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Bigley, Joel D. "A Tactical Framework for Market Penetration with a Multidimensional Organization." Research in Economics and Management 4, no. 1 (December 12, 2018): 1. http://dx.doi.org/10.22158/rem.v4n1p1.
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<p><em>A critical element to the growth opportunities in existing markets and new markets in neighboring sectors is penetration strategies. An entrepreneurial business that is interested in leveraging synergies to grow profitability must understand the dynamic nature of the market so that a suitable strategic posture can be taken. This strategy could be driven by tactical and deliberate action, or another exogenous force. The opportunities are there in many sectors and customers of multinational enterprises (MNE’s) exist almost everywhere. Cross border B2C e-commerce is expected to double by 2022 according to Forrester Research. So, how do MNE’s efficiently penetrate within segments and across geographic markets? Scaling opportunities exist across a multidimensional design (MDD) and the synergy opportunities between sites. This article describes methods and capabilities of market penetration ideally suited for an MDD. These themes emerged in the data when MDD leaders were asked about the roles of each function. In this case study an MNE utilized a multidimensional organization design to reach customers in many parts of the world. The author presents findings from this case and ultimately extracts ten propositions to guide client penetration strategy. Absent these measures, risk of revenue loss is enhanced significantly.</em></p>
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Friedrich, Nancy. "RFID Innovations Deepen Market Penetration." IEEE Engineering Management Review 35, no. 2 (2007): 36. http://dx.doi.org/10.1109/emr.2007.382634.
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Krisnanto, Umbas, and Anggi Febriana. "Digital Agency Start-up Strategy in Indonesia." Journal of Business Theory and Practice 6, no. 2 (April 23, 2018): 146. http://dx.doi.org/10.22158/jbtp.v6n2p146.
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<em>This study aims to find an alternative strategy based on important factors to market and analize strategy for digital agency company. Based on IE matrix result, the agency is placed on quadrant I as growing and developing strategy. SWOT analysis that on quadrant IV, the agencyusing defensive strategy to control internal performance. The agency is expected to use competitive strategy because of SPACE results marked a line on competitive quadrant. There is a high value on TAS based on QSPM assessment. The agency suggested using market penetration strategy to maintain and increase market share, competitive price, advertising, and promotion.</em>
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Veselý, T. "Method of export strategy formulation for manufacturing or trading company." Agricultural Economics (Zemědělská ekonomika) 51, No. 4 (February 20, 2012): 157–60. http://dx.doi.org/10.17221/5088-agricecon.
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The objective of the paper is to present one method that solves the problem of election of a suitable export strategy using method of multi criteria evaluation. The initial hypothesis assumes limited financial and personal resources of a company generating necessity of incremental penetration to export markets with dependence on budget and expected results. The method also assumes individual choice of a single export strategy for each market. Number of formulated export strategies equals to the number of penetrated markets. The process of formulation of a new strategy consists of two steps. In the first step, an export market is chosen and in the second step, one of the export strategies is attached to the export market. The company management according to the company orientation and the management experience creates criteria for market selection. The method is supported with software that leads the company management through the entire process of export strategy formulation. The final order of suitable export strategies for the chosen market allows management to elect the best ranked variant or discuss about the order of export strategies and justify the diversion from strict mathematic evaluation of entered data.
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Tursynkhanov, D. Zh. "Approaches to the formation of the enterprise development strategy (on the example of furniture production in the Pavlodar region)." BULLETIN OF THE KARAGANDA UNIVERSITY. ECONOMY SERIES 101, no. 1 (April 30, 2021): 125–32. http://dx.doi.org/10.31489/2021ec1/125-132.
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Object: The article considers new approaches to the formation of the company’s development strategy (on the example of furniture production in the Pavlodar region). In particular, the goal of the study is to evaluate the competitive position of the enterprise, based on the use of a spatial model (SPACE model) and the method of expert assessments, taking into account factors of the internal and external environment. Methods: This research adopts the method of expert assessments, including the quantitative and qualitative research methods with a survey data collection technique. The initial data have been collected by a questionnaire with six point scales, it is used SPACE-model which allows to determine the type of development strategy - the most optimal for the enterprise taking into account the parameters of the external and internal environment of the enterprise. Findings: The results show that the company under study is characterized by an average attractiveness of the furniture market in the city of Pavlodar, a stable financial position, which is limited by an unstable external environment. In addition, the company according to the study has aggressive competitive position in the furniture sales market, which entails the potential ability to resist competitors. Conclusion: Based on the results obtained, it is advisable to form and implement a strategy for intensive growth of the studied enterprise, which assumes either a deeper penetration of the enterprise into the existing market with the existing product range or penetration into new markets with the existing range. The authors also recommend the following strategies for intensive growth: 1) the strategy of expanding the market boundaries; 2) the strategy of deep market penetration
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Feng, Shuai, Xiaojian Hu, Aifeng Yang, and Jiqiong Liu. "Pricing Strategy for New Products with Presales." Mathematical Problems in Engineering 2019 (December 27, 2019): 1–13. http://dx.doi.org/10.1155/2019/1287968.
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An increasing number of firms and retailers use presale strategies to induce customers to purchase before new products enter the market to increase their market share. Presales have gradually become a hot issue in business and academic circles. Based on a skimming pricing strategy and a penetration pricing strategy, this paper uses the different choice behaviors of two types of consumers to investigate the pricing strategy of preselling new products. The results show that if the proportion of fashion consumers is relatively low and their willingness to buy in the spot channel is below the threshold, the retailer should focus on traditional consumers by using a skimming pricing strategy; otherwise, the retailer should switch to a penetration pricing strategy. Moreover, we find that to gain more profits, the retailer should introduce a presale channel using either a penetration pricing or skimming pricing strategy. The introduction of a presale channel may not only reduce inventory risk and cost and enhance the market share and profitability of the enterprise but also help consumers avoid the risk of shortage and enhance their sense of security.
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Lim, Guan H., Khai S. Lee, and Soo J. Tan. "Gray marketing as an alternative market penetration strategy for entrepreneurs." Journal of Business Venturing 16, no. 4 (July 2001): 405–27. http://dx.doi.org/10.1016/s0883-9026(99)00050-6.
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Kim, Hwa-Rang, Jong-Ho Ock, and Hyoun-Seung Jang. "Penetration Strategy for Domestic Construction Companies Into Indonesian Construction Market." Journal of the Architectural Institute of Korea Structure & Construction 32, no. 4 (April 30, 2016): 11–22. http://dx.doi.org/10.5659/jaik_sc.2016.32.4.11.
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Satiawarman, Anugerah, Tanti Sutandra, and Ningky Sasanti Munir. "BUSINESS STRATEGY FORMULATION OF DAYA MINYAK, Ltd." Eksis: Jurnal Riset Ekonomi dan Bisnis 16, no. 1 (April 13, 2021): 1–16. http://dx.doi.org/10.26533/eksis.v16i1.769.
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The weakening of crude oil price had caused the performance of Daya Minyak, Ltd decline. The efforts to improve had succeeded in improving performance, but it was still below the industry average. Therefore, in 2020 a research was carried out aimed at systematically formulating Daya Minyak, Ltd business strategy for the years 2021-2024. This applied research was conducted qualitatively, using the business strategy formulation model from David and David (2016) where external strategic issues were compiled in the External Factor Evaluation (EFE) matrix and internal strategic issues in the International Factor Evaluation (IFE) matrix. The weighted value of the EFE matrix is 2.93 and the weighted value of the IFE matrix is 2.97, which meant that the future business strategy is to hold and maintain. Two alternative strategies, market penetration, and product development were developed using the Internal-External (IE) matrix and the TOWS matrix. Two priority strategies, namely a strategy to increase market penetration through integrated services at low costs and a product development strategy through increasing local content with international standards are determined by the Quantitative Strategic Planning Matrix (QSPM).
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Romaniuk, Jenni, John Dawes, and Magda Nenycz-Thiel. "Modeling brand market share change in emerging markets." International Marketing Review 35, no. 5 (September 10, 2018): 785–805. http://dx.doi.org/10.1108/imr-01-2017-0006.
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Purpose The purpose of this paper is to examine what happens to key brand performance metrics as brands change in market share, in the context of packaged goods. The metrics are: penetration—the number of buyers a brand has; and loyalty—measured as purchase frequency (PF) and share of category requirements (SCR). Design/methodology/approach The study utilizes 24 data sets in 17 packaged goods categories in three emerging markets: China, Malaysia and Indonesia. The authors examine changes in penetration, loyalty and SCR in the context of volume and value market share change. In addition, the authors examine whether initial price point and price movements influence the results. Findings The primary finding is that market share change is accompanied by a greater change in penetration than in any other metric. This finding is very consistent across categories and countries. The relative importance of the two loyalty metrics varies by country. SCR was a stronger factor in Indonesia, while PF was stronger in Malaysia. Analysis indicated that pricing strategy (initial price and promotional depth) did not alter the main pattern of results, suggesting the results hold for brands with different price levels and tactics. Practical implications Irrespective of circumstance, to grow in value or volume market share, brands should aim to grow in penetration, while the importance of changes in specific loyalty measures depends on market conditions. Originality/value This research extends past research on brand growth to the very different economic, geographic and cultural conditions of three crucially important emerging markets. Its main value lies in recommendations on how much to invest in building the size of the customer base vs consumer retention.
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Sari, Rianita Puspa, Ajeng Alaya Putri, and Azri Maya Monica. "External Competition Strategy Analysis And Blue Ocean Strategy Using Strategy Management Approaches." Relevance: Journal of Management and Business 3, no. 2 (December 15, 2020): 104–14. http://dx.doi.org/10.22515/relevance.v3i2.2370.
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The culinary industry contributes to the development of MSMEs in the country and requires companies to be able to increase their competitiveness, the need for a strategic management approach so that MSMEs can be competitive. Strategy formulation is used by reviewing MSMEs using the PESTLE analysis method for external environmental analysis, competitiveness analysis using the Five Force method, Ansoff Matrix method to determine market development strategies at the business unit level and Blue Ocen Strategy to determine strategies in winning the market. Data collected through interviews and observations. The results obtained show that FB MSMEs can implement market penetration strategies by creating online stores and websites. Market development strategies can be done through Healthy Store, Retailer and consignment. Product development strategies by creating healthy subscription and journal packages, and diversifying by conducting Healthy Sessions or Workshops. From the four methods above and alternative solutions offered, it can be concluded that the most appropriate strategy to improve competitiveness is to diversify in the form of a Healthy Session or Workshop.
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Naufal, Aulia Fajar, and Fuad Achmadi. "FORMULASI STRATEGI UNTUK PENGEMBANGAN PASAR INDUSTRI SEMEN DI JAWA TIMUR." BISMA 11, no. 2 (May 8, 2017): 124. http://dx.doi.org/10.19184/bisma.v11i2.6307.
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Abstract:The cement industry is facing a new business era as more cement producers joining the domestic market competition that causesthe shift on the existing cement consumption map. This research aims to identify the company’s internal and external factors and to formulate best alternative strategy for the company “A” in facing the market competition in East Java Province. The strategy is formulated by using Strengths Weaknesess Opportunities andThreats(SWOT) analysis, Strategic Position and Action Evaluation (SPACE) and Grand Strategy (GS)matrix continuedby Quantitative Strategic PlanningMatrix (QSPM). Results show thatthe company should use aggressive strategy focusing on market penetration, aggressive promotion, increased selling power, and product development in order to expand the market in East Java Province.
Keywords: Strategy Formulation, SWOT Analysis, SPACE, GS Matrix, QSPM.
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Döring, Maik. "Planning a market exit strategy for manufacturers of consumer goods when entering foreign markets." Central European Review of Economics and Management 1, no. 1 (June 12, 2017): 7. http://dx.doi.org/10.29015/cerem.90.
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Aim: The internal market for manufacturers of consumer products companies is often too small in order to grant long-term success. Therefore, companies expand and enter foreign markets. This paper presents a planning process for market penetration for the selected foreign market, which will show the possibility of a withdrawal and shows also whether an exit scenario is planned by manufacturers of consumer products and when companies tend to think about a market exit.Design / Research methods: First, the literature was studied. Based on this, hypothesis were prepared. This was followed by a telephone survey of decision-makers from German manufacturers of the consumer products companies. Conclusions / findings: A planning process for market penetration was developed, which shows next to the market entry also the market exit. Additional this paper shows that manufacturers of consumer products companies can be better prepared for a market exit than companies without an exit strategy, in particular, if the manufacturer sets out relevant economic parameters for the foreign market which determine whether to remain in the market or leave.Originality / value of the article: When analysing literature on planning processes for market entry, it becomes clear that an exit strategy is not planned. This may indicate that the authors did not consider a market exit and/or anticipate this as a worst case in their market entry assumption.Implications of the research: The last market entry of the surveyed companies usually occurred recently. For market exit results to be determined, a further consultation of the companies examined should be undertaken over a longer period of time.
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Sumekar, W., A. N. Al-Baarri, and A. Setiadi. "Business strategy of salted egg agro-industry to achieve sustainable competitive advantage." Journal of the Indonesian Tropical Animal Agriculture 46, no. 3 (June 12, 2021): 258–69. http://dx.doi.org/10.14710/jitaa.46.3.258-269.
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Business strategy is an effort to achieve a sustainable competitive advantage in an agro-industry. The research objective on salted egg agro-industrial center is to identify a model for business development. The advantages of salted duck eggs have been recognized by people in south east asian countries and east asian countries. This observational research was conducted on 105 salted egg agro-industries in Brebes Regency. Data on 22 variables of quantitative strategic planning were collected through interviews using a questionnaire. Strategy formulation framework method was applied to determine specific alternative strategies to reach sustainable competitive advantage The results showed that the salted egg agro-industry were not supported by the availability of duck eggs and upstream industry (50.58%) although most consumers were fond of salted egg due to its taste (52.38%), texture (58.10%), and price (71,43%). The salted egg agro-industry was in the aggressive position. The best strategy concept for business policy development was market penetration The market penetration strategy was chosen, namely increasing promotion and sales volume. Market penetration strategy is suggested to be the mod-el for empowering salted egg agro-industry and agro-industrial commodities in general so that the activ-ity of duck farming and upstream industry can be leveraged.
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Susriyanti, Susriyanti, Fitri Yeni, Riche Fermayani, and Erwin H. Harahap. "Analyzing The Formulation of Business Strategy of Pelita Kita Trading Company." Business Innovation and Entrepreneurship Journal 1, no. 2 (August 26, 2019): 114–23. http://dx.doi.org/10.35899/biej.v1i2.53.
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Pelita Kita is a trading company that sells woods, windows frame, doors, panels and various types of processed woods. Using environmental analysis, the present study seeks to examine the formulation of business strategy as an effort to create a competitive advantage. Data were collected through interviews and questionnaires and then analyzed using the following matrices: IFE, EFE, CPM, TOWS, IE, and SPACE. The results of analysis revealed that the studied company may employ some alternative strategies such as market penetration and market development to compete. It is also concluded that market penetration is more preferable because it has a greater total value of attraction compared to other strategies.
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Hutzschenreuter, Thomas, Ingo Kleindienst, Florian Groene, and Alain Verbeke. "Corporate strategic responses to foreign entry: insights from prospect theory." Multinational Business Review 22, no. 3 (September 9, 2014): 294–323. http://dx.doi.org/10.1108/mbr-06-2014-0026.
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Purpose – The purpose of this paper is to address how firms adapt their product and geographic diversification as a response to foreign rivals penetrating their domestic market by adopting a behavioral perspective to understand firm-level strategic responses to foreign entry. Design/methodology/approach – The study proposes that strategic responses to foreign entry selected by domestic incumbents have both a framing component and a related, strategic choice component, with the latter including changes in product and geographic market diversification (though other more business strategy-related responses are also possible, e.g. in product pricing and marketing). This study tests a set of hypotheses building on panel data of large US firms. Findings – The study finds, in accordance with our predictions, that domestic incumbents reduce their product and geographic diversification when facing an increase in import penetration. However, when increased market penetration by foreign firms takes the form of FDI rather than imports, the corporate response appears to be an increase in product and geographic diversification, again in line with our predictions. Originality/value – The study develops a new conceptual framework that is grounded in prospect theory, but builds on recent insights from mainstream international strategic management studies (Bowen and Wiersema, 2005; Wiersema and Bowen, 2008).
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Ginevičius, Romualdas, and Renata Auškalnytė. "THE EVALUATION OF A COMPANY'S STRATEGY BY THE ANSOFF'S PRODUCT MARKET MATRIX/ĮMONĖS STRATEGIJOS VERTINIMAS PAGAL I. ANSOFFO PRODUKTO-RINKOS MODELĮ." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 7, no. 2 (April 30, 2001): 158–65. http://dx.doi.org/10.3846/13921525.2001.10531717.
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The I. Ansoff's theories take a considerable place in the evolution of the strategy research. In our opinion, his works are very important, because there is a clear boundary between the strategy formulation process and the strategy as the result of this process. On the grounds of Ansoff's point of view and his product market matrix, we suggest a methodology for determining the strategy applied by the company. I. Ansoff suggested four types of strategy: penetration, product development, market development and diversification (Fig 1). The diversification strategy is the most risky and distracts the company from its production and marketing. Therefore, the penetration, product development and market development will be evaluated. For the first stage of research the evaluation criteria of expansion strategies are chosen. There is not any common criterion of strategy. For evaluating the market penetration strategy the following criteria are chosen: costs of work, costs of resources, productivity of works, promotion costs on the native market. For evaluating the product development strategy the following criteria are used: number of new products, expenses of R&D, number of people who work in R&D, number of sold licences and number of bought licences. For market development strategy evaluating the following criteria are applied: number of new geographical markets, promotion costs on new geographical markets, number of people who work in the new markets. These criteria help to gather data for further research. Then the dynamics of criteria changes is calculated according to the formula: where I p is the meaning of criterion at the beginning of the analyzed period, I pa is the meaning of criterion at its end. This formula helps to calculate the generalized index of expansion strategies according to the formula In the second stage, the priorities of the groups of a company's products are calculated and a group of the product influencing the company's strategy is chosen. On the grounds of sale and export indexes, the product group is attributed to the product life cycle phase. The company's ability to apply strategy is calculated in the third stage of research. Therefore, we have chosen the coefficient K 0 describing the work of each unit, equipment, technology, employees and changes on the market. The coefficient is calculated by the formula Where T is is the time of product innovation, T r is the time of production and realization. The life cycle of product helps to calculate the coefficient K 0. Therefore, the time parameters of this cycle stages are chosen and calculated by regression analysis. Then the stochastic model of product life cycle is created (Fig 2). By a formula the coefficient is calculated and compared with K 0 of the most successful company on the market. Besides, the coefficient K 0 helps to calculate the boundaries of expansion strategy according to the formulas: In this article we have introduced a methodology of the strategy applied by the company. The methodology proves the fact that there is a connection between the strategy of a company and product life cycle. In addition, this methodology helps to plan the activity of a company in future.
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Untari, Shinta Nurafni, Sutrisno Djaja, and Joko Widodo. "STRATEGI PEMASARAN MOBIL MEREK DAIHATSU PADA DEALER DAIHATSU JEMBER." JURNAL PENDIDIKAN EKONOMI: Jurnal Ilmiah Ilmu Pendidikan, Ilmu Ekonomi dan Ilmu Sosial 11, no. 2 (January 2, 2018): 82. http://dx.doi.org/10.19184/jpe.v11i2.6451.
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Penelitian ini dilakukan untuk mengetahui strategi pemasaran yang digunakan oleh Dealer Daihatsu Jember. Metode penentuan lokasi penelitian menggunakan metode purposive area yaitu di Dealer Daihatsu Jember. Penentuan subjek dan informan dalam penelitian ini ditentukan secara sengaja subjek yang akan diteliti. Subjek dalam penelitian ini adalah supervisor Dealer Daihatsu Jember dan Informan tambahan dalam penelitian ini adalah sales Dealer Daihatsu Jember. Metode pengumpulan data yang digunakan terdiri dari metode obesrvasi, wawancara dan dokumen. Analisis data yang digunakan dalam penelitian ini terdiri dari beberapa tahap, yaitu reduksi data, penyajian data, dan penarikan kesimpulan. Hasil penelitian menunjukkan bahwa Dealer Daihatsu Jember berada pada kuadran I yaitu posisi perusahaan yang mendukung strategi agresif, maka perusahaan berada pada posisi yang baik untuk menggunakan kekuatan internalnya untuk dapat memanfaatkan peluang yang ada sehingga strategi yang harus diterapkan dalam kondisi ini adalah mendukung kebijakan pertumbuhan yang agresif (growth oriented strategy). Strategi agresif merupakan strategi perusahaan yang bertujuan untuk memperluas pasar. Cara yang dapat digunakan Dealer Daihatsu Jember yaitu dengan strategi penetrasi pasar dan pengembangan pasar. Dimana untuk strategi penetrasi pasar (Market Penetration Strategy) dapat dilaksanakan dengan melakukan kegiatan promosi penjualan yang intensif dan efektif. Sedangkan untuk strategi pengembangan pasar (Market Penetration Strategy) dapat dilaksanakan dengan meningkatkan dan mempertahankan brand image mobil Daihatsu.
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Haque, Marissa Grace, Nurjaya Nurjaya, Azhar Affandi, Heri Erlangga, and Denok Sunarsi. "Micro Financial Sharia Non-bank Strategic Analysis: a Study at BMT Beringharjo, Yogyakarta." Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences 4, no. 2 (April 20, 2021): 1677–86. http://dx.doi.org/10.33258/birci.v4i2.1829.
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Prior to the 1998 economic downfall, and in ten years after in 2008, BMT (Baitul Maal wa Tamwil) proofed the endurance to remain stable. From those external factors, strived the company very hard hard to sustain its business, as well as to formulate a better strategy to its competitive advantage. The research begins with the internal and external analysis, using a SWOT Analysis. The results shows its business strength and its market penetration, lies in its company’s human development. Through the IE Matrix, founds BMT Beringharjo competitive position in Quadrant or cell IV Matrix IE, with growth strategy through horizontal integration concentration. Based on its position of: (1) competition; (2) strength; (3) weakness; (4) opportunity; (5) threats. Enriched with strategy of: (1) market penetration; (2) market development; as well as (3) horizontal integration strategy to the creative innovation strategy is inevitable to remain exist and gain more success.
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Herstein, Ram, Netanel Drori, Ron Berger, and Bradley R. Barnes. "Exploring the gap between policy and practice in private branding strategy management in an emerging market." International Marketing Review 34, no. 4 (July 10, 2017): 559–78. http://dx.doi.org/10.1108/imr-05-2014-0188.
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Purpose Private-label goods are now available in more than 55 countries worldwide and their total sales value is estimated to be in excess of one trillion US dollars. The prevalence of such goods, however, drastically differs across countries. Whilst market share in some developed economies exceeds 50 percent, penetration appears much lower in emerging economies. The purpose of this paper is to investigate marketing issues surrounding such low-penetration levels in emerging markets. Design/methodology/approach In-depth interviews were conducted with: 36 store managers and the marketing director of a large emerging market retail chain. Findings Eight factors were found to impede the retail chain’s vision regarding implementation of the private branding strategy. Practical implications Several implications are extracted from the study, mainly in the context of emerging markets that managers should consider in order to improve their private branding strategies. Originality/value Although some research has aimed to shed light concerning the significance of private brands from retailers’ perspectives, such research has not tended to address the issue of how to implement private brand strategies in emerging markets. To bridge the gap, this study investigates these issues from a retail chain management perspective in order to potentially leverage performance advantages associated with the nurturing of private-label branded goods.
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Shahmirzadi, H. Esmaeili. "Selecting an Appropriate Strategy to Increase Petrochemical Product Sales (Case Study: Iranian Petrochemical Industry)." Business and Management Studies 3, no. 3 (February 26, 2017): 42. http://dx.doi.org/10.11114/bms.v3i1.2247.
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This article aims to find the best strategies which help increase petrochemical products sales in Iran using multivariate regression model, Grand Strategy Matrix (GSM), and SWOT matrix. Market Development, Market Penetration, Product Development by creating and developing chemical cities or parks, petro-chemical refineries, and Especial Economic Zones, Vertical Integration, and Concentric Diversification with Diverse Portfolio were considered independent variables, while Increasing Petrochemical Product Sales is dependent variable. Then, each of above mentioned factors affecting the sales were ranked in order to take advantage of the highest added-value. The statistical population consisted of 140 experts, managers, directors, and customers involved in National Iranian Gas Company and Iran Petrochemical Company. Random sampling method was employed. A total of 57experts, managers, directors, and customers were enrolled as sample size. Data were collected using a five-option Likert scale questionnaire. SPSS, Grand Strategy Matrix (GSM), and SWOT[1] matrix were employed to analyze the data. According to the Cronbach's alpha (0.86), the reliability was verified. Market Development, Market Penetration, Product Development, and Concentric Diversification with Diverse Portfolio were found to be suitable offensive strategies to increase the petrochemical product sales. Product Development and Market Penetration are the most effective factors in increasing the petrochemical product sales. Therefore, they need to be taken into account. [1]Strength, Weakness, Opportunity, Threats
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Millington, Andrew, and Brian Bayliss. "Transnational marketing joint ventures: a viable market penetration strategy in the EU?" European Management Journal 17, no. 6 (December 1999): 635–44. http://dx.doi.org/10.1016/s0263-2373(99)00054-7.
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Meyer, Klaus E., and Yen Thi Thu Tran. "Market Penetration and Acquisition Strategies for Emerging Economies." Long Range Planning 39, no. 2 (April 2006): 177–97. http://dx.doi.org/10.1016/j.lrp.2006.04.004.
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Wagey, Andreas Bryan, Putu Diah Sastri Pitanatri, and Dewa Ketut Sujatha. "Marketing Communications Mix Strategy to Improve Room Sales at The Ritz Carlton Jakarta Mega Kuningan." TRJ Tourism Research Journal 4, no. 1 (April 29, 2020): 45. http://dx.doi.org/10.30647/trj.v4i1.75.
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To be able to survive in a continuously growing competitive environment, the right business strategy is needed. Aim of this research is to formulate a set of marketing communication mix strategies to increase room sales and hotel profits for The Ritz-Carlton Jakarta, Mega Kuningan. The methods used in this research are SWOT analysis and IFE-EFE matrix. The findings suggested that the Hotel must hold and maintain strategy whereas it can be elaborated into four aspects 1) horizontal integration strategy by seeking ownership or increased control over competitors; 2) market penetration strategy; by seeking increased market share for present products or services in present markets through greater marketing efforts; 3) market development strategy by introducing present products or services into the new geographic area, and 4) product development strategy; by seeking increased sales through improving present products or services or developing new ones.
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Algomaiah, Majeed, and Zhixia Li. "Utilizing Lane-Based Strategy to Incorporate Mixed Traffic in Interchange Control for Connected and Autonomous Vehicles." Transportation Research Record: Journal of the Transportation Research Board 2673, no. 5 (April 3, 2019): 454–65. http://dx.doi.org/10.1177/0361198119839341.
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This work examines the next-generation interchange control system (NIC) that aims to control connected and autonomous vehicles (CAV) at interchanges with the consideration of different mixed traffic cases. The first objective of the paper is to test several parameters including traffic demand, heavy vehicle percentage, communication range, and advance stop line (ASL) to investigate their impact on throughput and delay. The second objective is to incorporate mixed traffic in the NIC, utilizing a lane-based strategy that is responsive to market penetration rates. The NIC coordinates vehicles to traverse the interchange terminal by using a reservation-based control strategy with a first-come-first-served (FCFS) reservation protocol. The algorithm of this system was modeled in the simulation software package VISSIM using a slightly modified real-world scenario of interchange. The evaluation of the system starts with testing some key variables when market penetration rate is 100%. The results demonstrate that the increase in traffic demand and heavy vehicle percentage affects the performance of the NIC by increasing the delay. Although the effects of communication range and advance stop location do not have clear patterns, the communication range of 600 ft and ASL of 100 ft indicate a relatively lower delay. Throughput and delay results reveal that the NIC outperforms traffic signals when the market penetration rate is 75%, whereas a 25% market penetration rate provides similar performance to traffic signals.
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So, Idris Gautama, and Sheila Sheila. "Analisis Perancangan Customer Relationship Management Berbasis Web pada PT ASP Jakarta." Binus Business Review 2, no. 1 (May 30, 2011): 100. http://dx.doi.org/10.21512/bbr.v2i1.1115.
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The purpose of this thesis is to identify the needs of web-based CRM in PT ASP and also to design the suitable CRM for the company. The research method is by analyzing competitions in the industry with Porter’s five forces analysis and formulating framework in input stage, matching stage, decision stage to choose the best strategy for the company. From the analysis of formulating strategy, it could be concluded that market penetration strategy is the best strategy for PT ASP. Market penetration strategy is an approach of web-based Customer Relationship Management (CRM) to increase service quality for customers and company introduction to broaden community. Web-based CRM design is suitable for PT ASP based on interview conclusion using 5 features (5C) from the 7 features (7C) in web design elements.
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Drejeris, Rolandas, and Antanas Kavolynas. "Model of market penetration into the service sector." Management Theory and Studies for Rural Business and Infrastructure Development 37, no. 1 (March 23, 2015): 26–39. http://dx.doi.org/10.15544/mts.2015.03.
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The article discusses the theoretical and practical aspects of the penetration into established market of the service sector. Lack of information about actual practical issues of market penetration for service company is to be considered as a problem of the paper. The goal of the paper is to present the procedural model of the market penetration actions for services sector. In order to create execution model scientific information on issues of market penetration is structured, synthesized, after its assessment according logic, feasibility and applicability of the results and the integrity of the business in terms of services. The flexible model is formed and suggested, which consists of 9 components: identification of some market leader(s), determination, which is the most attractive segment for serve, analysis of market leader’ service quality according 2 aspects, the search of the opportunities to improve the quality of service, analysis of the possibilities for potential price reductions, determination of new services purposefulness, identification of support desirability, and formulating of penetration strategy, which has to be clear according research results. There are reasoned content and consistency of the components of the proposed model in the article. The model has been tested on real business conditions; it helps for the service company to penetrate into the market.
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Liu, Hao, Xiao-Yun Lu, and Steven E. Shladover. "Mobility and Energy Consumption Impacts of Cooperative Adaptive Cruise Control Vehicle Strings on Freeway Corridors." Transportation Research Record: Journal of the Transportation Research Board 2674, no. 9 (June 20, 2020): 111–23. http://dx.doi.org/10.1177/0361198120926997.
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Cooperative adaptive cruise control (CACC) vehicle string operations have the potential to improve significantly the mobility and energy consumption performance of congested freeway corridors. This study examines the impact of CACC string operations on vehicle speed and fuel economy on the 13-mi SR-99 corridor, near Sacramento, CA. It extends the existing body of knowledge by performing a multi-scenario simulation analysis of the freeway corridor. A simulation study evaluated the performance of the corridor under various CACC market penetration scenarios and traffic demand inputs. The CACC string operation was also analyzed when vehicle awareness device (VAD) and CACC managed lane (ML) strategies were implemented. The case study revealed that the average vehicle speed increased by 70% when the CACC market penetration increased from 0% to 100%. The highest average fuel economy, expressed in miles per gallon (mpg), was achieved under the 50% CACC scenario where mpg was 27. This was 10% higher than the baseline scenario. However, when the CACC market penetration was 50% or higher, the vehicle fuel efficiency only had minor increases. When CACC market penetration reached 100%, the corridor allowed 30% more traffic to enter the network without experiencing reduced average speed. Results also indicate that the VAD strategy increased the speed by 8% when the CACC market penetration was 20% or 40%, while there was a minor decrease in mpg. The ML strategy decreased the corridor performance when implemented alone.
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Septiawan, Hendras, Rusdarti Rusdarti, and Titik Haryati. "Marketing Strategies of Wawasan Newspaper in Maintaining Market Share in Semarang." Journal of Economic Education 9, no. 1 (June 3, 2020): 55–63. http://dx.doi.org/10.15294/jeec.v9i1.37603.
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This research aims to determine the internal and external conditions of Wawasan Newspaper based on SWOT analysis in maintaining market share in Semarang. This uses descriptive research type with quantitative approach through three stages of strategy formulation, namely: the input stage, the matching stage, and the decision-making stage. In the first stage, IFE (Internal Factor Evaluation) and EFE (External Factor Evaluation) matrices are used. In the second stage, the IE Matrix (internal-External) and the SWOT Matrix (Strengths, Weaknesses, Opportunities, and Threats) are used. In stage three, QSPM (Quantitative Strategic Planning Matrix) is used. The results of this study are: In the first stage, the results of the IFE (Internal Factor Evaluation) matrix obtained a weighted score of 2.356, while the results of the EFE (External Factor Evaluation) matrix resulted in a weighted score of 2.18. In the matching stage, IE (Internal-External) Matrix of the company is in a stable position. Marketing strategies that are feasible to use are market penetration and product development. In the decision-making stage, an alternative strategy that can be implemented in Wawasan Newspaper namely market penetration with a TAS of 4.406 is obtained.
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Wiseno, Christian Lyonal. "Strategi Manajemen dalam Meningkatkan Daya Saing pada Celebrity Fitness Central Park Mall." Jurnal Manajemen Bisnis dan Kewirausahaan 4, no. 1 (January 10, 2020): 14. http://dx.doi.org/10.24912/jmbk.v4i1.6790.
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This research was conducted to find out the most precise management strategy to enhance competitiveness of Celebrity Fitness Central Park Mall. This study applies a qualitative method, by conducting interviews and also observation by directly reviewing the subject of the study. The analytical method consists Input Stage consisting of Internal Factor Evaluation and External Factor Evaluation, Matching Stage consisting of Strength-Weakness-Opportunity-Threat Matrix and Internal External Matrix, and Decision Stage consisting of Quantitative Strategic Planning Matrix. After analyzing from the existing data, it is known that the Market Penetration strategy is the most appropriate to be implemented for Celebrity Fitness Central Park Mall and Market Development strategy can be used as a support.
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Purnomo, Mangku, Fenna Otten, and Heiko Faust. "Indonesian Traditional Market Flexibility Amidst State Promoted Market Competition." Social Sciences 7, no. 11 (November 15, 2018): 238. http://dx.doi.org/10.3390/socsci7110238.
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The penetration of modern supermarkets is believed to be the cause of the declining role of traditional markets and street vendors in Indonesia. Nevertheless, the competition between state-promoted markets and traditional markets is rarely discussed, both adaptation of market institution and strategy of market actors. This research outlined a theoretical understanding of the dynamics of traditional markets, along the concepts of market flexibility as an adaptation strategy and coordination problems as market actor strategies. The researchers empirically reflect the strategies of four traditional vegetable markets that still survive from tight competition—both the market itself as a social institution, and the strategies of actors involved in market transactions. The traditional market builds flexibility by: (1) Specifying commodities, (2) segmenting customers, (3) changing market operating hour, (4) modifying transportation to operate more efficiently, and (5) low cost market management. At the actor level, competition problems are resolved by utilizing an emotional sentiment of friendship social relations; the formation of prices is determined by developing effective networks of information; and the cooperation problem is dealt with by building a system of punishment and reward based on informal mechanisms. This finding verifies the thesis stating that market competitiveness is determined by institutional flexibility against competition and the ability of market actors to build effective social interactions to maintain market sustainability. Based on the above explanation, further research needs to be focused on calculating how much efficiency is built due to market flexibility, both the transaction cost and the production cost in a quantitative manner. At the actor level, it is necessary to delineate the strategies being built, whether based on pure rational or economic and moral or non-economic considerations in solving coordination problems in the market.
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Athoillah, Ahmad Saifi, Muhammad Firdaus, and Bunasor Sanim. "Competititve strategy of taxi company in facing environmental changes." BISMA (Bisnis dan Manajemen) 12, no. 1 (October 18, 2019): 66. http://dx.doi.org/10.26740/bisma.v12n1.p66-87.
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This study aims to analyze the satisfaction of taxi passengers, the internal and external factors in PT XYZ and formulate the competitive strategy with conventional taxi competitor and online taxi companies. The scope of this research is specifically focused on the competitive strategy in strategic business unit level. This study uses quantitative descriptive approach. The data analysis techniques used are IFE, EFE, IE, and QSPM. The result of this study on the analysis of EFE, PT XYZ shows that the highest strength is on a strategic distribution network of taxi in big cities. Meanwhile, the highest threats are standardization of tariff, number of taxi, and minimum identity of online taxi. Furthermore, IE matrix analysis shows that PT XYZ is in quadrant I (grow and build strategy). The decision making stage based on QSPM matrix has the order of strategic priority as follows: forward integration, backward integration, horizontal integration, product development, market penetration, and market development.
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Azizah, Alfia Kumala Nur, and Alibasjah Inggriantara. "PROPOSED STRATEGIES FOR PT INDO AIRCRAFT MAINTENANCE RELATED TO ENVIRONMENTAL CHANGES DUE TO THE PANDEMIC." Advanced International Journal of Business, Entrepreneurship and SMEs 3, no. 7 (March 31, 2021): 135–52. http://dx.doi.org/10.35631/aijbes.370011.
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Indo Aircraft Maintenance (IAM) is a company in Indonesia occupied in Maintenance, Repair, and Overhaul (MRO) which has the majority of the market share in the domestic area. Previously, in March 2020 large-scale social restrictions (LSSR) has been implemented globally that limits activities affecting the number of airline passengers. In order to recover, a formulation of a new business strategy is required. This research uses a qualitative method by doing a semi-structured interview with the Senior Manager of the Strategy Management division. The Author conducts an environmental analysis with Porter’s 5 forces, PESTEL, and VRIO tools, while the strategy formulation was carried out using IFE, EFE, and Internal-External Matrix. The analysis represents, the company is suitable to carry out hold and maintain strategy where market penetration and product development are the alternative strategies. Market penetration is the right choice to create optimum results. The whole business-unit should not only focus on aircraft maintenance but another market segment also. Product development is not the main option that needs to be prioritized since it requires new technology capabilities to a tapped new customer.
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Nagy, May, Dag Bennett, and Charles Graham. "Why include the BOP in your international marketing strategy." International Marketing Review 37, no. 1 (November 13, 2019): 76–97. http://dx.doi.org/10.1108/imr-03-2019-0097.
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Purpose The purpose of this paper is to test the premise that brand growth can come from targeting the poorest consumers at the bottom of the economic pyramid (BOP). This study is the first that uses quantitative marketplace data covering BOP consumer purchase records. Design/methodology/approach The study uses newly available panel data from Egypt covering 15 months and 35 categories of frequently bought consumer goods. Brand penetration rates for socio-demographic tiers are established to explore brand purchasing. The metrics are: penetration, the number of buyers a brand has; and loyalty as measured by purchase frequency and share of category requirements. Findings Buyer behaviour patterns for the poorest consumers do not differ much from those in advanced economies; all brand performance metrics vary according to brand penetration – a double jeopardy effect, and the biggest brands are those that target the whole market, including the base. Research limitations/implications Data are from one country only and while the results confirm that patterns of brand buying in this BOP segment are like those in other markets, more research needs to be done to confirm the finding. Practical implications The biggest brands are those with the most customers, even if those customers are poor and do not buy very often. Growth can therefore be based on marketing interventions that appeal to the largest possible customer base. Social implications There are 2bn BOP consumers worldwide. This research shows that they may already be marginal members of modern economies and consumer culture. Originality/value This paper extends previous research on brand buying behaviour for the first time to the vast base of poor consumers who make up around half of the world’s population. This research shows that strategic approaches that emphasise increasing penetration are most likely to result in brand growth.
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Susilo, Donny. "Revealing How Coca Cola Successfully Broke into Indonesia Market with a Coke." Business Innovation and Entrepreneurship Journal 3, no. 02 (May 31, 2021): 118–26. http://dx.doi.org/10.35899/biej.v3i02.211.
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Indonesia has been attractive investment destination to many multinational companies since a long time ago, due to its big population, plenty natural resources and cheap labors, including to Coca Cola. This study aims to analyze international market entry and business strategy of Coca Cola when entering Indonesia market. Moreover, this study also aims to identify internal and external factor that affects Coca Cola business in Indonesia by SWOT analysis, resulting in growth strategy recommendation. The result reveals out that Coca Cola came to Indonesia by foreign direct investment at first time, but then decided to expand their distribution all over Indonesia. Therefore, they opened opportunity for franchise. By keeping their secret formula, they can provide differentiation that makes them remains competitive. The strategy adopted by Coca Cola Amatil Indonesia to conquer Indonesia market is transnational strategy, which has characteristics of high in local responsiveness and also high in global integration. Meanwhile, the SWOT analysis suggests that Coca Cola should put priority on market penetration first instead of market development for the time being. Company should focus on sales and distribution in specific market first then explore more market for their product. There are still many possible markets to exploit in Indonesia as well as abroad.
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Zif, Jehiel. "Choosing the Rate of Global Market Expansion by Entrepreneurial Firms." International Journal of Business Administration 11, no. 4 (June 10, 2020): 13. http://dx.doi.org/10.5430/ijba.v11n4p13.
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This paper outlines a rational for assessing the rate of global market expansion by entrepreneurial firms. Many entrepreneurial firms are dependent for their success on global market expansion. This is especially true about firms from relatively small countries. One can conceive of two major and opposing strategies for market expansion: market diversification and market concentration. The first strategy implies a fast penetration into a large number of markets in order to achieve fast growth and a first mover advantage. The second strategy is based on concentration of resources in a few markets and gradual expansion into new territories in order to test the response before committing too much effort. The paper is updating prior work on market expansion, taking into account entrepreneurial firms in the digital age. Firms with digital products don’t have to depend on foreign distribution networks and they have new opportunities for fast entry into foreign markets. We propose a concise framework for determining the preferred rate of market expansion utilizing two key variables: the potential response function of customers and the complexity of the product. The paper include a discussion of ways to assess customers’ response to entrepreneurial innovation and additional factors that can influence the market expansion decision.
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Septiano, Renil. "ANALISIS PEYUSUNAN STRATEGI BISNIS PADA RAYHAN TOKO MUSLIM." Jurnal Ilmu Manajemen Terapan 1, no. 4 (April 26, 2020): 401–15. http://dx.doi.org/10.31933/jimt.v1i4.192.
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Analisis bertujuan untuk menganalisis kondisi internal dan eksternal perusahaan serta menyusun formulasi strategi bisnis agar dapat diperoleh keunggulan bersaing bagi perusahaan. Penelitian menggunakan metode deskriptif kualitatif dengan jenis penelitian studi kasus. Teknik pengumpulan data menggunakan wawancara, survey dan kuesioner yang dilakukan terhadap pihak-pihak terkait di dalam perusahaan. Data-data yang telah diperoleh tersebut dianalisis menggunakan Matriks IFE, EFE, CPM, TOWS, IE, SPACE, Grand Strategy dan QSPM. Hasil dari Matriks IFE sebesar 2,512 dan Matriks EFE sebesar 2,871. Hasil analisis dari Matriks TOWS, SPACE, IE, serta Grand Strategy menunjukkan alternatif yang dapat diterapkan perusahaan adalah strategi penetrasi pasar dan pengembangan pasar. Hasil akhir dari penelitian ini mempunyai kesimpulan bahwa rekomendasi atau usulan strategi bisnis yang tepat bagi perusahaan didapatkan berdasarkan hasil pengolahan data melalui Matriks QSPM adalah strategi penetrasi pasar (market penetration) yang lalu diikuti oleh pengembangan pasar (market development).
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Aggarwal, Vinod K. "Corporate Market and Nonmarket Strategies in Asia: A Conceptual Framework." Business and Politics 3, no. 2 (August 2001): 89–108. http://dx.doi.org/10.2202/1469-3569.1020.
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Despite recent currency crises, most of the Asia-Pacific economies continue to be among the most attractive markets in the world and now appear to be recovering rapidly. An important element in understanding the dynamics of firm strategies in Asia is the nature of nonmarket strategies, which concern efforts to respond to and influence the political-economic-social environment. To examine such nonmarket strategies and how they fit with other firm tasks, this article first focuses on “positional analysis”—that is, how market forces, firm competencies, and the nonmarket environment influence the choice of trade, investment, or some mix, at the national, regional, or global level. It then considers the nature of “strategic analysis,” consisting of a firm's choices of market arena, a transaction cost analysis of organization forms for market penetration, and a distributive politics analysis of nonmarket issues. These factors combine to influence the firm's integrated strategic choice. Implementation of this choice is based on “tactical analysis” that focuses on the market, organizational, and nonmarket tactics that firms must pursue to succeed with their chosen strategy.
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Li, Shengyu, and Rong Luo. "Non-Exclusive Dealing with Retailer Differentiation and Market Penetration." International Journal of Industrial Organization 70 (May 2020): 102591. http://dx.doi.org/10.1016/j.ijindorg.2020.102591.
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Chandan, Kancharla Kamal Keerthi, Álvaro Jorge Maia Seco, and Ana Maria César Bastos Silva. "A Real-time Traffic Signal Control Strategy Under Partially Connected Vehicle Environment." PROMET - Traffic&Transportation 31, no. 1 (February 27, 2019): 61–73. http://dx.doi.org/10.7307/ptt.v31i1.2832.
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The performance of a traffic system tends to improve as the percentage of connected vehicles (CV) in total flow increases. However, due to low CV penetration in the current vehicle market, improving the traffic signal operation remains a challenging task. In an effort to improve the performance of CV applications at low penetration rates, the authors develop a new method to estimate the speeds and positions of non-connected vehicles (NCV) along a signalized intersection. The algorithm uses CV information and initial speeds and positions of the NCVs from loop detectors and estimates the forward movements of the NCVs using the Gipps’ car-following model. Calibration parameters of the Gipps’ model were determined using a solver optimization tool. The estimation algorithm was applied to a previously developed connected vehicle signal control (CVSC) strategy on two different isolated intersections. Simulations in VISSIM showed the estimation accuracy higher for the intersection with less lanes. Estimation error increased with the decrease in CV penetration and decreased with the decrease in traffic demand. The CVSC strategy with 40% and higher CV penetration (for Intersection 1) and with 20% and higher CV penetration (for Intersection 2) showed better performance in reducing travel time delay and number of stops than the EPICS adaptive control.
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Amertha, Denada Tirta, Alla Asmara, and Setiadi Djohar. "Business Strategy Formulation for Training Company in Captive Market." European Journal of Business and Management Research 6, no. 4 (July 23, 2021): 143–49. http://dx.doi.org/10.24018/ejbmr.2021.6.4.965.
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This study aims to formulate a business strategy at a training company (PT PTC) as a lead training provider in facing competition in the Pertamina Group market (captive) and in the non-captive market. The internal business environment was identified using VRIO analysis and evaluated using the IFE Matrix, while the external business environment was identified using Porter's Five Forces and evaluated using the EFE Matrix. The formulation of alternative business strategies in the PTC training business unit is carried out using the SWOT Matrix which is then outlined in the business strategy implementation roadmap. The results showed that PT PTC's training business unit was in a position to grow and develop with good internal capabilities in using strengths and minimizing weaknesses (score 2,570), and in a strong position to respond to opportunities and threats (score 3,042). The results of the VRIO analysis obtained 4 future competencies for strategy formulation on the SWOT Matrix and obtained 9 alternative intensive strategies in the form of market penetration strategies, market and product development as well as 1 horizontal integration strategy, then ranked using QSPM for a roadmap of PTC training business strategy implementation in 5 years front.
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Pradhan, Debasis, Shabad Kalra, and Sangeeta Srinivas. "Kamdhenu Dairy." Asian Case Research Journal 11, no. 01 (June 2007): 23–58. http://dx.doi.org/10.1142/s0218927507000862.
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Kamdhenu Dairy was one of the biggest dairy unions in India that came into being in 1969. Kamdhenu dairy, with an annual sales turnover of Rs.5250 million, was procuring its milk from the regular suppliers residing in the villages using its own procurement network. The same network was being used to market other dairy products and essential items like fodder and medicine for the cattle to the milk suppliers. The company had recently chosen to sell tea using the same procurement network. The entry of Kamdhenu Dairy into tea marketing was justified as tea was a high margin product and did not require additional resource allocation for marketing in the local rural market. As the marketing of Kamdhenu Dan (cattle feed) and Kamdhenu Ghee had been quite successful, Mr. Samal, the CEO of Kamdhenu, thought the same network could be used to market Kamdhenu tea as well. However, Mr. Samal was worried over the stagnation of tea sales in recent times though initial sales were encouraging. There were already many national and local players who were quite entrenched in the regional tea markets of India. Kamdhenu dairy was neither a national player nor was it a leader in the local market. This forced Mr. Samal to think about the marketing strategy for Kamdhenu tea to achieve success in market penetration in India. Mr. Samal was carefully pondering over possible alternatives to decide how best he can deal with the situation. This case is useful for examining the issues related to market penetration strategy.
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Safa'at, Ikhwan, Rizal Syarief, and Ani Suryani. "Strategi Pengembangan Kewirausahaan Sosial PT Bina Swadaya Konsultan." MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah 9, no. 2 (December 2, 2014): 170–78. http://dx.doi.org/10.29244/mikm.9.2.170-178.
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In the second World Entrepreneurship Forum in Lyon, France in 2009, Bina Swadaya stated definition of Social Entrepreneurship is social development with entrepreneurship solution. Developments that includes aspects of poverty alleviation, productive employment and social integration. PT Bina Swadaya Konsultan, a subsidiary of Bina Swadaya Organization with the spirit of entrepreneurship in an effort to sustain the community development process that can provide benefits for society and the life-cycle companies develop social entrepreneurship in accordance with its competence. . The purpose of this study was (1) Identify the internal and external factors that influence the development of social entrepreneurship PT BSK, (2) Getting some alternatives strategy in the development of social entrepreneurship to the purpose of the development of social entrepreneurship, (3) Obtain the priority of social entrepreneurship development strategy in accordance with the company's internal and external conditions. Research methodology using IFE, EFE, IE Matrix, SWOT and QSPM. Priority strategy of development of social entrepreneurship PT BSK are (1) Restructuring and Market Penetration, (2) Focus, Product Development and Differensiation, (3) Market Development and Market Penetration, (4) Vertical Integration, (5) Product Improvement and Diversification.
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Fitranto, Rachmat, Nanang Dwi Wahyono, and Yossi Wibisono. "STRATEGI PENGEMBANGAN PEMASARAN BUAH MANGGA ARUMANIS 143 PT. TRIGATRA RAJASA SITUBONDO JAWA TIMUR." Jurnal Agribisnis Indonesia 8, no. 1 (June 8, 2020): 58–68. http://dx.doi.org/10.29244/jai.2020.8.1.58-68.
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ABSTRACT
Indonesian has been ranked as 5th mango producer in the world with total production reached 2.18 million, however, Indonesian has not included the top ten world mango exporter countries. Indonesian total export was 1,240 tons and only fulfilled 0,6% of the world export value. PT. Trigatra Rajasa is one of the Arumanis 143 mango producers in Indonesian. The research objective was to analyze internal and external factors which influence marketing mango of PT Trigatra Rajasa including the arrangement of strategic recommendation to incline market value. Data collection was done from January to May 2019 through observation and respondent interview. Questioner with SWOT (Strengths, Weaknesses, Opportunities, Threats)and QSPM (Quantitative Strategic Planning Matrix) method was used during the interview. Analysis tools such as IFE, SWOT and QSPM were utilized in this research. The result showed that IFE (internal factor evaluation matrix) and EFE (external factor evaluation matrix) calculation matrix were given total score 2,85 and 2,8, respectively. Adding result of both matrix was positioning the mango marketing reality of PT Trigatra Rajasa in compartment V, mean hold and maintain. In this compartment, market penetration and product development strategy were suggested to be applied. Market penetration was recommended strategy to increase marketing of mango PT. Trigatra Rajasa based on QSPM (4,03) and efficiency of production budget through the utilization of mechanization (3,00) were suggested.
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Mukhlisa, Andi Nurul, and Andi Amytia Resty Dwiyanti. "Sustainable Development Strategy of Pine Resin in Bone Regency, South Sulawesi, Indonesia." E3S Web of Conferences 277 (2021): 05001. http://dx.doi.org/10.1051/e3sconf/202127705001.
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Production of pine sap international level in Indonesia every period of five years has decreased significantly, it is a reference to pine sap market attention on a smaller scope that district to village level-based potential. This study aims to formulate a marketing strategy to develop the market of pine resin in Bone regency. This study was conducted in Bone regency, South Sulawesi, Indonesia and held for 5 months. The analytical method used to formulate marketing strategy in this study was a semi structured interview, to analyze the data using analysis IE (internalexternal) matrix. The results of matrix calculations IFAS (internal factor analysis summary) obtained a total score of 2.85 and a matrix internal EFAS (External factors analysis summary) with a score of 3.2. The results after analyzed with IE matrix put pine resin market position of Bone Regency in the cell II, that grow and build. Recommendation development strategy of pine rosin market namely market penetration, market development, product development, integrase forward and integrase backward..
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Mabaya, Edward, Morgann Ross, Raj Shrestha, and Amity Weiss. "Seven Sisters: wine and womanhood." Emerald Emerging Markets Case Studies 4, no. 8 (November 26, 2014): 1–12. http://dx.doi.org/10.1108/eemcs-04-2014-0082.
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Subject area The main topics covered by this case are marketing strategies in a saturated market, human resource management, small enterprise challenges and constraints and corporate strategy. Study level/applicability The intended audiences for this case are upper-level undergraduate and graduate students. Students getting their degrees in business, international labor relations, marketing or public policy/administration are the main targets for this case. Students also interested in in agriculture, international development and race relations will benefit from studying this case. Case overview The international wine market is highly competitive. Innovative strategies are needed for new wineries to stand out in this saturated market. Both the product quality and its life story are important to consumers. Seven Sisters is exploring two new markets – Nigeria and Sweden – to expand their international presence. Also explored are marketing strategies for deeper penetration of the domestic market in South Africa. The case study illustrates the challenges and opportunities facing a small, women-owned enterprise from an emerging economy that is exploring international markets. Expected learning outcomes The specific teaching objective of this case is to teach students the importance of marketing and corporate strategy in a highly saturated market, such as South Africa. Analyzing this case, students will be exposed to value chains, formulating corporate strategy and devising marketing strategy. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Cooke, William N., and David G. Meyer. "Structural and Market Predictors of Corporate Labor Relations Strategies." ILR Review 43, no. 2 (January 1990): 280–93. http://dx.doi.org/10.1177/001979399004300208.
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The authors develop a model predicting which of three broad labor-relations strategies—union avoidance, union-management collaboration, or a mixed strategy combining elements of union avoidance and collaboration—a company will adopt. A multinomial logit estimation using data on 58 large unionized manufacturing corporations confirms that market pressures and structural characteristics of the company are important predictors of strategy choice. Specifically, the worse the market conditions (as gauged by import penetration and industry employment), the more likely executives will choose union avoidance over collaboration and mixed strategies. Collaboration is more likely to be chosen the greater the percent of plants unionized and the higher the ratio of cost of goods to sales. The choice of the mixed strategy is more likely the higher the labor intensity, capital investment, and number of plants.
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Nurviyan, Amanda, and Syahputra Syahputra. "Coffee Roast Bean Product in Bandung." Journal of Secretary and Business Administration 3, no. 1 (February 12, 2019): 12. http://dx.doi.org/10.31104/jsab.v3i1.92.
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Lifestyle changes especially in big cities of Indonesia make the coffee business grow, upstream to downstream line. Many entrepreneurs not only have coffee shop but also coffee roastery which produces roast beans. One of these is Kopi Dewa. It is an emerging startup facing new competitors every day that make it require new strategy to maintain its existence and win a bigger market. Related to this phenomenon, this study aims to determine the external factors and internal factors of Kopi Dewa in order to survive and thrive. The purpose of this research is to formulate competitive strategy of Kopi Dewa’s roast bean. This research method uses descriptive quantitative method. Data are obtained through interview, observation, questionnaire, and literature studies. These are done through, first, identifying internal and external factors of Kopi Dewa. Furthermore, these factors are shortened and given weights, ratings, and scores on the IFAS matrix and EFAS matrix. The results of both matrix show that Kopi Dewa position is included into first quadrant in the Cartesian SWOT diagram, which means growth strategy is a good strategy for Kopi Dewa in the present. Both matrix components are mapped in the TOWS Matrix and given four alternative strategies. All four alternative strategies are ranked from the most important to be implemented to the least executed. These are Growth Strategy (market penetration), followed by service quality, pause strategy, and market penetration consecutively.
Keywords: business strategy, competitive strategy, coffee roast bean product, SWOT analysis
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Wardani, Irma, Tria Rosana Dewi, and Libria Widiastuti. "PLANNING STRATEGY DEVELOMPENT SUPERIOR PLANTATION OF AGRIBUSINESS PLANTS IN SUKOHARJO DISTRIC." Agric 33, no. 1 (August 18, 2021): 67–80. http://dx.doi.org/10.24246/agric.2021.v33.i1.p67-80.
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The plantation sector is an agricultural sub-sector that has the potential to be developed in Sukoharjo Regency, therefore it is necessary to study potential plantation crops for priority development. The aim of this research is to formulate a development strategy for agribisation of estate crops.Analysis of the data used is Analytical Hierarchy Process (AHP), Strengths Weaknesses Opportunities Threats (SWOT) and Quantitative Strategic Planning Matrix (QSPM). Sugarcane plantation is a priority crop to be developed in Sukoharjo Regency and the chosen strategy is market penetration. This strategy is to do with upgrading activities of farmers in the development of sugarcane commodities through seeding, production, institutions, capital, human resources, appropriate technology.
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L, Lainatussifa, and Acep Muhib. "STRATEGI PENGEMBANGAN USAHA CAKE BUAH NAGA SEBAGAI IKON OLEH-OLEH ASLI BATAM (Studi Kasus : CV. Aroma Cake Buah Naga, Batam)." AGRIBUSINESS JOURNAL 12, no. 1 (July 15, 2019): 32–41. http://dx.doi.org/10.15408/aj.v12i1.11849.
Full textAbstract:
This study aimed to analyze the business development strategies of dragon fruit cake in C.V. Aroma Dragon Fruit, Batam. The IFE matrix, EFE, SWOT and AHP were employed to formulate strategic priorities for the business. Results of processing matrices AHP showed that priority strategies are an improvement strategy of the management system and the quality of customer service (0,157), a market penetration strategy (0,157), an improvement vision and mission of the company (0.123), and a development of new products in accordance with the development of consumer preferences (0.117 ).