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Journal articles on the topic 'Growth Strategy'

Author: Grafiati

Published: 4 June 2021

Last updated: 30 May 2022

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1

Srivastava, Shashank Kumar, and IAENG. "Pre-Recession Strategy for Survival and Growth." International Journal of Trade, Economics and Finance 1, no. 2 (2010): 204–6. http://dx.doi.org/10.7763/ijtef.2010.v1.37.

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2

Golonka, Monika. "Interfirm Cooperation Strategy of Hyper-Growth and Stable-Growth ICT Firms in Sweden." Journal of Management and Business Administration. Central Europe 24, no. 4 (December 15, 2016): 70–87. http://dx.doi.org/10.7206/jmba.ce.2450-7814.183.

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3

Kaushiva, Anamika. "Green Growth Strategy for Sustainable Development: India's Green growth Strategy." Research Journal of Humanities and Social Sciences 7, no. 1 (2016): 29. http://dx.doi.org/10.5958/2321-5828.2016.00007.3.

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Kaushiva, Anamika. "Green Growth Strategy for Sustainable Development: India's Green growth Strategy." Research Journal of Humanities and Social Sciences 7, no. 2 (2016): 82. http://dx.doi.org/10.5958/2321-5828.2016.00014.0.

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5

Kim, Hyun Jung, and Ji-Eun Choi. "Innovation Based Growth Strategy." Korea Business Review 19, no. 2 (May 31, 2015): 161. http://dx.doi.org/10.17287/kbr.2015.19.2.161.

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6

Ito, Nobutaka. "Asian Agriculture Growth Strategy." Applied Mechanics and Materials 889 (March 2019): 567–73. http://dx.doi.org/10.4028/www.scientific.net/amm.889.567.

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It can be easily guessed that food issue will be the next upcoming global issue for humans considering the current situation of drastic increase of world human population. Asia is one of the regions which is specifically famous and popular for agricultural production, therefore the important role of Asia to play to the world may be the increase of food production and the supply for feeding the people facing to hunger and poverty. The author proposed the project named Asia Food Project attached with Asia Techno Farm Initiative, practical OJT (On the Job Training) program to achieve the final goal of making Asia as the world food pantry and to create the original Asia food brand. In this paper the importance of applying high technology based smart agriculture consisting of mainly precision agriculture, robotics and green factory is discussed as the important program content including the achievement process how to follow the steps of proposed procedure,.

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7

SISOWATH, Doung Chanto. "Cambodia's Inclusive Growth Strategy." East Asian Policy 04, no. 04 (October 2012): 84–93. http://dx.doi.org/10.1142/s1793930512000396.

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Cambodia faces many challenges in implementing social inclusion policies. Cambodia's Constitution stipulates the rights of citizens to inclusive growth. At present, Cambodia adopts the market economy system and allows it to play a key role in social development and delivery of public goods and services. The market system is fed into various inclusive development frameworks. As a result, Cambodia's inclusive growth policy, targeting at the poor and vulnerable, is progressing and being implemented at different stages.

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PANCINO, BARBARA, and EMANUELE BLASI. "GREEN GROWTH, OECD STRATEGY." BANKPEDIA REVIEW 3, no. 1 (June 2013): 7–10. http://dx.doi.org/10.14612/pancino_blasi_1_2013.

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Shala, Venet, Enver Kutllovci, and Burim Troni. "Business Strategy, the key determinants of SME growth in Kosovo." International Journal of Advances in Management and Economics 1, no. 3 (May 2, 2012): 42–46. http://dx.doi.org/10.31270/ijame/01/03/2012/06.

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10

Park, Keehwan, Mookwon Jung, and Zhongzheng Fang. "Which is Better: Value Strategy or Growth Strategy?" GLOBAL BUSINESS FINANCE REVIEW 27, no. 1 (February 28, 2022): 83–94. http://dx.doi.org/10.17549/gbfr.2022.27.1.83.

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11

International Monetary Fund. "Malawi: Poverty Reduction Strategy Paper: Growth and Development Strategy." IMF Staff Country Reports 07, no. 55 (2007): 1. http://dx.doi.org/10.5089/9781451828153.002.

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12

Titov, B., and A. Shirov. "Strategy of Growth for Russia." Voprosy Ekonomiki, no. 12 (December 20, 2017): 24–39. http://dx.doi.org/10.32609/0042-8736-2017-12-24-39.

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The article reviews the main problems of the current Russian economy and economic policy. The challenges of the economic development in the short-, medium and long-term periods are formulated. Special attention is paid to the principles of financing of economic growth and problems of management of the economy in the process of economic policy implementation. A description of a system of key indicators of the “Strategy of growth” program with the emphasis on changes in the quality and standards of life of the population is given.

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13

Liebig, H. P., and E. Lederle. "STRATEGY FOR MODELLING PLANT GROWTH." Acta Horticulturae, no. 174 (December 1985): 177–92. http://dx.doi.org/10.17660/actahortic.1985.174.22.

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14

PEAFF, GEORGE. "Dow unveils global growth strategy." Chemical & Engineering News 74, no. 52 (December 23, 1996): 6–7. http://dx.doi.org/10.1021/cen-v074n052.p006a.

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15

Steinitz, Klaus. "Economic Growth and Economic Strategy." Eastern European Economics 27, no. 1 (September 1988): 65–90. http://dx.doi.org/10.1080/00128775.1988.11648401.

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16

AGUNG, AYU SRIKANDI, and YULIANTO SUHARTO. "Growth Strategy Through Capability Building." International Journal of Business and Economic Affairs 3, no. 6 (December 28, 2018): 260–82. http://dx.doi.org/10.24088/ijbea-2018-36004.

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17

Manikandan, K. S. "Titan Company Limited: growth strategy." Emerald Emerging Markets Case Studies 11, no. 3 (October 7, 2021): 1–38. http://dx.doi.org/10.1108/eemcs-12-2020-0416.

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Subject area Corporate Strategy; Strategy. Study level/applicability Post-graduate; Executive education; Under-graduate. Case overview The case is based on Titan Company Limited (Titan), one of India’s profitable diversified companies. Set in April 2020, the case presents the evolution of Titan’s growth strategy in the last three decades. The company had grown by continuously exploring adjacent categories in the personal lifestyle space. The case asks whether the strategy that has guided Titan for the past three decades would continue to provide growth. What changes, if any, should be made by C.K. Venkataraman—the new CEO who had taken charge a few months back in October 2019—and his team? The case describes Titan’s evolution from 1987 to 2020. ‘Winning times’, the first section of the case, describes Titan’s early choices in the watches business that helped the company achieve market dominance and its successive choices to expand the scope of watches businesses by entering new adjacencies. The section also details the evolution of Titan’s design, manufacturing, marketing and retailing capabilities in early years. ‘Looking for another gem’ describes Titan’s venture into the jewellery business – the failure of its early attempts to export and its pivot to domestic market and the successful turnaround of the business. ‘On the fast track to growth’ deals with Titan’s accessories business. The section ‘Eyeing new businesses’ describes Titan’s foray into prescription eyewear and precision engineering businesses and the company’s performance in these businesses. ‘A new identity’ details Titan’s adoption of a distinct corporate identity in 2013. ‘New businesses’ provides information on Titan’s recent foray into fragrances and sarees business. The case ends with the section ‘Years ahead’ which asks what changes, if any, should be made by the leadership team. Expected learning outcomes: Upon completion of the case study discussion, participants will be able to: understand the concept of the ‘core competence’ and the three tests of core competence; how core competencies evolve in an organization over time; diversification (growth) strategy based on core competencies and adjacencies; and key managerial choices and organizational processes required to ensure effectiveness of diversification strategy based on core competencies. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

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18

Chung, Sukkyun, Hyung-Rok Yim, and Chang-Wan Ryoo. "The Sustainable Growth and Strategic Investment Strategy of Venture Firms." Korean Academic Association of Business Administration 30, no. 1 (January 31, 2017): 21–31. http://dx.doi.org/10.18032/kaaba.2017.30.1.21.

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19

Panarina, Ekaterina. "University-industry Partnership as a Key Strategy for Innovative Sustainable Economic Growth." Journal of International Business Research and Marketing 1, no. 1 (2015): 25–28. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.11.3003.

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The intensified global competition for factors that drive the competitiveness of entrepreneurial ecosystems forces policymakers to seek new models of economic growth. The current Russian model, based on the exportation of natural resources, has become increasingly obsolete. Today, to achieve growth targets, Russia must move from the redistribution of mineral resources to intensify innovation activity and develop technology-intensive products. Universities and industry are two partners of the entrepreneurial ecosystem that can connect to merge the discovery-driven culture of universities with the innovation-driven environment.

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20

International Monetary Fund. "Benin: Poverty Reduction Strategy Paper: Growth Strategy for Poverty Reduction." IMF Staff Country Reports 08, no. 125 (2008): i. http://dx.doi.org/10.5089/9781451803549.002.

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21

Matsuzaki, Tomokazu. "Diversity management as a growth strategy." Journal of the Japanese Association for Petroleum Technology 82, no. 2 (2017): 97–102. http://dx.doi.org/10.3720/japt.82.97.

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22

VAN, CUONG LE, ÇAĞRı SAĞLAM, and AGAH TURAN. "Optimal Growth Strategy under Dynamic Threshold." Journal of Public Economic Theory 18, no. 6 (March 16, 2016): 979–91. http://dx.doi.org/10.1111/jpet.12167.

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23

Heney, Joseph E. "Specialization as a Strategy for Growth." Journal of Management in Engineering 1, no. 4 (October 1985): 181–87. http://dx.doi.org/10.1061/(asce)9742-597x(1985)1:4(181).

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24

Askenazy, Philippe, and Cuong Le Van. "A Model of Optimal Growth Strategy." Journal of Economic Theory 85, no. 1 (March 1999): 24–51. http://dx.doi.org/10.1006/jeth.1998.2489.

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25

Ivanter, V. V. "Strategy of transition to economic growth." Studies on Russian Economic Development 27, no. 1 (January 2016): 1–4. http://dx.doi.org/10.1134/s1075700716010056.

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26

Green, Paul. "A marketing strategy for practice growth." In Practice 37, no. 9 (October 2015): 481–84. http://dx.doi.org/10.1136/inp.h4867.

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27

Goswami, Saheli, and Jung Ha-Brookshire. "From compliance to a growth strategy." Journal of Global Responsibility 6, no. 2 (September 14, 2015): 246–61. http://dx.doi.org/10.1108/jgr-04-2015-0005.

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Purpose – The purpose of this paper is to explore historical paths of successful companies’ sustainability commitment, discover internal and external forces that shaped today’s sustainability leaders and show how companies implemented efforts toward sustainability to respond to those circumstances. It offers an in-depth understanding of sustainability-related strategies implemented by highly sustainable companies and serves as encouraging cases for other companies willing to engage in sustainability. Design/methodology/approach – This research took a case-study approach to help build a new theory toward sustainability development and approaches. A content analysis and review of both companies’ annual financial reports and corporate sustainability reports, between 1995 and 2012, and relevant news articles was performed. Findings – Data analysis showed that companies initiated and executed various strategies sustainability in their business, which evolved into themes for their stages of growth. Findings showed that: different companies approached sustainability differently based on their varied experiences; companies’ past and present efforts help to understand their business strategies and commitments more as a holistic process. Companies were affected by external circumstances, such as rewarding partnerships, ranking indices and media criticism for their working conditions, in response to which both the companies designed and implemented their own sustainability approaches. Originality/value – This study explored a longitudinal analysis of leader companies’ historical sustainability practices. It focused on how two different companies approached sustainability differently based on their varied experiences, thus showing that sustainability can be a source of competitive advantage for companies.

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28

Dinsdale, Paul. "Mental health strategy targets workforce growth." Nursing Standard 18, no. 50 (August 25, 2004): 6. http://dx.doi.org/10.7748/ns.18.50.6.s11.

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29

Titova, M. N., and G. A. Smirnova. "Innovative Growth Strategy Based on Nanotechnologies." Fibre Chemistry 45, no. 6 (March 2014): 393–96. http://dx.doi.org/10.1007/s10692-014-9548-y.

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30

Taylor, Bernard, Armand Gilinsky, Adrian Hilmi, Dietger Hahn, and Ulrich Grab. "Strategy and leadership in growth companies." Long Range Planning 23, no. 3 (June 1990): 66–75. http://dx.doi.org/10.1016/0024-6301(90)90054-8.

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31

Bruni-Bossio, Vincent, Norman T. Sheehan, and Chelsea R. Willness. "Circle mapping your firm’s growth strategy." Business Horizons 61, no. 2 (March 2018): 285–96. http://dx.doi.org/10.1016/j.bushor.2017.11.010.

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32

Ćorović, Enes, and Živorad Gligorijević. "Competitiveness in the Serbian growth strategy." Acta Oeconomica 71, no. 2 (June 23, 2021): 309–26. http://dx.doi.org/10.1556/032.2021.00015.

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AbstractThe paper focuses on the effects of the reformed growth strategy on the competitiveness of the Serbian manufacturing industry during the period of 2007–2016. The paper applies the analytical tools devised by the International Trade Centre, as well as Balassa's RCA Index and some other methodologies. All indicators point to similar conclusion: the reformed growth model would significantly contribute to the improvement of Serbian competitiveness. The starting point of Serbia is also clear: small gross investment volume and a low average growth rate.

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33

Suhandi, Nazori, and Rendra Gustriansyah. "Marketing Strategy Using Frequent Pattern Growth." Journal of Computer Networks, Architecture and High Performance Computing 3, no. 2 (August 5, 2021): 194–201. http://dx.doi.org/10.47709/cnahpc.v3i2.1039.

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The biggest problem faced by printing companies during the Covid-19 pandemic was that the number of orders was unstable and tends to decrease, which had the potential to harm the company. Therefore, various appropriate marketing strategies were needed so that the number of product orders was relatively stable and even increases. The impact was that the company could survive and continued to grow. This study aimed to assist company managers in developing appropriate marketing strategies based on association rules generated from one of the data mining methods, namely the Frequent Pattern Growth (FP-Growth) method. The case study of this research was a printing company where there was no similar research that used a printing company's dataset. This study produced nine association rules that meet a minimum of 25% support and a minimum of 60% confidence, but only two association rules that had a high positive correlation, namely for a custom paper bag and banner products. Therefore, several marketing strategies were suggested that could be used as guidelines for companies in managing sales packages and giving special discounts on a product. The results of this study are expected to trigger an increase in the number of product orders because this study tried to find the right product for consumers and did not try to find the right consumers for a product.

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34

Kuznetsov, S. Yu. "ANTICRISIS MARKETING STRATEGY AS COMPANY’S STRATEGIC MAP." Strategic decisions and risk management, no. 3 (November 2, 2014): 86–94. http://dx.doi.org/10.17747/2078-8886-2011-3-86-94.

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We describe turnaround marketing strategy in the form of a strategic map with several levels of formalization (strategic planning, marketing policy through investment and asset management, marketing tools, marketing business intelligence, organizational structure). At the second level strategy map shows the marketing policy aimed at the reconstruction of old and/or acquisition of new marketing assets: marketing research assets, brand equity, customer loyalty, strategic pipeline partnerships – through effective marketing investments in the consumers (their selection, acquisition, retention, growth).

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35

Wulandari, Ega Afri, Maheni Ika Sari, and Achmad Hasan Hafidzi. "STRATEGI PENGEMBANGAN BADAN USAHA MILIK DESA GUNUNG MULIA DENGAN PENDEKATAN ANALISIS SWOT DI DESA GRENDEN KECAMATAN PUGER." Growth 19, no. 2 (March 13, 2022): 141. http://dx.doi.org/10.36841/growth-journal.v19i2.1604.

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This study aims to formulate a development strategy for the Badan Usaha Milik Desa (BUMDes) of Gunung Mulia Grenden, Puger and determine the priority development strategies that can be implemented by BUMDes. Analysis of the data used is a SWOT matrix (Strength, Weakness, Opportunity, Threath). This study uses a descriptive type of research with a qualitative approach, which is a research method used to examine the condition of natural objects. The results showed that the IFAS matrix analysis had a total score of 3,312. The total value of the EFAS matrix is 3,273. On the IE Matrix (Internal Eksternal) BUMDes Gunung Mulia Grenden, Puger is in quadrant I, which means that it is in a position to grow and be built. From the results of the research on alternative organizational strategies that have been obtained and practical researchers to determine the development of strategies for the Gunung Mulia BUMDes that are in accordance with the situation and conditions as well as the objectives of the Gunung Mulia BUMDes. The priority of the development strategy is to develop business units based on the potential of Grenden Village, increase BUMDes promotion and business activities online through social media (WA, FB, IG, Youtube) and marketplace, increase BUMDes capital through the development of cooperation with third parties or companies (CSR). ), socializing the BUMDes program by the management to increase public knowledge about BUMDes so that it has an impact on community participation in BU management and innovating and modifying businesses that can be done in times such as the establishment of agro-tourism villages.

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36

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

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37

Kenda, Gichuki, and Dr Charles Nyamwaya Mogote. "‘Differentiation Strategy’ and the Growth of Private Secondary Schools in Nakuru County, Kenya." Scholars Journal of Arts, Humanities and Social Sciences 4, no. 6 (June 2016): 700–703. http://dx.doi.org/10.21276/sjahss.2016.4.6.12.

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38

Kormishkin, Yu. "SMART growth economic development strategy for associations of territorial communities." UKRAINIAN BLACK SEA REGION AGRARIAN SCIENCE 108, no. 4 (2020): 4–11. http://dx.doi.org/10.31521/2313-092x/2020-4(108)-1.

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The article explores the essence of strategic planning for united territorial communities. The list of the main problems that arise in communities during their functioning is given. It is justified that for the economic development of united territorial communities it is necessary to use the strategy of economic development SMART growth, or in other words the strategy of smart / intellectual growth. The principles of application of the SMART growth strategy are revealed, the stages of its development and advantages for UTC(United territorial community) are determined. Keywords: united territorial communities, development, intellectual development, strategic planning, strategy.

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39

Romanov, Evgeny, Tatyana Drozdova, and Ekaterina Romanova. "SWOT-analysis: strategy of the organization to the strategy of personal growth." Perspectives of science and education 36, no. 6 (December 31, 2018): 246–53. http://dx.doi.org/10.32744/pse.2018.6.27.

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40

Anokhina, Marina. "Parameters of the strategy for managing the economic growth of agricultural production in Russia." Agricultural Economics (Zemědělská ekonomika) 66, No. 3 (March 31, 2020): 140–48. http://dx.doi.org/10.17221/255/2019-agricecon.

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Agricultural economic growth requires management due to poor structurization. The study aimed to determine the parameters of the management strategy for the economic growth of agriculture in Russia. The research methodology relies on cognitive technologies of modelling the strategic alternatives of the economic development of the industrial complex using fuzzy cognitive logic. Static and dynamic analysis of the fuzzy cognitive maps on structural and dynamic indicators of agricultural economic growth in Russia allowed the forecast of the industry trends, influenced by various management factors. The option of an integrated management strategy for the economic growth of agriculture in Russia is proposed together with strategic maps, justified as a tool for its implementation. The created strategic alternative will allow the Russian agricultural and industrial complex to use the existing agricultural potential to achieve the target growth indicators and ensure sustainability.

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41

Webster,, Frederick E. "Marketing Strategy in a Slow Growth Economy." California Management Review 28, no. 3 (April 1986): 93–105. http://dx.doi.org/10.2307/41165204.

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42

Lewis, Chrystal L., Debra M. Swanzy, Colleen M. Lynch, and Valorie A. Dearmon. "GROWTH: A Strategy for Nursing Student Retention." Journal of Nursing Education 58, no. 3 (March 1, 2019): 173–77. http://dx.doi.org/10.3928/01484834-20190221-09.

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43

YANG, Bo. "Tolerance Evolutionary Strategy in Incremental Growth Design." Journal of Mechanical Engineering 48, no. 07 (2012): 147. http://dx.doi.org/10.3901/jme.2012.07.147.

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44

Sung, Joo-Ho, and Hun Soo Kim. "Korean Insurance Academy's Strategy for Sustainable Growth." Hokengakuzasshi (JOURNAL of INSURANCE SCIENCE) 2018, no. 642 (September 30, 2018): 642_137–642_150. http://dx.doi.org/10.5609/jsis.2018.642_137.

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45

Ciao, Biagio. "Moderating firm growth: The small size strategy." Academy of Management Proceedings 2016, no. 1 (January 2016): 14032. http://dx.doi.org/10.5465/ambpp.2016.14032abstract.

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46

de Melo, Jaime. "Trade in a "Green Growth? Development Strategy." Revue d'économie du développement 22, HS01 (2014): 157. http://dx.doi.org/10.3917/edd.hs01.0157.

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47

Davidovici-Nora, Myriam. "e-Sport as Leverage for Growth Strategy." International Journal of Gaming and Computer-Mediated Simulations 9, no. 2 (April 2017): 33–46. http://dx.doi.org/10.4018/ijgcms.2017040103.

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While e-Sport today becomes a big business and a highly publicized industry, a big business and a highly-publicized industry, it is still studied from a descriptive perspective rather than from an analytical one. In this paper, the author proposes to analyze the relationship between e-Sport and the growth strategy of the game League of Legends (LoL) developed by Riot Games. How competitive community and casual community evolve together? What are the conditions for a virtuous growth? The author deepens the link between the traditional free-to-play dynamics based on acquisition-retention-monetization of players and the dynamics of e-Sport based on managing audience, pro-gamers, competitive events and broadcasting. The author finds that casual players and pro-gamers have specific roles that, combined with an active policy centered on player's experience developed by Riot Games and with a growing media ecosystem, create externalities on each other.

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48

Kim, Sang Won. "Economic Growth and Diversification Strategy in Kazakhstan." Asia Review 9, no. 1 (August 31, 2019): 71–100. http://dx.doi.org/10.24987/snuacar.2019.08.9.1.71.

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49

CHUANG, CHAO CHAO, and FU-LING HU. "Technology Strategy-Innovating for Growth of Citibank." International Review of Management and Business Research 7, no. 2 (June 1, 2018): 317–24. http://dx.doi.org/10.30543/7-2(2018)-1.

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50

Hylton, Forrest, and Aaron Tauss. "Peace in Colombia: A New Growth Strategy." NACLA Report on the Americas 48, no. 3 (July 2, 2016): 253–59. http://dx.doi.org/10.1080/10714839.2016.1228174.

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