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Case study
Publication date: 19 October 2012

Olimpia C. Racela and Amonrat Thoumrungroje

International marketing, new product development, international business expansion, small business management.

Abstract

Subject area

International marketing, new product development, international business expansion, small business management.

Study level/applicability

This case is intended for senior undergraduate or graduate MBA students taking a course in international business, international marketing, or small business management.

Case overview

Thai Jintan Company Limited (Thai Jintan) is a medium-sized importer, distributor, and marketer of premium confectionery and health care products in Thailand with the exclusive distribution arrangements of Morishita Jintan Company Limited (Morishita), one of Japan's oldest companies and a leader in the Japanese probiotic and confectionery industry. The case takes place in August 2009, approximately 18 months after Thai Jintan implemented its market launch of Morishita's technologically advanced breath and belly mint under the brand name of Jintan Nude. With a limited promotional budget of 8 million baht (€161,128) coupled with Thailand's regulatory environment for the marketing of food and drugs, Thai Jintan, a newcomer to the breath mint market, was faced with having to devise a resourceful marketing and promotional campaign. Thai Jintan management was confronted with assessing its past marketing plan and deciding on what to do to achieve its ambitious goal of capturing a 20 percent market share of the growing mint/menthol candy confectionery segment in Thailand.

Expected learning outcomes

After reading and discussing the case, students should have a better understanding of the following: the challenges faced by small businesses and new entrants; learning to apply different frameworks such as PEST or PESTEL, SWOT, and/or Five Forces to scan and assess a competitive environment; familiarizing themselves with different channels members’ roles in a distribution system; learning to evaluate a company's current marketing strategies and to recommend strategies to improve its segmentation, targeting, and positioning strategies and to design a new marketing mix for a new product launch in an overseas market; and learning how to effectively allocate a marketing budget.

Supplementary materials

Teaching notes are available.

Article
Publication date: 5 August 2021

Amonrat Thoumrungroje, Olimpia C. Racela and Man Zhang

Grounded in strategic choice and resource-based views, this study aims to investigate the antecedents and consequences of relational strategic emphasis of foreign…

Abstract

Purpose

Grounded in strategic choice and resource-based views, this study aims to investigate the antecedents and consequences of relational strategic emphasis of foreign subsidiaries operating in Thailand. Four types of relational strategies were identified with associated differential performance outcomes.

Design/methodology/approach

Data collected via self-administered surveys from a diverse sample of 168 foreign subsidiaries were analyzed in two stages. First, multinomial logistic regression was used to test whether resource-bridging capability, nonmarket-based assets and market-based assets were significant predictors of relational strategy type. Then, multivariate analysis of variance was used to determine whether the four relational strategy types differed in their strategic performance and financial performance.

Findings

The three resource-based motives are significant predictors of relational strategy. Firms adopting the “dual-relational” strategy tend to have the highest level of resource-bridging capability and nonmarket-based assets while firms pursuing the “business-oriented” strategy are likely to possess a higher level of market-based assets. Extensive reliance on relational ties enables foreign subsidiaries to achieve a much higher level of strategic and financial performance than those that chose to only rely on transactional or contractual relations.

Practical implications

Foreign subsidiaries operating in emerging markets characterized by an unstable market environment have to establish good relationships with buyers, suppliers and distributors, as well as government agents.

Originality/value

Using a juxtaposition of political and business ties, a typology of the relational strategy was conceptualized. This study extends non-market strategy research by investigating the relationship between resource and capability in the choice of relational strategy. Diverse degrees of political and business ties show different impacts on strategic and financial performances.

Details

Journal of Asia Business Studies, vol. 16 no. 4
Type: Research Article
ISSN: 1558-7894

Keywords

Case study
Publication date: 24 May 2013

Amonrat Thoumrungroje and Olimpia C. Racela

Corporate diversification, product portfolio analysis, industry structure, international business expansion, beverage industry.

Abstract

Subject area

Corporate diversification, product portfolio analysis, industry structure, international business expansion, beverage industry.

Study level/applicability

The case is suitable for senior undergraduate and graduate MBA strategic management, international business strategy, and marketing strategy courses.

Case overview

Thai Beverage Public Company Limited (ThaiBev) was Thailand's largest beverage company and was among Asia's major alcoholic beverage companies. The case situation takes place during the latter part of August 2010, two years after the public announcement of ThaiBev's ambitious intentions to become a comprehensive and integrated beverage company and after having recently re-launched its acquired Wrangyer energy brand, a move signaling ThaiBev's strong commitment to its non-alcoholic beverages. The case describes the beverage industries at the global, regional, and country level and discusses ThaiBev's range of businesses. Marut Buranasetkul, Senior Vice President of Corporate Service and Deputy Managing Director of Thai Beverage Marketing, the sales and marketing arm of ThaiBev, must decide on the direction for ThaiBev to pursue to bring ThaiBev's non-alcoholic beverages to account for at least 10 percent of the company's total revenue. This case presents a number of important strategic topics, particularly in discussing industry structure and competition, as well as diversification issues encountered by a firm that was attempting to create a greater balance between the revenue contributions from its market leading dominant businesses and that of its younger and newer business lines.

Expected learning outcomes

Students will: understand the challenges faced by large conglomerates wanting to change their market position; learn to apply different frameworks such as Porter's Five Force Model, portfolio analysis, SWOT and to assess the competitive environment; learn to evaluate a company's current product portfolio and to recommend strategies to improve its allocation of resources; and learn to identify key success factors necessary to compete in a highly competitive industry.

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.

Article
Publication date: 8 October 2019

Olimpia C. Racela and Amonrat Thoumrungroje

Grounded on resource-advantage (R-A) theory, the purpose of this paper is to investigate how customer orientation, as a higher-order or interconnected operant resource…

Abstract

Purpose

Grounded on resource-advantage (R-A) theory, the purpose of this paper is to investigate how customer orientation, as a higher-order or interconnected operant resource, enhances firm performance through creativity capability (i.e. idea generation and problem solving) and innovation capability (i.e. the implementation of creative ideas) – among firms of different sizes and within different market contexts. The authors conceptualize customer orientation as a firm’s capacity to create and deliver superior customer value through the processing of market intelligence, as demonstrated by the firm’s composite operant resources of market-sensing, customer-relating and customer-response capabilities.

Design/methodology/approach

Data were collected via qualitative in-depth interviews for scale development followed by a mail questionnaire survey for quantitative responses. A final sample size of 190 firms based in Thailand participated and the data were analyzed using structural equation modeling and bootstrapping multi-group comparisons to investigate the hypothesized mediation and moderation effects.

Findings

Customer orientation enhances organizational creativity and innovation capabilities, which improve firm revenue and financial performance. The relationships among customer orientation, creativity capability, innovation capability and firm performance vary depending on firm size, market dynamism and customer type.

Practical implications

Managers need to consider contextual factors, particularly firm size, market dynamism and the nature of their buyer markets as key contingencies in their resource deployment decisions intended to develop customer orientation and innovation capabilities.

Originality/value

This study advocates R-A theory by empirically revealing how different hierarchical resources within a firm are intertwined to provide firms with competitive R-A. The findings further highlight a contingent nature of customer orientation–innovation–performance relationships among firms in an emerging economy.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 32 no. 2
Type: Research Article
ISSN: 1355-5855

Keywords

Article
Publication date: 21 September 2021

Amonrat Thoumrungroje and Supara Kapasuwan

Given the inconclusive findings on relational ties–performance relationships, this study approaches this phenomenon through social capital theory and resource-based view…

Abstract

Purpose

Given the inconclusive findings on relational ties–performance relationships, this study approaches this phenomenon through social capital theory and resource-based view (RBV) lenses to advocate the mediating role of nonmarket- and market-based capabilities.

Design/methodology/approach

A survey-based research methodology was employed. A list of 1,425 foreign subsidiaries was identified from the Thailand Board of Investment (BOI) website, and key informants were contacted. A final response rate of 11.8% was achieved. All hypotheses were tested via path analyses with the bootstrapping technique.

Findings

The results indicate that the relationships between business- and government-relational ties and performance are fully mediated by market- and nonmarket-based capabilities with the latter serving as essential but inadequate preconditions for achieving superior firm performance.

Practical implications

To mitigate the liability of foreignness and to enhance performance of foreign subsidiaries operating in volatile emerging economies such as Thailand, government and business relational ties are crucial in developing nonmarket- and market-based capabilities. The nonmarket-based capabilities entail the ability to negotiate with and influence policy makers, which in turn helps augment the development of market-based capabilities, including the ability to be highly responsive to customers' needs.

Originality/value

This research illustrates the embedded roles of nonmarket and market-based capabilities developed through complex interactions among social actors, including the multinational enterprises’ (MNEs’) subsidiaries and government and nongovernment counterparts, in attaining superior performance. The results indicate how relational ties enable MNEs’ subsidiaries to develop various capabilities, and how these capabilities are related with each other and linked to firm performance. Findings from an emerging economy undergoing recent political and economic uncertainties also provide theoretical advancements for international business studies.

Details

Journal of Strategy and Management, vol. 15 no. 2
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 11 March 2005

Amonrat Thoumrungroje and Patriya Tansuhaj

Building on the entrepreneurship, marketing and strategic management literature, we propose a conceptual model to investigate the effects of entrepreneurial strategic…

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Abstract

Building on the entrepreneurship, marketing and strategic management literature, we propose a conceptual model to investigate the effects of entrepreneurial strategic posture (ESP), perceived environmental uncertainty and international diversifi cation strategy on performance. The ESP‐International diversification‐Performance relationship is investigated using a contingency framework. Entrepreneurial strategic posture is postulated to influence the use of international diversifi cation strategy of entrepreneurial fi rms. Moreover, perceived environmental uncertainty is hypothesized to strengthen the relationship between a firm’s entrepreneurial strategic posture and international diversification strategy, which ultimately affect the firm’s performance. Propositions for further empirical studies are provided in addition to managerial and theoretical contributions.

Details

Multinational Business Review, vol. 13 no. 1
Type: Research Article
ISSN: 1525-383X

Keywords

Book part
Publication date: 24 October 2015

Amonrat Thoumrungroje

Owing to the inconclusive results of prior studies on the strategic change–firm performance relationship, this paper extends the marketing strategy literature by…

Abstract

Purpose

Owing to the inconclusive results of prior studies on the strategic change–firm performance relationship, this paper extends the marketing strategy literature by postulating an “inverted U-shaped” relationship and the moderating roles of “organizational learning” (OGL) and “strategic flexibility” (STF).

Methodology/approach

A self-administered survey was employed to collect data from different strategic business units of 550 firms operating in Thailand. The data collection yielded a response rate of 17.27%. Confirmatory factor analysis was used to validate the scales, and path analysis was employed to test the hypotheses in this study.

Findings

Although no significant curvilinear relationship was found, the directions of the path coefficients are consistent with the hypothesis. Both OGL and STF serve as significant moderators in the marketing strategic change (MSC)–business performance relationships. While STF strengthens the relationship, the generative OGL tends to weaken it.

Practical implications

Managers need to understand the type of learning that fits different types of strategic changes in order to enhance business performance. Generative OGL may seem harmful for changes that are less proactive. Furthermore, firms should incorporate flexibility in managing political, economic, and financial risks in their strategies by emphasizing investments and cost sharing, flexible human capital allocation, and spontaneous and impromptu actions.

Originality/value

This study extends international marketing strategy literature by empirically testing the hypotheses in an emerging Asian economy. The research proposes a nonlinear relationship between MSC and business performance as well as introduces the moderating roles of OGL and STF.

Details

International Marketing in the Fast Changing World
Type: Book
ISBN: 978-1-78560-233-7

Keywords

Article
Publication date: 26 July 2011

Chaiporn Vithessonthi and Amonrat Thoumrungroje

The primary purpose of this research is to review and discuss the potential associations among strategic change, organisational learning, and firm performance, and to…

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Abstract

Purpose

The primary purpose of this research is to review and discuss the potential associations among strategic change, organisational learning, and firm performance, and to propose a conceptual model to investigate such relationships.

Design/methodology/approach

The literature on the strategic change‐performance relationship was explored with the emphasis on elaborating the effects of frequency of strategic change on firm performance. In addition, a moderating role of organisational learning on such a relationship is introduced.

Findings

From the literature review, it is proposed that the relationship between strategic change and firm performance is an inverted U‐shape. Extremely frequent and infrequent strategic changes are deemed to be detrimental to firm performance. However, the research reveals that the strategic change‐performance relationship may alter due to the moderation of organisational learning.

Research limitations/implications

Given the conceptual nature of this paper, a review of relevant literature and a conceptual model are presented with suggestions for future empirical study. This paper also extends the strategic change‐performance research by advocating an inverted U‐shape relationship as one plausible explanation for inconsistent findings found in past literature.

Practical implications

Managers should try to understand their organisations and implement an appropriate level of strategic change in order to maximise the firm's overall performance. In addition, a significant role of organisational learning in supporting firms to manoeuvre in today's increasingly dynamic and competitive environment is highlighted to managers.

Originality/value

This paper attempts to explain: why firms might attain different levels of performance provided that they undergo various degrees of strategic change (in terms of frequency); and what factors contribute to the variations in organisational performance among firms that have undertaken the same number of strategic changes during a given period of time.

Details

Journal of Asia Business Studies, vol. 5 no. 2
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 24 April 2007

Olimpia C. Racela, Chawit Chaikittisilpa and Amonrat Thoumrungroje

This paper aims at investigating and uncovering the potential effect of exporters' market orientation upon international business relationship with particular emphases on…

5741

Abstract

Purpose

This paper aims at investigating and uncovering the potential effect of exporters' market orientation upon international business relationship with particular emphases on cooperation, dependence, and relationship distance.

Design/methodology/approach

This is a quantitative study using a mail survey among Thai exporting firms in various industries. The final sample size was comprised of 388 strategic business units (SBU's) from 279 Thai export firms in over eight industries. Data were analyzed using structural equation modeling by means of AMOS 4.01.

Findings

Exporters' market orientation enhances the cooperation between the exporters and their major overseas distributor while minimizing their dependence and relationship distance. In addition, export performance is higher with greater exporter cooperation and lower relationship distance. Interestingly, the influence of exporter dependence on export performance varied among industry groups.

Practical implications

This study extends the domain of market orientation in international contexts by illustrating and empirically testing how exporters' market orientation serve as an antecedent to the development of business‐to‐business relationships, which ultimately enhances export performance. To business practitioners, this research pinpoints a particular challenge faced by exporters in managing their relationships with their overseas distributors in order to achieve better performance. Our findings show that market orientation plays a crucial role in developing and nurturing cooperative efforts with overseas distributors. As a result, exporters and their overseas distributors are recommended not only to form cooperative norms that are critical to joint marketing decisions and actions, but also aim to establish and maintain mutual dependence for their superior performance enhancement.

Originality/value

This study contributes to marketing and international business literature and provides insights to exporters by investigating the relationships among market orientation, behavioral aspects of business relationships and export performance. It also provides some evidence that market orientation practices are beneficial in enhancing cross‐cultural relationships, which have been given limited attention in previous literature.

Details

International Marketing Review, vol. 24 no. 2
Type: Research Article
ISSN: 0265-1335

Keywords

Content available
Book part
Publication date: 24 October 2015

Abstract

Details

International Marketing in the Fast Changing World
Type: Book
ISBN: 978-1-78560-233-7

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