marketers Don't Market: Rethinking Offensive and Defensive Archetypes." Journal of Marketing Management 20, no. 5-6 (2004): 559–76. http://dx.doi.org/10.1362/0267257041323945.
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Cahyo, Bayu Dwi, Maheni Ika Sari, and Haris Hermawan. "ANALISIS SWOT UNTUK PEMASARAN DI TOKO BANGUNAN “BIMA JAYA”." Growth 21, no. 1 (2023): 1. http://dx.doi.org/10.36841/growth-journal.v21i1.2136.
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Marketing strategy has an important role to achieve business success. In determining the appropriate marketing strategy for the company, analysis is needed to see market needs. This is done by analyzing the business environment, both internal and external, usually called a SWOT analysis. The SWOT analysis is thorough on the strengths, weaknesses, opportunities and threats. This analysis is needed to determine several strategies that exist in the company. One of them is the Bima Jaya Bondowoso Building Shop. This study aims to determine the development of the right strategy based on SWOT analysis to be applied to the Bima Jaya Bondowoso Building Shop. The sampling technique used non-probability sampling by using snow ball sampling. From the results of this study that the results of the Internal and External Matrix have a Stability strategy to develop in the future the strategies that can be applied consist of defensive and offensive strategies, defending and product development. The SWOT matrix analysis is S-O where this strategy takes advantage of the company's strengths to seize opportunities that exist in the external environment. The result of the company's alternative strategy is to develop a marketing strategy that has not been done at the Bima Jaya store before and will be developed by the Bima Jaya store in the future.
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Hanna Fadhila Syahira, Siti, Daud Daud, Ahmad Edi Saputra, and Wandi. "TINJAUAN ETIKA BISNIS ISLAM DALAM STRATEGI PEMASARAN BUSANA MUSLIM DI TOKO PURNAMA STORE MUARA SABAK BARAT KABUPATEN TANJUNG JABUNG TIMUR." Jurnal Dinamika Ekonomi Syariah 12, no. 1 (2025): 148–60. https://doi.org/10.53429/jdes.v12i1.1288.
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Marketing strategy is a series of business steps designed at the product presentation stage to attract consumer interest in buying the product. In addition to attracting consumer attention to buy, marketing strategy also aims to ensure that consumers understand the products offered, verify their quality, and encourage repeat purchases. This study uses a field approach with a qualitative descriptive method. Data collection was carried out through observation, interviews, and documentation. The data collected was then analyzed to answer the research problems. The purpose of this study was to identify the marketing strategies implemented by Toko Purnama Store Muara Sabak. The results showed that Toko Purnama Store Muara Sabak has an effective defensive marketing strategy, with a variety of products, both from big and local brands, as well as adequate services and has undergone training. The pricing of goods is based on the policies of the central big brand and local market prices for local products. Promotion is carried out through social media such as WhatsApp, Facebook, TikTok, live streaming, and Instagram. Islamic values are applied in store operations, which can be seen from the obligation of employees to wear gamis and hijab uniforms, as well as the requirement for employees to be Muslim.
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Haira Afwa Tsaniyah, M. Dzikron A.M, and Dewi Shofi Mulyati. "Strategi Pemasaran untuk Meningkatkan Penjualan Endog Lewo Makanan Khas Daerah Malangbong Menggunakan Analisis SWOT dan Metode Quantitative Strategic Planning Matrix (QSPM) pada UMKM Cita Rasa." Bandung Conference Series: Industrial Engineering Science 2, no. 2 (2022): 239–45. http://dx.doi.org/10.29313/bcsies.v2i2.3101.
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Abstract. MSME Cita Rasa is one of the companies engaged in the food industry, many snack food companies currently cause a very high level of competition in the industry. MSMEs Taste experienced several problems, including the level of sales caused by external and internal factors, such as marketing that was not yet widespread, lack of innovation in product development and lack of use of technology. The purpose of this research is to obtain the right alternative marketing strategy, with the company's marketing strategy being more focused in achieving company goals and being able to increase sales. Determining the marketing strategy is carried out using SWOT analysis and the Quantitative Strategic Planning Matrix method by evaluating alternative options, determining attractiveness and deciding the best strategy choice. So that a strategy is obtained based on the IE matrix and developed more deeply using the SWOT matrix and using the latest QSPM method so that an alternative method can be obtained that can be implemented by the company. So getting an alternative strategy based on the QSPM method based on research results provides fifteen alternative strategies with the five highest strategic priorities, namely, participating in culinary festivals and workshops, creating more varied products, expanding marketing areas, maximizing promotional and sales activities through social media, and has a halal label.
 Abstrak. UMKM Cita Rasa merupakan salah satu perusahaan yang bergerak di bidang industri makanan, banyaknya perusahaan makanan ringan saat ini menyebabkan tingkat persaingan yang sangat tinggi dalam industri tersebut. UMKM Cita Rasa mengalami beberapa permasalahan yang dihadapi diantaranya yaitu tingkat penjualan menurun yang disebabkan oleh faktor eksternal dan faktor internal, seperti pemasaran yang belum meluas, tidak adanya inovasi dalam melakukan pengembangan produk dan kurang memanfaatkan teknologi. Tujuan penelitian ini adalah untuk mendapatkan alternatif strategi pemasaran yang tepat, dengan adanya strategi pemasaran perusahaan menjadi lebih terarah dalam mencapai tujuan perusahaan dan mampu meningkatkan penjualan. Adapun penentuan strategi pemasaran dilakukan menggunakan analisis SWOT dan metode Quantitative Strategic Planning Matrix dengan melakukan evaluasi pilihan alternatif, menetapkan daya tarik dan memutuskan pilihan strategi terbaik. Sehingga didapatkan strategi berdasarkan matriks IE lalu dirumuskan lebih mendalam menggunakan matriks SWOT dan tahapan terakhir menggunakan metode QSPM sehingga didapatkan alternatif strategi yang dapat diimplementasikan oleh perusahaan.Hasil penelitian menunjukan bahwa posisi perusahaan berdasarkan matriks SWOT berada pada kuadran IV yaitu defensive dimana posisi tersebut sangat tidak menguntungkan bagi perusahaan. Sehingga didapatkan alternatif strategi berdasarkan metode QSPM berdasarkan hasil penelitian memberikan lima belas alternatif strategi dengan lima prioritas strategi tertinggi yaitu, ikut serta dalam festival dan workshop kuliner nusantaran, menciptakan produk yang lebih variatif, memperluas daerah pemasaran, memaksimalkan kegiatan promosi dan penjualan melalui media sosial, dan memiliki label halal.
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Gunara, Dendy Irwan, Zuhrinal M. Nawawi,, and Nuri Aslami. "Analisis Strategi Bauran Pemasaran Dalam Upaya Meningkatkan Penjualan Produk Asuransi Syariah PT. Asuransi Jiwa Syariah Bumiputera Cabang Medan." Comit: Communication, Information and Technology Journal 2, no. 1 (2023): 44–63. http://dx.doi.org/10.47467/comit.v2i1.41.
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This study aims to analyze the marketing strategy through the 4P marketing mix implemented by PT. The Medan branch of Bumiputera sharia life insurance is able to compete in the market and increase sales. This study used descriptive qualitative methods. Data collection techniques used interviews and questionnaires. The results of this research show that the results of this research prove that the IFE score of 3.22 proves a solid internal position, the EFE score of 2.7 proves that the industry responds to the opportunities that exist and stays away from threats in its industrial market. The Cartesian chart shows that the position of the industry in rough conditions is very profitable for the industry. In the IE matrix for the IFE and EFE profit sharing, the IFE score is 3.22 and the EFE profit share is 2.7 if converted into the IE Matrix chart, so that it is in box 5, where the results of the industry enter where the results are Focus Strategy through horizontal integration (cells 2 and 5). With the method of using profit economies of scale both in creation and sales, whereas if this industry is located in a moderately attractive industry, the strategy that is inaugurated is confirmation (cell 5). The goal is relatively more defensive, is to avoid running out of marketing and running out of profits. Industries located in this cell can expand markets, manufacturing facilities, and technology through internal or external development through acquisitions or joint ventures with other industries in similar factories. The industry's SWOT matrix lies in the SO box, So the marketing mix strategy implemented is good and running well the role of the marketing strategy through the aspects of product, price, people and process can compete in the market and is felt to be able to increase sales.
 Keywords: marketing mix strategy, life insurance, IFE, EFE, IE, SO.
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I Gusti Ngurah Sugiana, Dewa Nyoman Sadguna, Kadek Johan Okan Adnyana, and Ngurah Agus Crisna Arya Budiarsa. "MARKETING STRATEGY OF CATFISH THROUGH AGRIBUSINESS SUBSYSTEM IN THE PEGUYANGAN ECOTOURISM AREA, NORTH DENPASAR." International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) 3, no. 5 (2023): 1534–47. http://dx.doi.org/10.54443/ijebas.v3i5.1129.
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The purpose of this study was to determine the appropriate marketing strategy used by Pokdakan Mina Mandiri in each agribusiness subsystem by analyzing it through the SWOT Matrix through strengths, weaknesses, opportunities and challenges. This study used a descriptive method by determining the location by purposive sampling with the consideration that the research location had been keeping catfish for a long time through the upstream, middle and downstream agribusiness subsystems. The results of the SWOT analysis show that the position of the cultivator for the upstream agribusiness subsystem is in quadrant III Turn Around/Stability (Change Strategy) followed by the SWOT matrix so that the right strategy is obtained which is the WO Strategy which is taking advantage of existing opportunities by improving the internal weaknesses of members of the Mina Mandiri group. So that the marketing strategy: (1) Cultivators to be able to increase business capital from loans, (2) cultivators to be able to make alternative feeds, (3) cultivators to find alternative markets other than the local market, and (4) cultivators to take advantage of local government policies that support hatchery activities. For the middle agribusiness subsystem, it is in quadrant I with an aggressive SO strategy Marketing strategy using internal strengths to take advantage of opportunities from group members, so that the marketing strategy: (1) Cultivators to maintain quality, quantity and continuity of products according to demand, (2) cultivators in determining prices to be competitive, (3) cultivators to maintain good relations with sellers, and (4) cultivators to improve facilities and infrastructure by utilizing natural resources. For the downstream agribusiness subsystem, the cultivator's position is in quadrant IV of the defensive marketing strategy (WT) by taking advantage of internal weaknesses to reduce external threats, so that the marketing strategy: (1) Cultivators to add manpower to process catfish, (2) cultivators to be able to make products preparations that have a longer shelf life, (3) cultivators to be able to increase their consumption of catfish products, (4) cultivators to see competitors as competitors, and (5) cultivators to improve the packaging of their processed products.
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Sugiwiyadmeika, Alit Putra, I. Made Trisna Semara, and Komang Shanty Muni Parwati. "Strategi pemasaran pada masa pandemi covid – 19 di hotel prama sanur beach." Jurnal Ilmiah Pariwisata dan Bisnis 1, no. 12 (2022): 3488–503. http://dx.doi.org/10.22334/paris.v1i12.247.
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Penelitian ini dilakukan pada bulan Januari sampai dengan bulan Juni. Penelitian ini dilakukan di Prama Sanur Beach Bali. Tujuan penelitian ini adalah untuk menganalisis strategi yang digunakan pada masa pandemi Covid – 19 di Prama Sanur Beach Bali. Jenis data yang digunakan yaitu data kualitatif dan kuantitatif. Data primer diperoleh dari hasil wawancara, serta pemberian bobot dan rating yang dilakukan dengan penyebaran kuesioner kepada 4 responden dan hasil dari pemberian bobot dan rating tersebut akan digunakan untuk mendapatkan peluang serta ancaman dan perhitungan EFAS (External Factor Analysis Summary), dan untuk mendapatkan kekuatan serta kelemahan yang digunakan dalam pembuatan strategi dan perhitungan IFAS (Internal Factor Analysis Summary). Data sekunder diperoleh dari data statistik BPS Provinsi Bali, dokumen-dokumen atau arsip milik Prama Sanur Beach Bali, baik itu jumlah wisatawan yang datang pada tahun 2020/2021, bukti foto, literatur-literatur serta bahan bacaan yang terkait dengan penelitian ini. Teknik analisis data yang digunakan adalah metode deskriptif kualitatif, analisis SWOT, IFAS, EFAS, kuadran, dan matriks SWOT. Strategi pemasaran yang dihasilkan pada diagram kuadran SWOT adalah titik sumbu X (internal) berada pada 0,49 dengan sumbu Y (eksternal) 0,42 yang berada pada kuadran 4, dimana Prama Sanur Beach harus menghadapi berbagai ancaman dan kelemahan internal. Strategi ini bersifat defensif strategi diterapkan dalam kondisi ini adalah tindakan penyelamatan sehingga dapat terlepas dari kerugian yang lebih besar (defensif).
 
 This research was conducted from January to June. Study this was done at Prama Sanur Beach Bali. The purpose of this study is to analyze the strategy used during the Covid-19 pandemic at Prama Sanur Beach Bali. Type The data used are qualitative and quantitative data. Primary data obtained from the results of interviews, as well as giving weights and ratings by distributing questionnaires to 4 respondents and the results of giving the weights and ratings will be used to get opportunities as well as threats and EFAS (External Factor) calculations Analysis Summary), and to get the strengths and weaknesses used in making strategies and calculating IFAS (Internal Factor Analysis Summary). Data secondary data obtained from BPS Bali Province statistics, documents or archives belonging to Prama Sanur Beach Bali, be it the number of tourists who come in 2020/2021, photographic evidence, literature and reading materials related to this research. Technique Data analysis used is descriptive qualitative method, SWOT analysis, IFAS, EFAS, quadrants, and SWOT matrices. The resulting marketing strategy on the diagram The SWOT quadrant is where the X axis (internal) is at 0.49 with the Y axis(external) 0.42 which is in quadrant 4, where Prama Sanur Beach must be face various internal threats and weaknesses. This strategy is defensive the strategy applied in this condition is a rescue action so that it can be released from a greater loss (defensive).
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Selamat, Saskia, and Rini Indahwati. "Analysis Of Marketing Strategies In Increasing Competitiveness In Skinos Medan Beauty Clinic." Jurnal Manajemen Bisnis Eka Prasetya Penelitian Ilmu Manajemen 8, no. 1 (2022): 108–22. http://dx.doi.org/10.47663/jmbep.v8i1.244.
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This research was conducted based on the number of industries engaged in the same type of business,which creates intense competition in that market share. Skinos Medan beauty clinic has capital, regular customers and experienced employees, However faced with obstacles in the aspect of management and utilization of the company's internal resources and the clinic also faces various threats from external company factors. This research aims to determine and analyze the marketing strategies that can be carried out by the Skinos Medan beauty clinic to increase the company's competitiveness based on STP analysis (Segmentation, Targeting, Positioning) and SWOT analysis (Strength, Weakness, Threat, Opportunity). In this research, the author uses a qualitative method with data triangulation techniques. For data collection techniques are using the method of observation, interviews, documentation, and questionnaires. For data analysis techniques are using STP analysis, IFAS matrix, EFAS matrix, SWOT diagram and SWOT matrix. Based on the results of STP analysis, Skinos Medan beauty clinic uses single-segment concentration strategy for Concentrated Marketing type of target market with the clinic positioning itself using Quality Positioning style. Furthermore, based on the results of the analysis using the IFAS matrix, EFAS matrix, SWOT diagram and SWOT matrix, the strategy obtained is in quadrant 4 strategy, called a defensive strategy. The implementation of the strategy is thatSkinos Medan beauty clinic will use an alternative WT (Weakness-Threat) strategy to survive and minimizes all the weaknesses and threats of the company.
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Sumiati, Sumiati. "Marketing Strategy for “Kampung Wisata Bunga” Ornamental Plants Based on Local Potential." Ekspektra : Jurnal Bisnis dan Manajemen 6, no. 1 (2022): 34–45. http://dx.doi.org/10.25139/ekt.v6i1.4676.
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Gresik Regency is one of the regencies in East Java, which has quite some tourist sites which are also frequently visited by local tourists, as well as from foreign countries, including Sunan Giri and Malik Ibrahim Religious tours. Although Gresik City is famous for its industrial city, on the other hand, in the southern region, it is located in Miru Hamlet and Pendem Hamlet which is located in Banyu Urip Village, Kedamean District, which has the largest ornamental plants and has wide-open export market potential. The objectives of this study are (1) Mapping of Marketing Models (Product, Price, Promotion Place) which has been carried out by ornamental plant SMEs, based on local potential in Banyu Urip Village. (2) Develop a Marketing Strategy Model for Ornamental Plants, for Business Actors “Kampung Wisata Bunga” based on local potential, Banyu Urip Village, Kab. Gresik. The research method used is qualitative, nominal data type, data analysis using SWOT analysis. The results of the study found that based on the table analysis of internal factors and external factors, the strength (S) factor had a score of 2.20 and the weakness (W) had a score of 0.65. While the opportunity factor (O) has a score of 1.72 and the threat factor (T) has a score of 1.33. So that the IFAS score is 2.84 and the EFAS score is 3.05. So the strategies used are (1) Aggressive Strategy, (2) Diversification Strategy, (3) Turnaround Strategy, (4) Defensive Strategy.
 Keywords: SWOT Strategy, Flower Tourism Village, Local Potential
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Kumar, K. Ravi, and D. Sudharshan. "Defensive Marketing Strategies: An Equilibrium Analysis Based on Decoupled Response Function Models." Management Science 34, no. 7 (1988): 805–15. http://dx.doi.org/10.1287/mnsc.34.7.805.
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Relawati, Rahayu, Istis Baroh, and Bambang Yudi Ariadi. "ANALISIS SWOT UNTUK PENGEMBANGAN STRATEGI PEMASARAN PRODUK OLAHAN APEL DI MALANG RAYA." SEPA: Jurnal Sosial Ekonomi Pertanian dan Agribisnis 12, no. 1 (2017): 58. http://dx.doi.org/10.20961/sepa.v12i1.14202.
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This study aimed to carry out a SWOT analysis and formulate marketing strategies of processed apple products. Primary data were obtained from producers and consumers. Producers were selected purposively, while consumers were selected by accidental sampling when they bought the product at souvenirs shops of Malang. SWOT analysis was used to analyze the data taken from both producers and consumers, as well as to formulate marketing strategies. The results showed that in general the products of apple chips, porridge and cider have the strength on products, especially in terms of taste. Meanwhile, the weaknesses are less durable products, however, consumers also do not want any preservatives added. Moreover, the opportunities are the high interest of consumers, many souvenir shops and bank credit offered. On the other side, the threats consists of unhealthy business competition and weakness of consumer purchasing power even though they are interested in the products. Based on the results of the SWOT analysis, marketing strategies recommended to the products of apple chips and apple porridge is aggressive strategy, because they are in the first quadrant of SWOT diagram. Apple cider, however, is recommended to run a defensive strategy, because this product is located in quadrant III of the same diagram. Related promotions, various media information such as local television and internet should be used optimally to promote the products. Consumers should receive the correct and fare information, so that producers must conduct a responsible business ethics.
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Amalia, Alvien Nur. "THE CONDITIONS OF BAITUL MAAL WAT TAMWIL (BMT) IN INDONESIA: A LITERATURE REVIEW." Paradigma 19, no. 1 (2022): 1–8. http://dx.doi.org/10.33558/paradigma.v19i1.3246.
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The purpose of this research is to analyze the condition of BMT, is an Islamic microfinance institution in Indonesia, based on a literature review using SWOT analysis. Based on the SWOT analysis BMT’s strengths, weaknesses, opportunities, and threats will be mapped through four types of strategies, namely aggressive, competitive, conservative and defensive strategies. The results indicate that based on the analysis of aggressive strategies, BMT is a community-based agency that has an opportunity to capture the market; BMT can use the ZISWAF fund in cooperation with charity institutions. Based on the analysis of competitive strategies, BMT competition with conventional micro institutions can be solved by Islamic economic socialization about the prohibition of usury; competition with Islamic banks that have a microfinance program can be solved with the distribution of business; BMT sustainability issues can be overcome by strengthening the regulation, supervision, infrastructure, human resources, and capital. From the conservative strategies, BMT has limitations in terms of capital, human resources, and marketing strategies. This problem can be overcome through their linkage with Islamic Banks and companies, using CSR and low-cost funds from Islamic Banks. Other opportunities are the transfer of knowledge about finance, managerial expertise, as well as the right marketing strategy. In addition, a lack of oversight in BMT can be solved by maximizing the role of associations and agents of BMT. Meanwhile, from the defensive strategies, fundamental reform of government is required to develop BMT’s rules, oversight, feasibility measurement and clear level of health.
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Odhiambo, Edwin, and Jane Wanjira. "Strategic Positioning and Competitive Advantage of Commercial Banks in Uasin Gishu County, Kenya." International Journal of Current Aspects 3, no. II (2019): 83–97. http://dx.doi.org/10.35942/ijcab.v3iii.8.
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Strategic positioning has been identified as an important weapon to manage the competition in the business environment. However, despite the use of strategic positions, many banks in the country are facing challenges from the competition destabilizing the position they hold. Thus, the sole reason of the project was to establish how strategic positioning affects competitive advantage of banks in Uasin Gishu County Kenya. The specific objectives were; to examine the effects of mono-segment positioning, multi-segment positioning, standby positioning, adaptive positioning and defensive positioning on competitive advantage of commercial banks in Uasin Gishu County, Kenya. The study was guided by Resource-Based-View, The Game Theory, Market Based View Theory and Open Systems Theory. Explanatory research design was used in this study. The unit of analysis was commercial banks in Uasin Gishu County, Kenya and the unit of observation was 748 employees in 25 banks. A stratified random sample was used as a significant blend of categorization and randomization. A sample of 173 employees was selected. Questionnaires were used in collection of data. Descriptive statistics and multiple regression analysis were used to analyse data. The study established a positive and significant relationship between mono-segment positioning, multi-segment positioning, standby positioning, adaptive positioning and defensive positioning on organizational competitive advantage. The study concludes that through mono-segment Commercial banks are free to devote all of their resources to attracting a single, narrowly defined type of customer with a specific need it can fulfill better than other companies. Through multi segment Commercial banks can analyze various customer groups and targeting specific products to meet their demands. Through standby positioning, commercial banks can base their strategy completely on a new segment which increases its focus and profitability. Through adaptive the brand loyalty of commercial banks definitely increases and also market segmentation increases competitiveness of a firm from a holistic view and defensive positioning leads to customer retention throughout customer life cycle. The study recommends that commercial banks in Uasin Gishu County implementing mono segment should concentrate all their efforts in a single segment with a single marketing mix so as to avoid confrontation with financial institutions. On multi segment, commercial banks should categorize their customers along demographic, geographic, behavioral, or psychographic lines or a combination of them. This will enable them offer products and services effectively by understanding distinctive needs of the groups. On standby positioning strategy, commercial banks should only opt execute a mono-segment positioning strategy only during unavoidable situations. To minimize response time, the banks should prepares a standby plan that specify the product(s) and their attributes as well as details of the marketing program(s) that would be used to position the new product. On adaptive positioning, commercial banks should aim at changing or reforming a bank’s marketing mix to suit to the particular geography in which the bank is operating. This will enable the banks to effectively tailor their products and service in rapid and unparalleled ways to meet their customers’ interests and needs. On defensive positioning, commercial banks should resort to position defense to ensure a new bank’s market entry does not impact or weaken their brand. They may also opt to preempt competitive strategies by introducing an additional brand in a similar position for the same segment.
 This is an open-access article published and distributed under the terms and conditions of the Creative Commons Attribution 4.0 International License of United States unless otherwise stated. Access, citation and distribution of this article is allowed with full recognition of the authors and the source.
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Pega, Fransiskus Pake, and Helenerius Ajo Leda. "STRATEGI POLITIK PARTAI DEMOKRASI INDONESIA PERJUANGAN (PDIP) DALAM MEMENANGKAN LIMA KURSI DPRD KABUPATEN ENDE PADA PEMILU 2024." Jurnal Sosial dan Pemerintahan (JSP) 1, no. 1 (2025): 41–52. https://doi.org/10.71241/z1f7e344.
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This research aims to determine the PDI Perjuangan's strategy in winning five seats in the Ende Regency DPRD. The research method used is a qualitative method, with data collection techniques using interview and documentation techniques. The theory of political strategy according to Peter Schroder and Political Marketing is used as an analytical tool. Data shows that PDI Perjuangan's strategy in winning five seats in the Ende Regency DPRD is: First, prioritizing programs and vision and mission. Second, improve the political image of parties and candidates. Third, map and care for target groups. Fourth, form a successful team. The findings above are very relevant if studied using political strategy theory according to Peter Schroder, namely offensive and defensive strategies and using political marketing theory according to Firmanzah, that is the PDI Perjuangan strategy in winning five seats in the Ende Regency DPRD, by implementing programs that are in accordance with the vision of The party's mission and programs are made in accordance with the issues that are emerging in society. Improving the image of the PDI Perjuangan party and candidates is done by responding to the aspirations of the community so that they can be assessed positively by the community, forming a success team that can help legislative candidates and parties to work in winning the PDI Perjuangan and legislative candidates. This research concludes that the strategy implemented by PDI Perjuangan in the 2024 Election was successful through a planned and adaptive approach to community needs, which contributed to the achievement of five seats in the Ende Regency DPRD.
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El-Sady, Hassan Mounir, Mohamed Nassar, Vasilya Sultanova, and Dia Mousa. "The Impact Of Organizational Objectives On The Selection Of Defensive Marketing Strategies: Empirical Evidence From A Small Open Economy." Journal of Applied Business Research (JABR) 28, no. 6 (2012): 1345. http://dx.doi.org/10.19030/jabr.v28i6.7348.
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<span style="font-family: Times New Roman; font-size: small;"> </span><p style="margin: 0in 0.5in 0pt; text-align: justify; mso-pagination: none;" class="MsoNormal"><span style="font-family: Times New Roman;"><span lang="EN-GB" style="font-size: 10pt; mso-ansi-language: EN-GB;">Defensive Marketing Strategies (DMSs) do not receive enough attention as offensive or attacking marketing strategies in literature.<span style="mso-spacerun: yes;"> </span>This gap in the </span><span lang="EN-GB" style="font-size: 10pt; mso-fareast-language: EN-GB; mso-ansi-language: EN-GB;">research constitutes a serious weakness in the marketing field</span><span lang="EN-GB" style="font-size: 10pt; mso-ansi-language: EN-GB;">.</span><span lang="EN-GB" style="font-size: 10pt; mso-fareast-language: EN-GB; mso-ansi-language: EN-GB;"><span style="mso-spacerun: yes;"> </span>This paper aims to fill this gap in literature by conducting the first study to explore the determinants of the implemented DMSs in Kuwait.<span style="mso-spacerun: yes;"> </span>Empirically, this study examines the relationship between eight DMSs, demographics, and organizational objectives to define the most prevalent and appropriate DMSs to be deployed in the small open economy of Kuwait.<span style="mso-spacerun: yes;"> </span></span><span lang="EN-GB" style="font-size: 10pt; mso-ansi-language: EN-GB;">Factor analysis and canonical correlation are used in this study to analyse the obtained data from surveyed board members, CEOs and executive managers of listed companies in the financial sector of Kuwait Stock Exchange (KSE).<span style="mso-spacerun: yes;"> </span>Results reveal a significant relationship between the eight DMSs and the two sets of identified variables in Kuwait context.<span style="mso-spacerun: yes;"> </span>Cost leadership strategy ranked the most effective defensive marketing strategy by respondents. Also, results show that organizational objectives are mostly affecting the choice of DMSs. </span></span></p><span style="font-family: Times New Roman; font-size: small;"> </span>
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Safrida. "MARKETING STRATEGY OF SMALL AND MEDIUM ENTERPRISES (MSMES) IN INCREASING SALES OF BROWN SUGAR IN SEI SILAU, ASAHAN REGENCY." International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) 3, no. 3 (2023): 654–68. http://dx.doi.org/10.54443/ijebas.v3i3.889.
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This research is in the form of descriptive research, where this research aims to find out what strategy is appropriate for a business actor to use. By using SWOT analysis, this research was conducted by business actors working in the food industry, namely the Brown Sugar SMEs in Sei Silau Village, Asahan District. data obtained from the results of primary data, secondary data. Several test methods are steps from the SWOT analysis test, including using the IFAS Matrix, EFAS Matrix, and SWOT diagrams. The result value of the IFAS matrix test (2.59) is used as the X axis (horizontal) in the SWOT diagram and the result value from the EFAS matrix test (2.80) is used as the Y axis (vertical) in the SWOT diagram. SWOT results explain that the company is in area IV, where in these areas it illustrates that the internal factors of MSME business actors are weak. The results of the SWOT analysis which are described using the SWOT diagram show that the MSME business conditions are in quadrant IV, which means that the Brown Sugar MSMEs in Sei Silau Village, Asahan Regency are in a Defensive position and the strategy that can be implemented is a marketing strategy that can implemented by the Brown Sugar MSME business actors in Sei Village, Asahan Regency is an Aggressive Strategy, namely business actors must be able to develop existing strengths and increase and maintain existing opportunities.
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V.Sivakamy. "The Impact of Service Quality on the Financial Performance in Insurance Industry with References to General Insurance Industry." Shanlax International Journal of Management 6, no. 2 (2018): 23–29. https://doi.org/10.5281/zenodo.1473312.
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The insurance sector is a major contributor to the financial savings of the household sector in the country, which are further channelized into various investment avenues. The overall growth in the insurance industry has been positive. From 2000 onwards, the private players have started entering the market. The private players have made more gains in a short period than anyone could imagine. They have succeeded in putting the public players on the defensive for retention of their corporate accounts in fire and engineering segments that are profitable. On the other hand, public players are now focusing on retaining the existing customer rather than the expansion strategy. The public players are now more vulnerable to lose their pre-eminent position. The private players aim at customer satisfaction through their marketing programmes. By that, they want to achieve their financial performance of their company. Hence, it is essential to concentrate on the marketing aspects to achieve the financial performance of public players. The changing face of insurance industry stresses the need for paradigm shift in public players policies also. Hence, the present study focuses on the financial and marketing performance of public players and also the relationship between the two performances especially among the public players for some policy implications.
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Ida Ayu Dwi Gangga Laraswati, I Ketut Sutama, I Ketut Suarja, Made Sudiarta, and I Ketut Suja. "Marketing Mix to Increase Sales of Wedding Package Resort Buyout at Alila Villas Uluwatu." International Journal of Travel, Hospitality and Events 3, no. 1 (2024): 59–68. http://dx.doi.org/10.56743/ijothe.v3i1.352.
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Purpose: The purpose of this research is to determine strengths, weaknesses, opportunities and threats of an effort to increase sales of wedding package resort buyout, to find out marketing mix strategy that should be used by Sales & Marketing Department to increase sales of wedding package resort buyout. Research methods: Data collection methods that used were participation observation, interview, documentation, and questionnaire. The analysis technique that used are qualitative descriptive analysis, quantitative descriptive analysis, Internal Factor Analysis Summary (IFAS) matrix, External Factor Analysis Summary (EFAS) matrix, Internal-External (IE) matrix, and SWOT analysis. Results and discussion: The result of the research show that there are internal and external factors that influence the increase in upselling which carried out by Sales & Marketing Department at Alila Villas Uluwatu. Based on SWOT analysis score of IFAS was 2.88 and score EFAS was 2.86 that made the position of Alila Villas Uluwatu in current condition in cell 5, named the strategy of concentration through horizontal integration or stability (no change in profit). It means that this company is in a moderate attractive industry, the strategy that used has the goal relatively more defensive, namely to avoid losing sales and losing profits. Based on the SWOT analysis, alternative strategies that can be used to increase the sales of wedding package resort buyout is obtained by finding new markets, adding wedding inclusion on the wedding package, improving the payment regulation, making new building for attendees and equipment store, and making competitor list that shows if hotel is competed to the competitors. Implication: The advice given to the management of Alila Villas Uluwatu is to add new markets that are potential guests who hold wedding resort buyout such as India and Singapore, add more inclusions to the wedding package in order to make the guests interested, and improve the payment regulations to make the wedding operational runs better. Keywords: Marketing mix, IFAS matrix, EFAS matrix.
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Chahal, Hardeep, R. C. Dangwal, and Swati Raina. "Marketing orientation, strategic orientation and their synergistic impact on business performance." Journal of Research in Marketing and Entrepreneurship 18, no. 1 (2016): 27–52. http://dx.doi.org/10.1108/jrme-03-2016-0004.
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Purpose The main purpose of this study is to examine the synergistic impact of marketing orientation (MO) and strategic orientation (SO) on business performance (BP) and to explore role of entrepreneurial qualification (moderating) and SO (mediating) in MO and BP relationship. Design/methodology/approach Nine hundred small and medium-sized enterprises (SMEs) owners/managers operating in Jammu District, North India, are contacted during October 2013 to February 2014. Findings The study identifies and confirms MO (marketing strategy, customer philosophy, operational efficiency and integrated marketing) and SO (defensive, proactive, analytical and risk-averse) as multi-dimensional constructs. Although both orientations have positive impact on SMEs performance, however, their synergistic impact is weak. In addition, the study also reveals that MO has direct and indirect impact (through SO) on BP. Lastly, there exists moderating role of entrepreneurial qualification between MO and SO. Research limitations/implications The major limitation of the study is the focus on SMEs. Based on the strength of the relationships among the dimensions and sub-dimensions of the MO, SO and BP, replication and validation of research in service sector across the country and globe is required to generalise the results and to develop stronger theory. Originality/value This is the first empirical study to investigate the synergistic impact of two well-established notions – MO and SO. It provides empirical evidence for the claim that synergistic impact of marketing and SO on BP is weak, unlike their respective strong impact on BP. This study also clarifies roles of entrepreneurial qualification and SO in MO and BP relationship.
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Wibowo, Bonifatius Junianto, Ignatius Supriyanto, and Widuri Kurniasari. "STRATEGI PENGELOLAAN KEUANGAN IMK SEKTOR MAKANAN BERBASIS KETELA." Jurnal Riset Ekonomi dan Bisnis 14, no. 1 (2021): 41. http://dx.doi.org/10.26623/jreb.v14i1.3201.
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<p><em><span>The cassava-based food business in Kendal Regency has the potential to develop, especially in the villages of Limbangan, Patehan and Kalibareng. This study aims to reveal the financial strategy in business management which is one of the determinants of business success. The data required is primary data related to internal and external factors that determine business financial management. The data were obtained through in-depth interviews with 10 IMK actors. The data were analyzed using descriptive techniques and SWOT analysis. The findings show that the strength of internal factors is in the form of selling prices according to market prices and business transactions through savings accounts. While the weaknesses include simple financial administration, insufficient capital, inaccurate production cost calculations, no financial planning, fully cash payment terms, and no separation of business finances from households. Meanwhile, opportunities from external factors are in the form of marketing certainty and financial support from the community. Threats include business competition and volatile cassava prices. This study recommends a financial management strategy for IMK actors in the cassava-based processed food sector .The strategy is a combination of Aggressive, Turnaround, Diversification and defensive strategies.</span></em></p><p>Usaha makanan berbasis ketela di Kabupaten Kendal cukup berpotensi untuk berkembang, terutama di desa Limbangan, Patehan dan Kalibareng. Penelitian ini bertujuan untuk mengungkap strategi keuangan dalam pengelolaan usaha yang menjadi salah satu penentu kesuksesan usaha.Sampel Penelitian adalah 10 pelaku IMK sektor makanan olahan berbasis ketela di desa Limbangan, Patehan dan Kalibareng. Data yang diperlukan berupa data primer terkait dengan faktor internal maupun faktor eksternal yang menentukkan pengelolaan keuangan usaha. Data diperoleh melalui wawancara mendalam terhadap 10 pelaku IMK.Data dianalisis menggunakan tehnik deskriptif dan analisa SWOT. Hasil temuan menunjukkan bahwa kekuatan dari faktor internal berupa harga jual sesuai harga pasar dan transaksi usaha melalui rekening tabungan. Sedangkan kelemahannya antara lain administrasi keuangan yang masih sederhana, modal belum memadai, perhitungan biaya produksi belum tepat, belum ada perencanaan keuangan, syarat pembayaran yang sepenuhnya tunai, dan belum ada pemisahan keuangan usaha dengan rumah tangga. Sementara, kesempatan dari faktor eksternal berupa kepastian pemasaran maupun adanya dukungan keuangan dari masyarakat. Ancamannya antara lain adanya persaingan usaha serta harga ketela yang masih fluktuatif. Penelitian ini merekomendasikan strategi pengelolaan keuangan bagi pelaku IMK sektor makanan olahan berbasis ketela.Strategi tersebut merupakan kombinasi strategi Agresif, Turnaround, Diversifikasi dan defensif</p>
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Chen, Yiwen. "Research on the Team Operation and Management Strategy of the Mainstream Basketball Leagues in China and America - Based on the Comparison Between NBA and CBA." Advances in Economics, Management and Political Sciences 51, no. 1 (2023): 259–67. http://dx.doi.org/10.54254/2754-1169/51/20230643.
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This research comparatively analysis gameplay and strategies in the National Basketball Association (NBA) and the Chinese Basketball Association (CBA). The goal is to understand more about how the various professional basketball leagues work, how games are played, and how well the players perform. In contrast to the CBA's emphasis on disciplined offensive setups and team play, the NBA places a premium on athleticism and three-point shooting. The research in both leagues' sheds light on the significance of defensive strategies, team cohesiveness, and individual player duties. Based on best practices in the NBA, there are several potential enhancements to league administration and marketing and implications for CBA coaching and player development. The study's results highlight the dynamics of the worldwide basketball scene and give recommendations for developing professional basketball. The research also analyzes and contrasts NBA and CBA players' scoring, playmaking, and rebounding abilities, among other things. Based on the insights it gives into each league's distinctive traits and its players' performance, this study has significant significance for the growth and extension of professional basketball globally.
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Satriadi, Satriadi, Liza Liza, Maulana Mega Putri Dwi Sukmawati, Lady Fitri Ayu Sihombing, and Mario Radithya Tama. "DESIGNING BUSINESS PERFORMANCE MEASUREMENT INSTRUMENTS WITH SHORTTAN BALANCED SCORECARD AT CAFE RED &BLUE TANJUNGPINANG." Proceeding of The International Conference on Economics and Business 1, no. 2 (2022): 279–90. http://dx.doi.org/10.55606/iceb.v1i2.130.
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Performance management in question is with the aim of increasing the strategic focus and effectiveness of the company in ensuring continuous improvement of individual and team performance. The most popular approach is to use the BSC (Balanced Scorecard). Cafe Red&Blue wants to grow and maintain its business. Therefore, in this study we want to design an instrument for measuring performance at Red&Blue cafes using the BSC. The initial stage in designing the instrument is to conduct internal and external analysis to determine the position of the business in the industry and the strategy that must be used. The SWOT approach is used in the analysis of the internal and external environment. From the SWOT analysis, it can be seen that the Red&Blue cafe is in quadrant I position. The strategy that must be applied is an offensive and defensive strategy as a complement. This strategy requires Red&Blue to improve its marketing strategy in order to bring even greater opportunities to the business. The next stage is through the formulation of strategic objectives, the objectives of which are designed; increase profits, increase customer loyalty, improve relationships with new customers, develop quality products with innovation, develop good and quality services, improve employee job satisfaction, increase employee skills, and knowledge employee knowledge. The eight strategic objectives are translated into 2 key financial performance indicator (KPI) perspectives, 3 internal business process KPIs, 4 customer KPI perspectives, and 5 KPI growth and learning perspectives, with targets for each KPI set based on discussions with Red&Blue cafe owners.
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Kim Tran, Sang, and Le Ngoc Hoang Yen. "Viettire’s Dilemma: the expansion strategy in Myanmar." Emerald Emerging Markets Case Studies 8, no. 3 (2018): 1–29. http://dx.doi.org/10.1108/eemcs-05-2017-0092.
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Subject area Decision-making seems simple, but, in reality, it is not an easy task to decide the cause for its profound result or consequence, leading to inevitable failures. Therefore, a leader must recognize whether there is something incorrect so as to avoid bad results. A good leader is a person who carefully reviews and analyzes aspects of a problem, knows the strengths and weaknesses of his organization and evaluates what the advantages or risks are. It cannot be denied that the appropriate options will reap many benefits to the business. For such important things, this paper will discuss the dilemma of Viettire, a tire distributor company in Vietnam. Accordingly, its CEO was worried about what strategic option he should adopt to approach the Myanmar market while ensuring a strategic fit to its company’s resources and capabilities and also to the overall market demands of the tire industry environment in both countries. However, with different ideas, the expansion strategies in this new market become controversial. The General Director and Founder of Viettire were wondering how Viettire could expand its existing business into Myanmar. To expand the company to new emerging market in Myanmar, Hoang Nguyen – CEO of Viettire – had conducted a strategic analysis of external environment factors to define the opportunities and threats when doing business in Myanmar by using Porter’s five forces model, S.W.O.T and competitive advantages analysis. The results indicated that Myanmar’s business environment is highly risky for foreign investors because of uncertain political, economic, social reforms in the process. Among three options, namely, exporting, licensing and wholly owned, however, Option 2 is illustrated as the best strategy for its dilemma. Study level/applicability Postgraduate/Graduate Business level. Case overview As for a market mechanism, what produces, how and for whom, is not the business’s demand but the consumer’s demand. The business sells only what the market needs, not what it has. In the period of increasingly competitive conditions, stabilizing and expanding markets are a prerequisite for survival. If stability is seen as a “defensive” way, expansion is a “defensive attack” like trying to hold on the “pie” that the market gives to itself. This strategic action is to strengthen regular, close relationships with existing customers and establish new customers. As a result, the potential market is transformed into a target market. Hence, decision-making of which market, which method is the issue that a leader has to think the choice to avoid risks. Mr Hung, Viettire’s co-owner, suggests that Myanmar should be taken into account as a company’s new entry, thus exploring this potential market to increase the company’s growth and profitability. In the progress, Viettire’s marketing team had been doing a thorough tire market investigation in Myanmar. It was concluded that this emerging country, especially Yangon City, was the most suitable for those who were willing to embark on an overseas investment expansion. They believe this was a good opportunity to gain market share compared with other entrants and competitive rivals; if Viettire hesitated to invest, others definitely had jumped in with a first-mover advantage. However, the CEO, Mr Hoang, was worried about what strategic option he should adopt to approach this new market while ensuring a strategic fit to its company’s resources and capabilities and also to the overall market demands of the tire industry environment in both countries. Expected learning outcomes Understand the basic decisions that firms contemplating foreign expansion must make: which markets to enter, when to enter those markets and at what scale. Recognize the current strategic decisions an organization is facing: positioning, portfolio and market expansion approach. Learn how to develop an effective strategic plan. Be familiar with different strategies for competing globally and their pros and cons. Evaluate various strategic options and decisions in accordance with a company’s resources and capabilities. 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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Kim, Yujin. "Can MZ CEOs Become the Winning Pitchers of Innovative Companies? : Examining the Influence of MZ CEOs in Prospector Strategy Companies." Korean Accounting Information Association 42, no. 4 (2024): 55–80. https://doi.org/10.29189/kaiaair.42.4.3.
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[Purpose] This study aims to explore whether Millennial and Generation Z (MZ) CEOs can be pivotal in driving the growth of innovative companies, especially amid the trending issue of their appointments as top executives in major firms. It investigates whether there is a difference in firm value between companies managed by MZ CEOs versus those that are not, with a particular focus on comparing defensive companies that prioritize cost minimization for short-term results against innovative companies that emphasize long-term performance through innovation. [Methodology] The study employs a dataset of Korean listed companies on the KOSPI and KOSDAQ from 2013 to 2022, following the adoption of the IFRS. I conduct panel data analysis to examine the impact of MZ leaders on corporate value and the moderating effects of business strategy. [Findings] The findings reveal no significant direct correlation between MZ CEOs and firm value. However, a moderating effect of business strategy is observed in the relationship, indicating that the positive impact of MZ CEOs on financial performance is significant only in innovative companies. Additionally, when assessing the aspects of research and development, efficiency, growth potential, marketing, organizational stability, and capital intensity, four areas-research and development, efficiency, growth potential, and capital intensity-show a clear positive impact of MZ CEOs on firm value. [Implications] This research extends the scope of accounting studies related to the determinants of corporate financial performance, characteristics of executives, and strategy by empirically examining the generational issues of executives, firm value, and business strategy. Practically, it validates the management capabilities of MZ CEOs at the forefront of generational changes in executive teams, suggesting suitable executive characteristics for innovative companies aimed at sustainable future growth.
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Guo, Shuojia, Seokyoun Hwang, and Chenglu Wang. "Effect of B2B advertising on firm’s market value: CSR as a strategic complement." Journal of Business & Industrial Marketing 35, no. 5 (2019): 895–908. http://dx.doi.org/10.1108/jbim-01-2019-0013.
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Purpose This paper aims to examine the B2B advertising effect on firm’s market value and whether/how its effectiveness can be enhanced with corporate social responsibility (CSR) strengths. Design/methodology/approach The authors propose that CSR can be a strategic complement to advertising and reinforce the latter’s positive effect on a firm’s performance in two logics: signaling mechanism and defensive mechanism. Using the Kinder, Lydenberg, and Domini database and final data obtained from Compustat, the authors applied fixed effect regression analysis to test the interaction effect of advertising expense and CSR strengths on firms’ market performance as operationalized in Tobin’s Q. Findings The result confirms that CSR moderates the B2B advertising effect on a firm’s market value. More importantly, the authors find that internal CSR activities that are closely related to a firm’s core business, compared to external CSR activities, more significantly enhance the advertising effectiveness on a firm’s market value. Practical implications This research provides guidelines for B2B firms to better prioritize resource allocation to CSR practices for achieving a better financial outcome. Originality/value The current study on the joint effect of advertising and CSR has important theoretical and managerial implications, given both tools are commonly used by most B2B firms but not necessarily integrated into one corporate marketing strategy.
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Youssef, Samir M. "Advanced Systems, Egypt: IT outsourcing in a highly competitive market." Emerald Emerging Markets Case Studies 1, no. 2 (2011): 1–7. http://dx.doi.org/10.1108/20450621111140354.
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Subject area International management strategy. Study level/applicability Graduate and upper undergraduate classes. Case overview This case deals with an information technology (IT) outsourcing company based in Egypt which has ventured into the international market right from the start without establishing itself first in the local market. Its record of success was due largely to a group of young Egyptian entrepreneurs with an international orientation. Their strongly held values were translated into an organizational culture that was manifested in the company's relationships with its clients, whether multinational companies or regional governments. This mutual trust has generated work through referrals and has saved the company the need, at least initially, to adopt a proactive marketing strategy. In addition to culture the company's structure has shown considerable agility in dealing with the unexpected demands from clients through developing strong functional departments supported by numerous cross-functional teams. The case also presents the development of the human resource function which is considered the backbone of IT outsourcing companies. Expected learning outcomes Students are expected to learn the following: internationalization of business start ups in developing nations can take place even in the face of limitations of the local markets; the importance of leadership and culture in fostering trusting relationships with clients; the need to constantly reconfigure resources to meet challenges of competition and the needs of clients; the viability of a defensive strategy for newly established companies if supplemented by trusting relationships with clients; and the role of an evolving structure to fit the growth stages of the company. Supplementary materials Teaching note.
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Dewi, Luh Komang Candra, L. K. Herindiyah Kartika Yuni, Ni Luh Sili Antari, and Luh Kadek Budi Martini. "An Empirical Study on the Business Continuity Management of Tourist Village and SMEs: A Case of Petak Gianyar Village Bali, Indonesia." Journal of Digitainability, Realism & Mastery (DREAM) 1, no. 03 (2022): 21–29. http://dx.doi.org/10.56982/journalo.v1i03.26.
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This research aims to develop the right marketing strategy to develop Small and Medium Enterprises (SMEs) in Petak village, and to determine the synergy model of SMEs and tourist villages in improving the welfare of the community in Petak Gianyar Bali village. To find the strengths, weaknesses, opportunities and threats they face SMEs’s profile needs to be identified and analyzed. This study uses primary and secondary data. Primary data is obtained from field surveys, while secondary data is obtained from various publication sources. The analytical method used is a descriptive approach. In relation to the various strategies to solve SME’s problems. Stakeholders also play important roles on development of SMEs. Support is expected to come from business associations, universities, and related agencies in Gianyar Regency. Government policies are also needed to encourage the development of SMEs. The development of SMEs is expected to be able to support tourism, especially in plot villages which are tourism villages. With the synergy between MSMEs and tourist villages, it is able to improve the welfare of the community. The strategies that need be developed are aggressive strategies and diversification strategies and defensive strategies.
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Harasymlyuk, Mariya V., and Anna S. Zapyshna. "Formation of the innovative strategy for the development of the enterprise." Regional Economy, no. 3(105) (2022): 118–25. http://dx.doi.org/10.36818/1562-0905-2022-3-13.
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The article examines the topical issue of effective elaboration of an innovative strategy for an operating trade enterprise and provides recommendations for its improvement. The efficiency of marketing research on the market of construction and finishing materials is analyzed, the goal of innovative renewal of the enterprise is determined, and the stages of elaboration, implementation, and analysis of relevant strategies are studied. Strategic management of innovative development is a dynamic response to the growth of market uncertainty. It allows choosing the best areas of activity and obtaining additional profits due to the disclosure of one’s own material resources and human capital. In this case, innovative strategies can be considered a perfect tool for business development, which indicates the importance of researching the chosen issue. The article shows that the Lviv trade enterprise TzOV “Kolir Bud” specialized in the wholesale trade of wood, building materials, and sanitary equipment, which positions itself as a company prioritizing an individual approach to each customer, successfully elaborates innovative strategies, effectively uses the results of market research, and analyzes the latest developments of manufacturers. The strategy chosen by the enterprise is proven to ensure its sustainable development when strategic management of innovations is oriented towards the achieving of future market advantages. Innovative strategies are elaborated at the enterprise with the aim to improve products, expand the range of services, and develop new models for end-users service using a personal approach to their requests. The planning of innovative strategies includes calculations of economic efficiency and generally aims to map an effective assortment policy, ensuring the proper level of customer service, maximizing profit, minimizing the level of risks, and ensuring sustainable growth of the enterprise’s capitalization. The selected innovative strategy can be considered a defensive one because it is primarily aimed at preserving the company’s stable market position. At the same time, the article reveals the problems related to innovative strategy elaboration, including the lack of feedback on the personnel development strategy and contradictions with operational needs regarding resource-saving.
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Bora Lamunde, Yakobus, Maria Puri Nurani, and Johanes Pungky D.H. "Strategi Pemasaran Keripik Pisang Melalui Analisis SWOT Di CV. Sahabat Pangan." Jurnal BisTek PERTANIAN Agribisnis dan Teknologi Hasil Pertanian 10, no. 2 (2023): 49–62. http://dx.doi.org/10.37832/bistek.v10i2.76.
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The background of the author doing this research is based on the problems that are often found in fruit agricultural products which generally do not last long and have properties that are easily damaged if stored in fresh form, one of which is bananas. Bananas are the most consumed fruit by households. To extend the shelf life of bananas so as to add economic value, bananas can be processed into snack products, namely banana chips. Banana chips are one of the processed bananas that are thinly sliced and then fried. This research was conducted at CV. Sahabat Pangan Klayatan, Bandungrejosari Village, Sukun District, Malang City as one of the home industries that produces banana chips. This study aims to determine the strengths, weaknesses, opportunities, threats and choose one of four strategies, namely thestrategy Aggressive SO (Strengths, Opportunities), ST Diversification strategy (Strengths, Threats), WO Turnaround strategy (Weaknesses, Opportunities), and Defensive strategies. WT (Weaknesses, Threats) to formulate marketing strategies on CV. Sahabat Pangan through SWOT analysis (Strengths, Weaknesses, Opportunities and Threats). The research method uses descriptive data collection techniques through observation, interviews, literature studies and the internet. The data analysis technique used is a qualitative descriptive analysis technique. The results of the calculation of the score on the SWOT analysis diagram are known to be the position of IFAS X (Strengths- Weaknesses) and EFAS Y (Opportunities-Threats), then it is known that the X coordinate point of 0.55 is the IFAS coordinate point and the Y coordinate point of -0.47 is the EFAS coordinate point. Then it is known that the alternative strategy used is thestrategy diversification ST (Strengths, Threats) by utilizing strengths to minimize existing threats. then there is the addition of strategic priorities, namely thestrategy diversification concentric. Thestrategy diversification concentricaims to prioritize what are the main strengths and threats of CV. Sahabat Pangan
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Asuquo, Effiong Edet, Comfort Idongesit Charles, and Otobong Udo Etuk. "Relationship Marketing Strategies and Operational Performance of Mobile Phone Distribution Companies in Akwa Ibom State, Nigeria." Asia-Africa Journal of Academic Research and Review 4, no. 1 (2024): 161–71. https://doi.org/10.5281/zenodo.11252782.
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<em>This study was undertaken to determine how relationship marketing strategies relate to the level of operational performance of mobile phone distribution companies in Akwa Ibom State. To guide the study two specific objectives were raised, two research questions were answered and two research hypotheses were tested at .05 level of significance. Correlational research design was adopted for the study. The population of the study comprised 622 staff of registered mobile phone distribution companies in Akwa Ibom State. Taro Yamane sampling formula was used to determine the sample size of 319 respondents. A multi-stage sampling procedure was adopted to select the respondents of the study. This involved cluster sampling, proportionate sampling and simple random sampling techniques. The researcher developed a 20 item structured questionnaire for data collection. The questionnaire items were validated by three experts, two from Department of Business Education and one from Test and Measurement Unit of Educational Foundation all from University of Uyo, Uyo. Cronbach Alpha statistical tool were used in determining the reliability of the instruments and correlation coefficient indices of .95 and .94 were obtained which showed that the instruments were reliable. Data were analyzed using Simple Linear Regression for answering research questions and testing the null hypotheses at 0.05 level of significance. The finding of the study indicate that effective communication with customers and service quality relates to the level of operational performance of mobile phone distribution companies in Akwa Ibom State. It was recommended that business managers should regularly organize seminar to oriented sales person on the importance of relationship marketing strategies to the company’s success which can be used in attracting new customers or as a defensive strategy of maintaining existing customers, thereby improving the level of operational performance of the company. Also, business owners should endeavor to provide quality service as this is a key to improved sales and business profitability which also result in increased customer satisfaction.</em>
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Arshad, Luqman. "Management Instruments for New Product Development (NPD), Customers' Satisfaction and Loyalty." iRASD Journal of Management 6, no. 1 (2024): 41–48. http://dx.doi.org/10.52131/jom.2024.0601.0121.
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The objective of this paper is to examine the existing body of knowledge regarding the introduction of new products to the market, along with the factors that contribute to the launch's success. Considerable research has been devoted to examining the successes and failures of novel product development. The majority of these articles have employed the benefits point of product features and development methodology in their investigations. This article presents an analysis of the results obtained from a comprehensive collection of research that examines the factors that impact achievement. Conversely, we analyze the product through the lens of the launch support program. In order to offer an empirical response to the question of whether successful consumer product launch decisions vary, we begin by conducting a comparative analysis of the consumer product development process leading up to launching decisions across various market types. In regards to consumer goods, strategic launch decisions appear to be more defensive, as they prioritize the preservation of current market positions. As a result of leveraging technology and innovation to expand into new markets and operate beyond their current scope of operations, consumer goods strategy launch decisions appear to be more assertive than in the past. Furthermore, the determinations pertaining to the implementation of the tactical marketing mix (comprising product, place, promotion, and pricing) vary considerably among the newly introduced products.
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Şahin, Safiye, Bilal Çankir, and Bahar Serez Arslan. "Effect of Implicit Voice Theories on Employee Constructive Voice and Defensive Silence: A Study in Education and Health Sector." Organizacija 54, no. 3 (2021): 210–26. http://dx.doi.org/10.2478/orga-2021-0014.
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Abstract Background and Purpose: Implicit voice theories are the beliefs that are related to employee silence. This study aims to examine the implicit voice theories (don’t embarrass the boss in public, negative career consequences of voice) as predictors of employee defensive silence and employee constructive voice. Methodology: This study is a cross-sectional and an analytical study. The sample of this study consisted of 494 participants working in the healthcare sector (n = 277) and education sector (n = 217) in Turkey. We performed linear regression analyses to test our hypotheses. Results: We found that power distance and negative career consequences of voice predicted employee defensive silence while proactive personality and the belief of “don’t embarrass the boss in public” predicted employee constructive voice. These results confirm the effect of implicit voice theories on employee silence and voice. Conclusions: Employees holding the belief of “don’t embarrass the boss in public” and “negative career consequences of voice” tend to remain silent or prefer to speak with their managers privately, which prevent sharing ideas in group interactions in organization. Therefore, managers must combat the belief that speaking up is risky. In order to change these beliefs in a positive way, they should make their subordinates feel that speaking up is a valuable behavior in organization.