Journal articles: 'Generické strategie'

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

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

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Onken, Marina. "Strategic Global Mass Customization: Supporting Generic And Global Strategies." International Journal of Management & Information Systems (IJMIS) 15, no. 2 (March 21, 2011): 71. http://dx.doi.org/10.19030/ijmis.v15i2.4156.

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Production processes have moved beyond mass production to more customized approaches. Global mass customization moves beyond Woodwards models of production to create business models that allow customers to get what they want, although not quite when they want it. This paper explores Woodwards approaches to production processes, extends mass production to include global mass customization and discusses the process as it supports generic and global strategies.

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Dombrowski, Uwe, Philipp Krenkel, and Jonas Wullbrandt. "Strategic Positioning of Production within the Generic Competitive Strategies." Procedia CIRP 72 (2018): 1196–201. http://dx.doi.org/10.1016/j.procir.2018.03.007.

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Allen, Richard S., and Marilyn M. Helms. "Linking strategic practices and organizational performance to Porter's generic strategies." Business Process Management Journal 12, no. 4 (July 2006): 433–54. http://dx.doi.org/10.1108/14637150610678069.

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Viltard, Leandro Adolfo. "Strategic mistakes (AVOIDABLE) The topicality of Michel Porter’s generic strategies." Independent Journal of Management & Production 8, no. 2 (June 1, 2017): 474. http://dx.doi.org/10.14807/ijmp.v8i2.580.

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This article explores the topicality of Porter’s generic strategies, assessing about their applicability on two specific automotive industry projects: The Smart and the New Beetle. After performing a documentation analysis on these two projects, it was concluded that both of them may be considered avoidable strategic mistakes as they show the risks of higher differentiation that is not being paid by the customer, no matter how if it is about recognized brands or icon products. Hazards and risks, like big losses and negative margins, are applicable to every firm. This is a qualitative investigation with a not experimental and transversal research design.

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Bertoldi, Andréa D., Aluísio J. D. Barros, and Pedro C. Hallal. "Generic drugs in Brazil: known by many, used by few." Cadernos de Saúde Pública 21, no. 6 (December 2005): 1808–15. http://dx.doi.org/10.1590/s0102-311x2005000600029.

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This study evaluated knowledge and use of generic drugs in a population-based sample of adults from a southern Brazilian city. The outcomes were: the proportion of generics in total medicines used; theoretical and practical knowledge about generics; and strategies used to buy medicines on medical prescriptions. The recall period for drug utilization was 15 days. The proportion of generics in total medicines was 3.9%. While 86.0% knew that generics cost less and 70.0% that the quality is similar to brand name medicines, only 57.0% knew any packaging characteristics that distinguish generics from other medicines. The highest proportion of generic drug utilization was in the antimicrobial pharmacological group. A brand name medicine (with a brand similar to the generic name) was mistakenly classified as a generic through photos by 48.0% of the interviewees. Among subjects who bought medicines in the 15-day period, 18.9% reported buying a generic, but this result should be interpreted with caution, because the population frequently fails to differentiate between generics and other medicines.

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Jardón, Carlos Fernández, Mariia Molodchik, and Sofiia Paklina. "Strategic behaviour of Russian companies with regard to intangibles." Management Decision 56, no. 11 (November 12, 2018): 2373–90. http://dx.doi.org/10.1108/md-04-2017-0399.

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Purpose The purpose of this paper is to explore strategy-specific competencies with regard to intangibles and provides empirical evidence of intangible-based strategy groups for Russian companies. Additionally, the study examines the link between intangible-based strategy and company performance. Design/methodology/approach The paper uses strategic group theory and the resource-based view framework to identify similar strategic behaviour of companies by employment of intangibles. In line with the intellectual capital concept, the study provides a cluster analysis that considers four types of intangibles: human, relational, innovation and process capital. These are measured through publicly available data using principal component analysis. The empirical part of the study uses a database of 1,096 Russian public companies, which covers the period 2004–2014. Findings As a result, the study reveals three profiles of strategic behaviour with regard to intangibles. The majority of Russian public companies (63.5 per cent) are Generics and pursue a non-intensive intangible strategy. Only 13.3 per cent of companies constitute the intangible-intensive profile by having endowment of all intellectual resources higher than the sample average. The remaining companies (23.2 per cent) also pursue an intangible-intensive strategy with a focus on innovation capital. Intangible-intensive strategic groups outperform Generics. Originality/value The study proposes a novel intangible-based strategy continuum, which straddles two polar strategies: generic and smart. The study introduces insights to better understand the differences in performance across intangible-intensive strategies and presents a new empirical inquiry into strategic behaviour with regard to intangibles in Russia.

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Asche, Thomas. "Zur Weiterentwicklung klassischer Wettbewerbsstrategien." Der Betriebswirt 55, no. 1 (February 28, 2014): 10–12. http://dx.doi.org/10.3790/dbw.55.1.10.

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Ist der Strategieansatz einer Fokussierung entweder auf die Kostenführerschaft oder Differenzierung noch zeitgemäß? Der Artikel thematisiert den Ansatz Porters unter Verweis auf hybride Strategien. Diese lösen den Gegensatz von Kostenführerschaft und Differenzierung auf. Darauf aufbauend wird ein weiterer Ansatz geliefert, der diesem Gedanken einer Kombination beider Strategien einen weitergehenden Vorschlag auf der Basis der klassischen Marginalanalyse zur Seite stellt. Auch hier wird die ursprünglichen Idee einer Polarisierung in Frage gestellt. Is the strategy approach of focusing on either cost leadership or differentiation still relevant? The article discusses Porter´s approach with reference to hybrid strategies. These solve the contradiction of cost leadership versus differentiation. An additional approach based on classical marginal analysis is introduced. Again, the original idea of a polarization is called into question. Keywords: three generic strategies, porter, hybride strategie

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Sharma, Bishnu, and Tom Fisher. "Strategic Choices and Business Performance: An Empirical Investigation." Journal of Management & Organization 5, no. 2 (March 1999): 17–28. http://dx.doi.org/10.1017/s1833367200005538.

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AbstractThe paper reports research within Australian manufacturing companies that investigated the perceived importance and interrelationships of functional and business strategies. Seven functional strategies were postulated (operations, research and development, technology, marketing, human resources, organisational, and financial). Porter's (1980) generic strategies were used to define business strategies because of their ability to simplify complex strategic patterns and because of their popularity in the strategic management literature (Miller and Dess, 1993). The research found that Australian manufacturers operations strategy was the most preferred and effective functional strategy. Australian manufacturers also have a preference for combined generic strategies. However, an analysis of performance suggests that the adoption of a single generic strategy may be preferable.

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Sharma, Bishnu, and Tom Fisher. "Strategic Choices and Business Performance: An Empirical Investigation." Journal of the Australian and New Zealand Academy of Management 5, no. 2 (March 1999): 17–28. http://dx.doi.org/10.5172/jmo.1999.5.2.17.

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AbstractThe paper reports research within Australian manufacturing companies that investigated the perceived importance and interrelationships of functional and business strategies. Seven functional strategies were postulated (operations, research and development, technology, marketing, human resources, organisational, and financial). Porter's (1980) generic strategies were used to define business strategies because of their ability to simplify complex strategic patterns and because of their popularity in the strategic management literature (Miller and Dess, 1993). The research found that Australian manufacturers operations strategy was the most preferred and effective functional strategy. Australian manufacturers also have a preference for combined generic strategies. However, an analysis of performance suggests that the adoption of a single generic strategy may be preferable.

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Jones, Gregory H., Michael A. Carrier, Richard T. Silver, and Hagop Kantarjian. "Strategies that delay or prevent the timely availability of affordable generic drugs in the United States." Blood 127, no. 11 (March 17, 2016): 1398–402. http://dx.doi.org/10.1182/blood-2015-11-680058.

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Abstract High cancer drug prices are influenced by the availability of generic cancer drugs in a timely manner. Several strategies have been used to delay the availability of affordable generic drugs into the United States and world markets. These include reverse payment or pay-for-delay patent settlements, authorized generics, product hopping, lobbying against cross-border drug importation, buying out the competition, and others. In this forum, we detail these strategies and how they can be prevented.

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Kunst, Manuel, and Ulrike Kaufmann. "Authorized Generics and Biosimilars as Part of Drug Life Cycle Management." GRUR International 69, no. 11 (October 1, 2020): 1105–12. http://dx.doi.org/10.1093/grurint/ikaa116.

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Abstract Nowadays there is no longer a clear distinction between innovative pharmaceutical companies and generic and biosimilar manufacturers. The latter seek patent protection for new formulations or medical uses of known pharmaceuticals, and originators have responded by building their own generic divisions. Through them, innovative pharmaceutical companies are able to launch their own generics or biosimilars to cushion the loss of revenues after the expiry of blockbuster patents. In particular, in recent years so-called authorized generics and biosimilars have received increased attention as part of patent expiry strategies.

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Bordean, Ovidiu N., Anca I. Borza, Răzvan L. Nistor, and Cătălina S. Mitra. "The Use of Michael Porter’s Generic Strategies in the Romanian Hotel Industry." International Journal of Trade, Economics and Finance 1, no. 2 (2010): 173–78. http://dx.doi.org/10.7763/ijtef.2010.v1.31.

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Karwal, Vijay P. "Mergers & Acquisitions Update: Changing the Strategic Paradigm in the Global Generics Market." Journal of Generic Medicines: The Business Journal for the Generic Medicines Sector 6, no. 4 (August 2009): 315–22. http://dx.doi.org/10.1057/jgm.2009.21.

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The generic pharmaceutical sector has witnessed an unprecedented level of mergers & acquisitions (M&A) activity in recent years. Companies are engaging in merger activity to strengthen their strategic positioning in response to the changing competitive landscape in the industry. In a growing global generic market, having adequate scale and financial strength will be key attributes to manage pressure on pricing and margins, capture growth opportunities globally, establish a competitive cost base, and be able to pursue high value but high investment opportunities in niche generics and biologics. The emergence of a tier of large leading generic companies as well as the renewed interest by big pharma in the generic market are forcing industry participants to determine their strategy and role towards the consolidation trend. In an industry that remains highly fragmented, the changing market environment is expected to lead to continued M&A activity which will change the shape of the industry in the future.

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Hooley, Graham J., James E. Lynch, and David Jobber. "Generic marketing strategies." International Journal of Research in Marketing 9, no. 1 (March 1992): 75–89. http://dx.doi.org/10.1016/0167-8116(92)90030-o.

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SCHALLMO, DANIEL, CHRISTOPHER A. WILLIAMS, and JOCHEN LOHSE. "DIGITAL STRATEGY — INTEGRATED APPROACH AND GENERIC OPTIONS." International Journal of Innovation Management 23, no. 08 (December 2019): 1940005. http://dx.doi.org/10.1142/s136391961940005x.

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The purpose of this paper is to develop an integrated approach for a digital strategy including generic options. Our research is based on our previous contribution in which we have analysed and compared existing approaches on digital strategy. We expanded this research by conducting 13 semi-structured interviews to gain insights from experts on digital strategy (researchers and consultants). We also analysed 10 case studies collected using semi-structured interviews with company representatives. Our findings show that digital strategy, although still in its infancy, is currently a significant topic across several industries. The paper offers an integrated approach for the development of a digital strategy which consists of six phases: external strategic analysis, strategic forecasting, internal strategic analysis, strategic principle, strategic options and strategy formulation. Within the integrated approach we also deliver four generic digital strategies: product provider, service provider, product platform operator and service platform operator.

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Tanwar, Ritika. "Porter’s Generic Competitive Strategies." IOSR Journal of Business and Management 15, no. 1 (2013): 11–17. http://dx.doi.org/10.9790/487x-1511117.

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Manimabi, Ruth, Sony Heru Priyanto, and Hendrik Johanes Nadapdap. "DAYA KEKUATAN TAWAR MENAWAR PENGUSAHA SLONDOK DI DESA SUMURARUM KECAMATAN GRABAG KABUPATEN MAGELANG." Agrisocionomics: Jurnal Sosial Ekonomi Pertanian 2, no. 1 (May 27, 2018): 58. http://dx.doi.org/10.14710/agrisocionomics.v2i1.2355.

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ABSTRACT- This study aims to examine the external environment of slondok companies related to bargaining power used by slondok entrepreneurs with 2 Porter powers, namely bargaining power of buyers and suppliers as well as alternative strategies used by slondok entrepreneurs in increasing bargaining power of slondok. The type of research used is descriptive qualitative. The research method used is case study. The data used are primary and secondary data. Methods of data collection by interview. Participant selection technique with purposive sampling. Validity test and reliability test using source triangulation. Based on the results of research related to the strength of Porter in slondok company shows that the bargaining power of buyers is high, the bargaining power of the suppliers is as well as the alternative strategy applied is Porter's generic strategy. Kata kunci-agroindustri; industri kecil; kekuatan Porter; strategi generik

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Krivka, Algirdas, and Romualdas Ginevičius. "Market Structure in the Context of Developing Competitive Strategy." Mokslas - Lietuvos ateitis 1, no. 3 (April 11, 2011): 34–37. http://dx.doi.org/10.3846/148.

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The abstract deals with the application of positioning strategies under the conditions of classical market structures. It is discovered that the assumptions of pure competition leave no space for M. Porter’s generic cost leadership and differentiation strategies to be applied. The enterprise’s actions, influencing five competitive forces and implementing generic strategies, are reasonable under the conditions of imperfect competition market structures. The game theory models, applied to oligopoly, indicate the close interaction of enterprises and interdependence of their strategic decisions: cost reduction and differentiation strategies not only increase the profit of the enterprise, implementing the strategy, but by affecting market price and residual demand decrease the competitor’s profit.

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Oyewobi, Luqman Oyekunle, Abimbola Oluwakemi Windapo, and Rotimi Olabode Bamidele James. "An empirical analysis of construction organisations’ competitive strategies and performance." Built Environment Project and Asset Management 5, no. 4 (September 7, 2015): 417–31. http://dx.doi.org/10.1108/bepam-10-2013-0045.

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Purpose – The essence of strategy formulation is to assist an organisation obtain a strategic fit with its environment and help enhance organisational continuous improvement in achieving performance excellence. The purpose of this paper is to investigate the type of competitive strategies used by construction organisations in attaining their strategic goals in South Africa. Design/methodology/approach – The study employs an inductive research approach using a well-structured questionnaire to elicit information from large construction organisations based in South Africa. Findings – The research identifies five strategic attributes that could assist organisations to grow their businesses and enhance their returns. It reveals that all Porters’ generic competitive strategies are significantly related to organisational financial performance measures except focus strategy. The research found that three generic competitive strategies are positively related to non-financial performance and that differentiation and cost-leadership strategies are capable of assisting organisations’ achieve their financial performance goals. Practical implications – The study results will be of immense benefit to chief executive officers as well as managers of construction organisations in growing their businesses and enhancing their corporate performance. Originality/value – The paper contributes both theoretically and empirically to the current discussion and findings on competitive strategy and its relationship with organisational performance. The results presented in the paper have important implications for the implementation of competitive strategies in construction companies and future studies in the area of strategic management.

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Rachmawati, Raja. "STRATEGI PENERJEMAHAN PUISI-PUISI CHAIRIL ANWAR OLEH RAFFEL DALAM BUKU THE COMPLETE PROSE AND POETRY OF CHAIRIL ANWAR." Madah: Jurnal Bahasa dan Sastra 4, no. 2 (August 24, 2017): 140. http://dx.doi.org/10.31503/madah.v4i2.536.

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This article discusses Indonesian—Poetry translation. The purpose of this article is to describe the strategies of translating poetry of Chairil Anwar by Raffel Raffel in “The Complete Prose and Poetry of Chairil Anwar”, a book written and edited by Raffel Raffel. In order to reach the purpose, the poetries of the source language are compared with the poetries of the target language in order to find out the strategy used in the translation. The method applied in this study is a qualitative descriptive analysis of the meaning. The data were analyzed by using some strategies of translation theory in general given by Newmark, Vinay and Dalberhet, Baker, and Hoed and the strategy of translating poetry by Lavefere. The result of the analysis shows that the general translation strategy used in the translation of Chairil Anwar Poetries are modulation translation, calque or literal translation, descriptive equivalence translation, generic words translation, additional translation and interpretation translation. Meanwhile the strategies of translating poetry used by Raffel are metrical translation, rhymed translation, blank verse translation, and interpretation translation.AbstrakPenelitian ini membahas penerjemahan puisi bahasa Indonesia kedalam bahasa Inggris. Tujuannya adalah mendeskripsikan strategi penejemahan puisi-puisi Chairil Anwar oleh Raffel Raffel dalam bukunya yang berjudul The Complete Prose and Poetry of Chairil Anwar. Untuk mencapai tujuan penelitian ini, puisi-puisi Chairil Anwar dalam bahasa Indonesia dibandingkan dengan terjemahannya dalam bahasa Inggris. Metode yang digunakan dalam penelitian ini adalah metode deskriptif kualitatif. Data dianalisis dengan menggunakan strategi penerjemahan secara umum yang dikemukakan oleh Newmark, Vinay dan Dalberhet, Baker, and Hoed dan strategi penerjemahan puisi oleh Andre Lavefere. Hasil analisis menunjukkan bahwa strategi penejemahan umum yang digunakan dalam menerjemahkan puisi Chairil Anwar adalah strategi penerjemahan modulasi, calque atau penerjemahan literal, kesepadanan deskriptif, penerjemahan dengan kata generik atau kata yang lebih umum, penerjemahan dengan tambahan dan penerjemahan dengan pengurangan. Sedangkan strategi penerjemahan puisi yang digunakan oleh Raffel adalah penerjemahan metris, penerjemahan rima atau sajak, penerjemahan bait secara bebas, dan penerjemahan interpretasi.

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SCULTHORPE, NEIL, NICOLAS FRISBY, and ANDY GILL. "The Kansas University rewrite engine." Journal of Functional Programming 24, no. 4 (July 2014): 434–73. http://dx.doi.org/10.1017/s0956796814000185.

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AbstractWhen writing transformation systems, a significant amount of engineering effort goes into setting up the infrastructure needed to direct individual transformations to specific targets in the data being transformed. Strategic programming languages provide general-purpose infrastructure for this task, which the author of a transformation system can use for any algebraic data structure. The Kansas University Rewrite Engine (KURE) is a typed strategic programming language, implemented as a Haskell-embedded domain-specific language. KURE is designed to support typed transformations over typed data, and the main challenge is how to make such transformations compatible with generic traversal strategies that should operate over any type. Strategic programming in a typed setting has much in common with datatype-generic programming. Compared to other approaches to datatype-generic programming, the distinguishing feature of KURE's solution is that the user can configure the behaviour of traversals based on the location of each datum in the tree, beyond their behaviour being determined by the type of each datum. This article describes KURE's approach to assigning types to generic traversals, and the implementation of that approach. We also compare KURE, its design choices, and their consequences, with other approaches to strategic and datatype-generic programming.

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Lämmel, Ralf. "Generic type-preserving traversal strategies." Electronic Notes in Theoretical Computer Science 57 (December 2001): 64–86. http://dx.doi.org/10.1016/s1571-0661(04)00268-3.

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Adinolfi, Felice, Marcello De Rosa, and Ferruccio Trabalzi. "Dedicated and generic marketing strategies." British Food Journal 113, no. 3 (March 22, 2011): 419–35. http://dx.doi.org/10.1108/00070701111116473.

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Van Leeuwen, Theo. "Generic strategies in press journalism." Australian Review of Applied Linguistics 10, no. 2 (January 1, 1987): 199–220. http://dx.doi.org/10.1075/aral.10.2.12van.

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Abstract This paper proposes a three-tiered approach to genre analysis. A system of generic stages is derived from configurations of options from the systems of transitivity, mood, theme, conjunction, reference and tense. Generic structures, motivated by context-specific generic strategies, are, in turn, derived from generic stages. The approach is applied to a small corpus of press articles dealing with the relation between parents and children.

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Jolly, Dominique. "Three generic resource-based strategies." International Journal of Technology Management 19, no. 7/8 (2000): 773. http://dx.doi.org/10.1504/ijtm.2000.002846.

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SHORT, PATRICIA. "Top Firms Show Different Generics Strategies." Chemical & Engineering News Archive 82, no. 34 (August 23, 2004): 5. http://dx.doi.org/10.1021/cen-v082n034.p005a.

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Devaraj, Sarv, David G. Hollingworth, and Roger G. Schroeder. "Generic manufacturing strategies and plant performance." Journal of Operations Management 22, no. 3 (April 24, 2004): 313–33. http://dx.doi.org/10.1016/j.jom.2004.03.001.

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Andersen, Jakob L., Christoph Flamm, Daniel Merkle, and Peter F. Stadler. "Generic strategies for chemical space exploration." International Journal of Computational Biology and Drug Design 7, no. 2/3 (2014): 225. http://dx.doi.org/10.1504/ijcbdd.2014.061649.

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Kotha, Suresh, and Daniel Orne. "Generic manufacturing strategies: A conceptual synthesis." Strategic Management Journal 10, no. 3 (May 1989): 211–31. http://dx.doi.org/10.1002/smj.4250100303.

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Sui Pheng, Low, and Rajeshwar Sirpal. "Western generic business and corporate strategies." Marketing Intelligence & Planning 13, no. 6 (July 1995): 34–40. http://dx.doi.org/10.1108/02634509510094174.

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Kiran, Saritha, Sivakami Dhulap, and Mohan Kulkarni. "Secondary patents: innovator and generic strategies." Pharmaceutical Patent Analyst 8, no. 5 (September 2019): 175–91. http://dx.doi.org/10.4155/ppa-2019-0016.

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The global pharmaceutical industry consists of innovators and generics. Innovators focus on drug discovery, and bring new drugs into the marketplace after filing the new drug applications. In contrast, the generics enter the market by making a bioequivalent product by filing abbreviated new drug applications. In order to maximize their returns on R&D and maintain market share, the innovators introduce a wide range of drug products based on the same ‘new molecular entity’ and protect them against competition by filing what the industry term as secondary patents. The patents of four innovator viz., AstraZeneca, Takeda, Eisai and Wyeth related to the gastroesophageal reflux disease drugs and how their new molecular entity patents overcame the nonobviousness criteria is analyzed and studied in detail.

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Hendry, John. "The problem with porter's generic strategies …" European Management Journal 8, no. 4 (December 1990): 443–50. http://dx.doi.org/10.1016/0263-2373(90)90104-e.

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Cavaleri, Steven, and Kareem Shabana. "Rethinking sustainability strategies." Journal of Strategy and Management 11, no. 1 (February 19, 2018): 2–17. http://dx.doi.org/10.1108/jsma-08-2016-0050.

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Purpose The purpose of this paper is to provide both theorists and practitioners with a conceptual framework that links sustainability strategies more closely with Porter’s generic strategies. The intent of this approach is to establish sustainability, fundamentally, as a strategic process. The proposed models set a strategic context to tie sustainability, to mediating variables, such as innovation and technology, while also linking them to generic strategies (low cost leader, differentiation, and focus) and firm financial performance in a causal chain. The proposed model gives rise to conclusions about the effectiveness of sustainability strategies that are consistent with emerging research about the role of radical innovation in sustainability. Design/methodology/approach The paper proposes two conceptual frameworks designed to link sustainability with business strategy. These models are rooted in evolving understandings of business strategy arising from Porter’s original explanations of generic strategies and sources of competitive advantage. The first model is a causal model that links drivers, such as type of competitive strategy and mode of innovation, to competitive outcomes and firm financial performance. The second model describes how different modes of technology development, in sustainability initiatives, cause changes in firm competitive and financial outcomes. Findings The conclusions arising from the model-based insights suggest that conventional continuous and incremental improvement sustainability practices hold the potential to pose strategic risks to some firms – depending on their core business strategy. By contrast, the model provides a logical, yet, less known, rationale that suggests radical innovation in sustainability practices may pose fewer strategic risks. It may also offer relatively more competitive and financial advantages than well-established programs relying on incremental innovation. Research limitations/implications Although the proposed conceptual frameworks are rooted in strategic management theories, the proposed models and expected outcomes have not yet been empirically tested or validated. However, initially, these models appear to have more face validity in explaining breakthrough sustainability success stories, such as Nike, than do competing explanations. Most importantly, the counter-intuitive finding that radical innovation is likely to be more effective in driving both sustainability and financial outcomes is a topic for future investigation. Practical implications The proposed models and accompanying rationale have direct implications for practitioners. They provide practitioners with a road map to logically and deductively frame sustainability strategies based on their current business strategy. Practitioners are often hindered by the lack of high-level guidance for making the transition from operationally focused sustainability tactics to strategies than are congruent with current business strategies. The current paradigm of using incremental sustainability strategies on an ad hoc basis does not always provide neutral outcomes regarding financial effects and competitive advantage – they may yield negative effects. Social implications The importance of sustainability strategies and management practices cannot be overstated. On a global scale, evidence indicates that most corporate sustainability programs are ineffective at slowing the rate of global forces offsetting sustainability. The proposed models and strategic management approach are intended to dramatically increase the effectiveness of sustainability improvement by closely aligning them with corporate strategies. Historically, companies have struggled to make the leap from randomly using eco-efficiency tools to making sustainability a key component of their business strategy. Originality/value This paper integrates a number of diverse lines of inquiry from the strategic management literature into a counter-intuitive approach for integrating sustainability into a firm’s core business strategy. The proposed conceptual frameworks can be used, prospectively, to design new sustainability strategies, or it can be used, analytically (retrospectively), to understand reasons for failure or under-performance in sustainability initiatives.

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Gnizy, Itzhak. "Applying big data to guide firms’ future industrial marketing strategies." Journal of Business & Industrial Marketing 35, no. 7 (March 28, 2020): 1221–35. http://dx.doi.org/10.1108/jbim-06-2019-0318.

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Purpose While big data (BD), a transformative emerging phenomenon on its youth, plays a growing role in organizations in improving marketing decision-making, few academic works examine the mechanism through which BD can be applied to guide future competitive advantage strategies. The purpose of this paper is to examine if BD’s predictive power helps business to business (B2B) firms selecting their intended generic (differentiation, focus, and cost leadership) strategies. Design/methodology/approach Drawing on the learning theory, the study proposes the use of BD as a key driver of intended strategies. Based on data from a cross-industry sample of executives, a conceptual model is tested using path and robustness analyses. Findings The use of BD plays a prominent role in the selection of intended future strategies in industrial markets. Additional tests demonstrate conditions of competitive intensity and strategic flexibility where BD is more and less beneficial. Research limitations/implications The study furthers the understanding of traditional learning and intelligence use frameworks and of contemporary future strategies drivers. Practical implications BD availability enables managers leveraging knowledge embedded in data-rich systems to gain predictive insights that help in guiding new strategic directions to maintain competitive advantage. Originality/value The study reinforces the continued applicability of Porter’s generic positioning strategies in the digital era. It addresses the paucity of research on BD in B2B context and is the first to provide theoretical and practical reflections on how BD utilization influences industrial intended strategies. The study strengthens contemporary managerial views defending that data drive strategies rather than the opposite.

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Kumar, Kamalesh, and Ram Subramanian. "Porters Strategic Types: Differences In Internal Processes And Their Impact On Performance." Journal of Applied Business Research (JABR) 14, no. 1 (September 1, 2011): 107. http://dx.doi.org/10.19030/jabr.v14i1.5732.

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This study examined differences in the environmental perceptions, management philosophy and values, and performance goals of strategic types based on Porters generic strategies, in the context specific setting of the health care industry. Results of the study show that different strategic types differed on a number of dimensions of managerial philosophy and values, and in terms of the major goals emphasized, thus emphasizing the differences in internal processes.

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Mungai, Esther, and Madara Ogot. "Generic Strategies and Firm Performance: An Investigation of Informal Sector Micro-Enterprises in Kenya." International Journal of Business and Management 12, no. 3 (February 21, 2017): 148. http://dx.doi.org/10.5539/ijbm.v12n3p148.

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Micro-enterprises (MEs) have been shown to collectively be the largest employer in most developing countries thus playing a significant role in the countries economies. Using informal sector micro-enterprise furniture makers (wood and metal) in Nairobi, Kenya and based on Porter's competitive business strategies typology, this study sought to determine if the strategies employed by the informal sector MEs fit within the typology framework, and if membership within the strategic groups in the typology are a predictor of better business business performance. From the study, although membership within the two focus strategic groups of differentiation and low cost was confirmed, unlike studies done with medium and large enterprises, membership was not found to be a predictor of better business performance. Porter's typology may therefore not adequately capture the competitive business activities relevant to and directly by MEs, presenting an opportunity for research into the development of competitive business strategy typologies directly derived from their activities and therefore applicable to them.

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Chui, Mandy. "Despite Global Downturn, Generics Makers Stand to Reap Great Rewards in China's Evolving Pharmaceutical Market." Journal of Generic Medicines: The Business Journal for the Generic Medicines Sector 6, no. 3 (May 2009): 230–36. http://dx.doi.org/10.1057/jgm.2009.7.

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For generics pharmaceutical makers, the decision to enter the Chinese market is almost a foregone conclusion. Despite a deepening global financial crisis, China remains a tempting target for the world's struggling drug companies. Thanks to aggressive government stimulus in the health-care sector, China will continue to enjoy double-digit growth. Given the strong demand for inexpensive drugs, generics makers can benefit significantly in this landscape. Yet, the challenges posed by increased local competition, growing government intervention and uncertainty around the health care reforms make the road to China far from smooth - worthy of intensive study and creative planning. For generic drug makers, a combination of carefully chosen portfolios, clearly defined target sectors and strategies, and cooperation between local companies and multinationals can pave the way to success in this promising market.

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Harris, Brian F., and Roger A. Strang. "Marketing Strategies in the Age of Generics." Journal of Marketing 49, no. 4 (1985): 70. http://dx.doi.org/10.2307/1251433.

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Harris, Brian F., and Roger A. Strang. "Marketing Strategies in the Age of Generics." Journal of Marketing 49, no. 4 (September 1985): 70–81. http://dx.doi.org/10.1177/002224298504900406.

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Sommerfeld, Thimo L. "Strategic options for mid-sized generics players." Journal of Generic Medicines 2, no. 4 (July 1, 2005): 308–15. http://dx.doi.org/10.1057/palgrave.jgm.4940083.

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Snow, David B. "Maximising Generic Utilisation: The Power of Pharmacy Benefit Management." Journal of Generic Medicines: The Business Journal for the Generic Medicines Sector 5, no. 1 (October 2007): 27–38. http://dx.doi.org/10.1057/palgrave.jgm.4950095.

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Over a seven-year period (2006-2012), a US$77bn market in brand-name drugs will open to generic competition in the United States, dramatically expanding the opportunities to lower the costs of pharmaceutical care. To capitalise on this emerging market, benefit plans will need highly effective strategies for increasing the use of generics in day-to-day clinical practice — including financial incentives for plan members, expanded use of mail-order pharmacy, and vigorous efforts to communicate cost-savings opportunities to members and their physicians. Online cost comparison tools are an especially powerful vehicle for informing members about their options and motivating them to switch to lower-cost alternatives. At an industry level, maximising the generic market opportunity will require a more favourable regulatory framework and a realignment of incentives for new drug development.

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Arcaro, Ricardo, Cássia Rita Pereira da Veiga, Wesley Vieira da Silva, and Claudimar Pereira da Veiga. "Attitude and Purchase Intention to Generic Drugs." International Journal of Environmental Research and Public Health 18, no. 9 (April 26, 2021): 4579. http://dx.doi.org/10.3390/ijerph18094579.

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Generic drugs were instituted in 1984 in the United States. Since that time, many studies have been conducted in several countries into consumer attitude and behavior when purchasing generic drugs. Understanding the factors that can influence attitude and purchasing intention in this segment has been a challenge. Thus, this paper aims to present a mapping of the literature on the attitude toward and intention to purchase generic drugs and capture insights that can help define and improve promotional strategies for the use of these products. To identify articles related to the theme, we selected the Web of Science, Science Direct, Scopus, Lilacs, Pubmed Central, Springer, and Embase databases time limited to June 2020, using the keywords “generic drug”, “purchase intention”, and “attitude”. The results indicate that this topic is relatively new, with publications in the leading journals in the area demonstrating its importance. Analysis revealed five strategic insights and showed that the research theme could be grouped into three clusters: (i) consumer attitude and behavior, (ii) perspective of patients and health professionals, and (iii) assessment of the risks associated with generic medications to determine which factors can influence purchase intention, providing decision makers with a broader view with regard to directing public policy strategies in healthcare.

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Fadllan, Andi. "STRATEGI PENGEMBANGAN SCIENCE GENERIC SKILLS (SGS) CALON GURU FISIKA MELALUI MODEL PEMBELAJARAN GROUP INVESTIGATION PADA MATA KULIAH PRAKTIKUM." Phenomenon : Jurnal Pendidikan MIPA 1, no. 1 (March 8, 2016): 31. http://dx.doi.org/10.21580/phen.2011.1.1.443.

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Beberapa hasil penelitian menunjukkan masih renda- hnya keterampilan generik lulusan perguruan tinggi, sep- erti keterampilan berkomunikasi, bekerjasama, motivasi, inisiatif, kreativitas, dan kemampuan berpikir logis, siste- matis dan komprehensif. Kondisi ini ternyata juga terjadi di LPTK yang notabene sebagai produsen guru. Dalam tulisan ini akan dipaparkan bagaimana strategi pengembangan Science Generic Skills mahasiswa melalui Model Pembelajaran Group Investigation pada mata kuliah praktikum.Sebagai sebuah model pembelajaran kooperatif, pener- apan Group Investigation pada mata kuliah praktikum dapat menjadi alternatif dalam mengembangkan Keterampilan Generik Sains calon guru. Adapun strategi penerapannya dapat dilakukan dengan melibatkan mahasiswa sejak per- encanaan, pelaksanaan, hingga evaluasi praktikum me- lalui tahap-tahap dalam model Group Investigation, yang meliputi: 1) mengidentifikasi topik dan membagi siswa ke dalam kelompok, 2) merencanakan tugas, 3) membuat penyelidikan, 4) mempersiapkan tugas akhir (analisis dan sintesis), 5) mempresentasikan tugas akhir, dan 6) evaluasi.

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Evans, Ronique, Robert Weech-Maldonado, Darrell Burke, Marianthe Grammas, Rita Jablonski, and Tapan Mehta. "Developing a Strategic Group Typology for Home Health Care Agencies." Home Health Care Management & Practice 32, no. 2 (October 18, 2019): 87–94. http://dx.doi.org/10.1177/1084822319882673.

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Considering the growing interest in Home Health Care, an important area of examination relates to the strategic decisions made by home health agency leaders. The purpose of this study is to explore the existence of strategic groups in the home health industry using Porter’s generic strategies. A secondary analysis of data on agency resource deployment and scope characteristics were combined with secondary agency market and organizational characteristics. Hierarchical cluster analysis was used to examine the existence of strategic groups. The relationship between group membership and organizational and market characteristics was examined using chi-square and analysis of variance (ANOVA). Data from 7,715 home health agencies were explored in this analysis. A four-cluster solution emerged yielding sizes of cluster 1 = 1,682, cluster 2 = 1,731, cluster 3 = 3,763, and cluster 4 = 539. Cluster 1 was classified as the cost leaders with the lowest resource deployment and lowest scope. Cluster 2 was classified as the differentiator group with the highest scope and second highest resource deployment. Cluster 3 was classified as the both cost leader and differentiator group with the second highest scope and second lowest resource deployment. Cluster 4 was classified as the stuck-in-the-middle group with the second lowest scope and highest resource deployment. Using Porter’s generic strategies, the results showed evidence that strategic groups exist in the home health industry. Furthermore, home health agency strategic groups are significantly different based on market characteristics.

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Abonda, Fredrick, and Vincent N. Machuki. "Competitive Strategies and Performance of Construction Companies in Kisumu County, Kenya." Journal of Management and Strategy 9, no. 4 (September 11, 2018): 47. http://dx.doi.org/10.5430/jms.v9n4p47.

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Competitive strategy is intended to grant an organization the ability to outperform its rivals and gain market leadership. Research on performance implications of competitive strategies is vast strategic management but without much consensus. This study set out to establish the competitive strategies adopted by construction firms in Kisumu County and to determine their influence on the companies’ performance. Through a cross sectional descriptive survey, data were obtained from a randomly drawn sample of eighty four (84) construction companies using a structured questionnaire and analyzed using multivariate regression analysis. The findings of the study indicate that the construction firms adopted cost leadership, product differentiation, growth strategies, and grand strategies. The study reports strong positive correlation between competitive strategies and performance as well as statistically significant influence of competitive strategies on performance. Grand strategies account for a larger variation performance followed by generic and growth strategies respectively. Independently, differentiation strategy accounted for a larger proportion of unit change in performance followed by market penetration, strategic alliances and innovation in that order. Out of the study results, the firms are advised to aggressively adopt a mix of competitive strategies. The study’s findings support the postulations of game theory and the strategic conflicts model as anchoring theories. Arising from the study’s limitations, suggestions for further research have been advanced along different lines.

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Ferreira, Pedro, and Hugo Barbosa. "Choice of mandatory prescribed drugs in Portugal: a consumers’ perspective." International Journal of Pharmaceutical and Healthcare Marketing 11, no. 4 (November 6, 2017): 439–54. http://dx.doi.org/10.1108/ijphm-07-2016-0039.

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Purpose This paper aims to contribute to the understanding of what influences consumers’ choice of mandatory prescribed drugs, by looking with more detail to the substitution of branded drugs by generics. Specifically, this research looks at three factors that can influence this decision, namely, participative decision-making, perceived risk and price consciousness, within the recent changes introduced in the Portuguese pharmaceutical market by new legislation. Design/methodology/approach A cross-sectional study was conducted, using a self-administered questionnaire, to survey a sample of consumers/patients that visited a doctor and were prescribed some kind of drug. Data were treated using factor analysis for dimensionality reduction purposes and regression analysis to test the main hypothesis. Findings The results show that participative decision-making has no impact on purchase decision of generics, while perceived risk and price consciousness show a predictive power regarding purchase intention of generic drugs. Research limitations/implications Although the results are only applicable to the Portuguese context, it draws important conclusions regarding consumers’ behaviour when choosing between branded and generic drugs. Practical implications Knowing what influences consumers’ choices of generic drugs contributes to tune marketing strategies and actions. For public institutions, this paper offers insights on how to adapt public policies. Originality/value This paper is valuable because it is the first to look at the Portuguese pharmaceutical market from a consumer behaviour perspective since new legislation was set up.

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Pranadita, Nugraha, Ratih Hurriyati, and Puspo Dewi Dirgantari. "Pengaruh Hukum terhadap Lima Kekuatan Persaingan Terkait dengan Perumusan Strategi Bersaing Menurut Michael E. Porter." Jurnal Manajemen dan Organisasi 12, no. 1 (May 10, 2021): 51–66. http://dx.doi.org/10.29244/jmo.v12i1.33038.

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There are five competitive forces that influence the Industry. Industry competition affects business performance, so companies must adapt to changing environments to maintain a competitive position. One of the ways to win the competition is to use a strategy. Strategy allows organizations to gain a competitive advantage from three different foundations namely: cost leadership, differentiation and focus. Strategic planning can help to develop an early warning system to avoid threats or develop strategies that can turn threats into profits for the company. Thus the strategy can maximize competitive advantage on the one hand, and can minimize the limitations of competing. The question is; How do laws and regulations affect Porter's five competitive forces and the three generic strategies? This research is a qualitative analytical descriptive study using secondary data, and the unit of analysis is the prevailing laws and regulations in Indonesia. The results of this study; consistently statutory regulations (laws) influence the five competitive forces and three generic strategies put forward by Porter.

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Kozaric, Amina Kurtovic, Erna Islamagic, Jerald P. Radich, Emina Suljovic Hadzimesic, Azra Hasic, and Sabira Kurtovic. "The Comparison of Efficacy Between Generic and Branded Imatinib in Achievement of Overall Survival and Cytogenetic Responses in CML Patients in Bosnia and Herzegovina." Blood 128, no. 22 (December 2, 2016): 5451. http://dx.doi.org/10.1182/blood.v128.22.5451.5451.

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Abstract Introduction Imatinib mesylate (Glivec, Novartis) is the first tyrosine kinase inhibitor (TKI) targeting the BCR-ABL1 fusion protein responsible for the pathogenesis of chronic myeloid leukemia (CML). Low cost generic alternatives to imatinib are an integral part of cost effective healthcare strategies for developing countries. However, the use of generics has been associated with different clinical outcomes. In this study, we compared outcomes of two groups of patients who received Glivec as first-line therapy (Group 1) to patients who received generic imatinib as first-line therapy (Group 2) in Bosnia and Herzegovina. Material and methods This was a multicenter retrospective cohort study of BCR-ABL1 positive CML patients (n = 53) in the Federation of Bosnia and Herzegovina between 1 June 2005 and 31 March 2016. Glivec was used from 01 June 2005 until 30 September 2013, when all patients had to switch to generics, which was mandated by the Federal Solidarity Fund that allocates targeted cancer therapies. The following generic imatinib was available: Anzovip (Zdravlje, Actavis) from 09/2013 to 09/2014, Meaxin (Krka) from 09/2014 to 12/2015, and Plivatinib (Pliva) from 12/2015. Patient data was collected from the database of the Federal Solidarity Fund, a subsidiary of the Federal Health Insurance Agency. Branded and generic imatinib was administered orally at dosage of 400 mg/day. Patients who were switched to nilotinib received orally 400 mg/day. Patients on Glivec included in this study started therapy from 0-6 months from time of diagnosis, while patients who started with generics did not wait for therapy. Patient variables that were collected included age, gender, town, date of diagnosis, date of start of therapy, monthly TKI dosage, adverse side effects, progression, lethal outcome, prognostic factors and diagnostic parameters, including cytogenetics and molecular testing. In September 2013, Glivec stopped being available in Bosnia and all CML patients were switched to generic therapy Anzovip. Median duration of each therapy is given in Table 1. Results We compared patients on Glivec as first-line therapy (Group 1, n=26) to patients on first-line generic imatinib (Group 2, n=27) with the follow-up period of at least three years for each group. When we compare Groups 1 and 2 using intention to treat analysis, Kaplan-Meier estimated rate of overall survival at 24 months of therapy was 88% vs. 68%, respectively (p=0.14), while 69% vs. 70% achieved CCyR (p=0.12), respectively. In Group 1, 27% (7/26) patients switched to nilotinib (treatment failure in 2 patients and side effects in 5 patients), 54% (14/26) patients switched to generics because Glivec was no longer available, and 19% (5/26) patients stopped therapy (2 patients stopped therapy and 3 patients died). Of the 7 patients who switched to nilotinib, 71% (5/7) achieved CCyR, 29% (2/7) achieved MMR and none died. Of 19 patients who stayed on imatinib, 68% (13/19) achieved CCyR, 63% (12/19) achieved MMR and 3/19 (16%) died. Of the 54% (14/26) patients who were switched from branded imatinib to generic imatinib, one patient (7%) lost complete cytogenetic response. Regarding Group 2, 52% (14/27) of patients switched to nilotinib due to treatment failure (n=8) and side effects (n=6), while 48% (13/27) of patients stayed on generics. Of patients who switched to nilotinib, 43% (6/14) achieved CCyR and 15% (2/14) achieved MMR. Of the patients who stayed on generic imatinib, 100% (13/13) achieved CCyR and 85% (11/13) achieved MMR. Conclusion Our results suggest that there was no obvious difference in the treatment efficacy between generic and branded imatinib. At 3 years, there was no significant difference in the overall suvival and achievement of CCyR between first-line Glivec and first-line generic imatinib (p=0.14, and p=0.12, respectively). * Median duration of therapy on generic imatinib Table Table. Disclosures Radich: Bristol-MyersSquibb: Consultancy; Pfizer: Consultancy; ARIAD: Consultancy; TwinStrand: Consultancy; Novartis: Consultancy, Other: laboratory contract.

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Murray, Alan I. "A Contingency View of Porter's "Generic Strategies"." Academy of Management Review 13, no. 3 (July 1988): 390. http://dx.doi.org/10.2307/258087.

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Journal articles on the topic 'Generické strategie'

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