Search results

This empirical study investigates the relationship between the choice of an export market expansion strategy and the subsequent performance of exporting firms. Multiple measures of export performance were compared across three groups of firms following different export market expansion strategies: export market concentration, concentric diversification, and diversification strategies. A sample of 52 small and medium‐sized US high technology manufacturers showed significant differences among three strategic groups in export level and growth measures, but no significant differences in export profitability measures were found.

Despite 40 years of research by many social science disciplines, the conduct of planning in the business firm is not well modelled or understood. For marketers, this presents a particularly important problem. Marketing planning is particularly susceptible to the heirarchical nature of the planning process and the need to develop both deliberate and emergent plans. Since marketers provide the interface between the firm and its markets and customers, they must provide the essential strategic and tactical planning direction to the firm's overall strategic planning process. Marketing planning has a strategic and tactical component. Marketers must be precise with their use of terminology, being careful to identify exactly what they mean when they use the terms planning, marketing and strategy.

Outlines effective corporate strategy‐marketing strategy relationships in the context of a behavioural segmentation framework for competing in the global marketplace. Evaluates standard, local and regional market strategies in conjunction with cost‐based, customer‐based and innovation‐based corporate strategies. Highlights key corporate strategy‐marketing strategy combinations in a global strategic marketing decision tree. These combinations enhance an organization’s ability to compete effectively in global consumer markets. Utilizes corporate examples to emphasize the effectiveness of these combinations. The premiss of this paper is that corporate strategy drives marketing strategy. Concludes that by recognizing the complex interrelationships between corporate and marketing strategy, organizations may achieve global strategic competitiveness.

Eight different bank marketing strategies are grouped into two broad categories: growth and competitive strategies. The author indicates various marketing strategies, suggesting some of the alternative strategies suitable for different banks, emphasising the criteria on the basis of which marketing strategy selection can be made.

Just‐in‐time manufacturing is one of the most important management developments of the last decade and a half. Articles on the subject have virtually flooded the business periodical literature. Yet despite the proliferation of this literature, there are indications that the fundamental implications of this concept as an effective competitive strategy have not been fully grasped by U.S. manufacturers. This article attempts to integrate the manufacturing strategy of just‐in‐time with an important element of the firm's marketing strategy—the price element of the marketing mix. Given the competitive pressures on many U.S. firms, price becomes an increasingly important competitive weapon. Only when the benefits deriving from just‐in‐time show up in a firm's marketing strategy will U.S. firms demonstrate an ability to translate an effective manufacturing strategy into a significant competitive edge.

Based on a number of samples taken in the Hungarian central organs of economic management. Describes interactions between national planning and market forces. Documents how Hungarian enterprises are interested in their annual profits and states that the three main features are, that efficiency: depends on economic productivity success; is characterised by the technical degree of productivity; can be expressed by the degree of long‐range competitiveness. Finalises that the results can be analysed from the enterprise's market strategy and these should be seen at the level of the enterprise and the national economy.

The purpose of this paper is to review and assess the different strategies that what we call Info-firms can deploy in the markets that they serve. In many markets, a firm’s competitive advantage is derived from its information position. Firms that actively and extensively collect customer information may develop a number of strategies to increase their competitiveness. We refer to such firms as info-firms – for some firms, this is all that they do: collect and sell data about consumers. Info-firms can target either customers or other firms, and they target either existing or adjacent markets. A 2 × 2 matrix characterizing strategies is introduced. Some strategies are known, but their effects are more pronounced on online markets because of the overwhelming amount of data available, while other strategies that are discussed are new. The strategies that info-firms develop and use change the dynamics in value chains substantially. The strategies adopted affect the market and value chain dynamics and determine which parties in the market are likely to benefit (most).

This is a conceptual paper.

The strategies that info-firms develop and use change their dynamics in value chains substantially. Some strategies are known, but their effects are more pronounced on online markets because of the overwhelming amount of data available, while other strategies are new.

Drawing on an economic theory, an evaluation of the strategies that info-firms develop is offered, identifying which parties stands to gain the most.

The effects of the use of strategies used by info-firms have been largely overlooked, and yet, strategies adopted affect the market and value chain dynamics and determine which parties in a market are likely to benefit (most).

The classification of strategies that info-firms can develop, and the likely effects on the market dynamics and economic prospects of different market players has not been discussed in the literature so far. A comprehensive and novel perspective is offered.

International companies should be prepared with appropriate basic strategies to handle today's challenges, and these are seen to consist of allocation strategy, international market segmentation, innovation strategy, co‐operation strategy and strategies concerning the political environment. The characteristics and attendant problems of each strategy are discussed with special reference to German firms, and also the strengths and weaknesses of co‐operation strategies and the influence of social and political/legal demands on international companies.

Short breaks are one important segment of the overall tourism market. They provide a distinct market sector with, it appears, special competitive strategies. While the growth and value of this market sector is undisputed, little attention has been paid to the strategic nature of short break provision, or the potential of movement in strategic space. Using data gathered from personal interviews and applying the concept of strategic group clusters and strategic space, explores strategy and performance differences of companies operating in the UK short break market. Examines correlation between structural variables of market scope, company size; and sources of competitive advantage in relation to prime strategies adopted. Draws conclusions with regard to shifts in strategic space for performance enhancement, and potential future market developments.

This study aims to focus on a key unanswered question about how digitalization and the knowledge processes it enables affect firms’ strategies in the international arena.

The authors conduct a systematic literature review of relevant theoretical and empirical studies covering over 20 years of research (from 2000 to 2023) and including 73 journal papers.

This review allows us to highlight a relationship between firms’ international strategies and the knowledge processes enabled by applying digital technologies. Specifically, the authors discuss the characteristics of patterns of knowledge flows and knowledge processes (their origin, the type of knowledge they carry on and their directionality) as determinants for the emergence of diverse international strategies embraced by single firms or by populations of firms within ecosystems, networks, global value chains or alliances.

Despite digital technologies constituting important antecedents and critical factors for the internationalization process, and international businesses in general, and operating cross borders implies the enactment of highly knowledge-intensive processes, current literature still fails to provide a holistic picture of how firms strategically use what they know and seek out what they do not know in the international environment, using the affordances of digital technologies.