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1 – 10 of over 122000
Article
Publication date: 1 February 2000

Vivienne Shaw

Presents the findings of a study of the successful international marketing strategies and headquarter‐subsidiary relationships of 186 German companies operating in the UK. A…

3147

Abstract

Presents the findings of a study of the successful international marketing strategies and headquarter‐subsidiary relationships of 186 German companies operating in the UK. A strong product orientation combined with a high level of market orientation was found to characterise successful German companies in the UK. Whilst both successful and less successful companies were found to adopt an ethnocentric approach with regard to strategic and product‐related issues the top performers did enjoy greater financial independence and a high degree of autonomy in day‐to‐day marketing decision making.

Details

European Journal of Marketing, vol. 34 no. 1/2
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 1 December 2005

Vivek Kapur, Jeffere Ferris, John Juliano and Saul J. Berman

Growth is the top priority on the CEO agenda, but the question they confront is “What factors constrain growth?” And, “How do successful companies drive growth?”

3705

Abstract

Purpose

Growth is the top priority on the CEO agenda, but the question they confront is “What factors constrain growth?” And, “How do successful companies drive growth?”

Design/methodology/approach

IBM Institute for Business Value conducted a global study that focused on three questions: Who are the successful growers and what patterns are associated with them? What do successful growers do differently? How can other companies apply what they do?

Findings

The major finding were: that limits to growth are often self‐imposed and, as such, can be overcome; firms with the will to be successful growers can break free of perceived constraints related to size, industry boundaries and geographic neighborhood; and despite the widely held belief that mergers and acquisitions inherently destroy value for the acquirer, companies that learn to become successful growers use M&A strategies effectively.

Research limitations/implications

Looking at 1,238 Global S&P 1200 companies, the IBM team analyzed the patterns of revenue growth and shareholder value creation over the decade, segmenting results by four component geographies and 18 industry groups. It selected three industries (consumer products, telecom services and electronics) for detailed assessment, developing cases studies for about 20 companies in each industry, picked to represent a range of successful and unsuccessful results.

Practical implications

Winning the growth game requires companies to excel in three vital areas: course, capability and conviction. Successful growers set the right growth direction – the course – by forming a clear point of view on the future, evolving the product‐market portfolio without being limited by history, building a competitive model to win and pursuing reinforcing initiatives to sustain growth. They truly understand their capabilities – based on realistic assessments of their strengths and limitations – and evolve their operational model to support the growth strategy. Finally, while many companies develop excellent plans, truly successful growers build organization‐wide conviction that translates intent into action for everyone from top leaders to front line managers.

Originality/value

The message is clear: neighborhood is not destiny. Executives have more room to be ambitious than they tend to believe. Winning companies set ambitious growth plans regardless of industry or geographic “limits.” They aim for targets above and beyond what they and their peers typically expect.

Details

Strategy & Leadership, vol. 33 no. 6
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 23 October 2007

Wendy L. Pirie and Michael K. McCuddy

The purpose of this paper is to provide an initial test of the validity of an intertemporal stewardship theory. This theory incorporates stewardship considerations, based on a…

1333

Abstract

Purpose

The purpose of this paper is to provide an initial test of the validity of an intertemporal stewardship theory. This theory incorporates stewardship considerations, based on a foundation of spirituality, as well as financial considerations into financial decision‐making models.

Design/methodology/approach

Contends that successful contemporary companies incorporate both financial and stewardship considerations into their decision making. Fortune magazine's Global Most Admired Companies list was used to define company success. Using Fortune's reputational criteria, companies were differentiated in terms of level of success. Hypotheses were developed about the articulation of and emphasis on financial considerations and stewardship considerations as evidenced by the corporate mission for highly successful vs less successful companies. The hypotheses were tested using paired t‐tests on mission statement data developed for the top‐, middle‐, and bottom‐ranked companies in each of the global industry categories in the 2002 Fortune magazine list. The intent was to determine if hypothesis‐relevant features of the mission statements significantly differed for the companies that were ranked at the top, middle, and bottom of their industries.

Findings

The results of this analysis indicate that organizational success cannot be achieved by focusing primarily on financial or stewardship considerations, but rather company success depends upon emphasizing both financial and stewardship considerations within the context of a clearly articulated mission focus.

Research limitations/implications

The research should be extended to cover more than a one‐year period. This will result not only in a test of validity over time but also a larger sample size.

Practical implications

The practical implications are threefold – for managers and for business professors and researchers. Managers should ensure that mission statements are sufficiently well articulated and focused, and that both financial and stewardship considerations are sufficiently emphasized. Business professors and researchers should use a new paradigm – incorporating both stewardship and financial considerations – for teaching and thinking about business and for conducting meaningful and realistic research.

Originality/value

The preeminence of financial considerations in business decision making is challenged in this article. We find that the most successful companies incorporate stewardship considerations as well as financial considerations into their decision making, at least as it is reflected in their missions. This article provides evidence that decision making can no longer be devoid of stewardship considerations if an organization is to survive and prosper over the long term.

Details

Managerial Finance, vol. 33 no. 12
Type: Research Article
ISSN: 0307-4358

Keywords

Article
Publication date: 1 December 2005

Kok Wei Khong

The purpose of this paper is to examine the perceived impact of outsourcing on customer service management.

8616

Abstract

Purpose

The purpose of this paper is to examine the perceived impact of outsourcing on customer service management.

Design/methodology/approach

The examination was conducted via a survey on 124 companies in Malaysia. Using the framework from Elmuti, factors manifesting customer service management were regressed on the key factors manifesting successful outsourcing. Hence a model was contrived. Structural equation modelling (SEM) was used to estimate the model.

Findings

The model was able to provide predictive implications on customer service management, given the activities of key factors manifesting successful outsourcing. In other words to improve customer service management, companies could control their outsourcing activities.

Originality/value

This paper offers an approach to measure the effects of multiple independent variables on multiple dependent variables. Using SEM, multivariate analyses were mathematically represented in a single equation. In this equation, companies could holistically compose strategies to optimise their management in customer service.

Details

Supply Chain Management: An International Journal, vol. 10 no. 5
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 1 October 2005

Ziaul Huq

This paper focuses on six change management issues that address quality management practices in the service sector, difficulty in taking a holistic approach to total quality…

8645

Abstract

Purpose

This paper focuses on six change management issues that address quality management practices in the service sector, difficulty in taking a holistic approach to total quality management (TQM) implementation in the service environment, and the challenges of delivering organizational reform through TQM.

Design/methodology/approach

The study employs a quasi‐qualitative case study methodology. Twenty service companies from health care, insurance, consulting, and banking and financial services were studied over a period of two years to assess their change management practices for implementing TQM.

Findings

The findings point to a less than total implementation of TQM in the studied companies. Among other issues, unrealistic expectations of employee commitment, absence of process focus, lack of organization around information flow, holes in education and training, and failure to create a continuous improvement culture contributed significantly towards failure. More successful companies focused on avoiding these potholes with strong leadership that emphasized strategic and tactical planning.

Research limitations/implications

Based on one successful company, the study provides a guideline for successful TQM implementation in a service setting. However, with only one successful company, it would be difficult to generalize to other companies unless future research investigates other successful companies in similar industries, similar economic environment, and market conditions.

Originality/value

The value of the paper lies in the lessons learned that when real and actual approaches to change management follow academic models and techniques of change management, the ability to develop and implement organization‐wide change progresses more smoothly.

Details

Managing Service Quality: An International Journal, vol. 15 no. 5
Type: Research Article
ISSN: 0960-4529

Keywords

Book part
Publication date: 13 August 2007

Isin Guler

This study empirically examines how firms manage real options over time in the context of the U.S. venture capital industry. It tracks the venture-capital funding histories of…

Abstract

This study empirically examines how firms manage real options over time in the context of the U.S. venture capital industry. It tracks the venture-capital funding histories of U.S. portfolio companies founded during 1989–1993, and their outcomes, until 2004. An examination of sequential investments suggests asymmetries in the management of successful and unsuccessful companies. Signals of a company's progress, such as the number of its patents, are significant predictors of VC investment practices in the case of successful companies, but not in the case of unsuccessful companies. In contrast, VC firm characteristics, such as experience in the company's industry, IPO experience, and geographic proximity, appear to explain variance in investment policies for unsuccessful companies, but not successful ones. This suggests that signals of progress are relatively easier to interpret when real options perform well over time, and investors can perhaps apply them equally effectively. In contrast, signals of failure are more ambiguous and complex; and firm-level differences are more pronounced in the management of unsuccessful options.

Details

Real Options Theory
Type: Book
ISBN: 978-0-7623-1427-0

Article
Publication date: 1 February 1999

David Pickernell and Julia Hermyt

This article looks at how certain companies within the UK meat, poultry and cheese packaging and processing industries have achieved success within the new market environment…

712

Abstract

This article looks at how certain companies within the UK meat, poultry and cheese packaging and processing industries have achieved success within the new market environment created in the aftermath of the BSE crisis. The study utilises a postal questionnaire sent to 50 companies in these industries and identified three sets of industry key success factors or strategies: focus on the customer, focus on value added, focus on pursuing improvements. The strategies identified within those areas can provide such organisations with basic policies which can improve the probability of emerging as successful in a changing environment.

Details

British Food Journal, vol. 101 no. 1
Type: Research Article
ISSN: 0007-070X

Keywords

Article
Publication date: 1 February 1990

Gordon Wills, Sherril H. Kennedy, John Cheese and Angela Rushton

To achieve a full understanding of the role ofmarketing from plan to profit requires a knowledgeof the basic building blocks. This textbookintroduces the key concepts in the art…

16056

Abstract

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

Details

Management Decision, vol. 28 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 3 August 2015

Julie Sisson and Ahmad Elshennawy

The purpose of this research is to identify key interrelated components of successful, sustained lean transformation. When implemented successfully, lean not only allows for cost…

16815

Abstract

Purpose

The purpose of this research is to identify key interrelated components of successful, sustained lean transformation. When implemented successfully, lean not only allows for cost reduction while improving quality but it can also position a company to achieve tremendous growth. However, although many companies are attempting to implement lean, only an estimated 2-3 per cent are achieving the desired level of success.

Design/methodology/approach

A thorough literature review was conducted and the findings indicated six key constructs that can act as enablers or inhibitors to implementing and sustaining lean. A theoretical framework was developed that integrates these constructs and develops research propositions for each. A multiple-case study analysis was used to test the framework on four companies that have achieved successful lean transformations to validate the model.

Findings

Sixteen propositions were supported in all four of the case studies and one proposition was supported in three of the four case studies.

Originality/value

This research proposed and tested a model lean transformation on cases drawn from the very small number of companies in the USA that have achieved successful, sustained lean improvement. The case studies represented a broad variety of manufacturing industries, increasing the likelihood of the research being able to be broadly generalized and applied. The model provides a set of related tangible actions that organizations planning to undertake a lean transformation can focus on to help insure successful implementation and sustainment.

Details

International Journal of Lean Six Sigma, vol. 6 no. 3
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 28 June 2013

Robert T. Evans, Thanida Chitnomrath and Theo Christopher

This research seeks to determine the success of turnaround strategies adopted by corporations in Thailand following post‐bankruptcy reorganization plans approved by the Thai…

Abstract

Purpose

This research seeks to determine the success of turnaround strategies adopted by corporations in Thailand following post‐bankruptcy reorganization plans approved by the Thai Central Bankruptcy Court.

Design/methodology/approach

The study uses a sample of 101 companies whose reorganization plans have been confirmed by the Thai Central Bankruptcy Court in the period 1999‐2002, with performance measures to 2005.

Findings

The results indicate that over a three‐year reorganization period successful companies were found to be most likely to adopt cost and expense reduction, company size reduction and disposal of non‐core assets while operational strategies aimed at reconfiguring internal operations and systems were not likely to be associated with successful companies.

Practical implications

The data suggests, subject to limitations, the selection of restructuring methods may differ between those companies which successfully reform and those which do not. Companies pursuing successful turnaround strategies were found most likely to adopt cost and expense reduction, company size reduction and disposal of non‐core assets as significant operational strategy.

Originality/value

Prior research in Thailand has not investigated turnaround strategy of successful and unsuccessful companies. The result of the study has practical significance as it provides information of use to regulators, management, lenders, creditors, practitioners, and investors. The prevailing economic conditions worldwide suggest the need for replication and continual refinement of research in this area, not only in Thailand but elsewhere.

Details

Journal of Accounting in Emerging Economies, vol. 3 no. 2
Type: Research Article
ISSN: 2042-1168

Keywords

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