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Strategies for diversification

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... Moreover, most esports teams have academy teams that serve as Thompson (2013) Diversification (Corporate) A business growth strategy that involves bringing a new product/service to a new market. Ansoff (1957) Endemic sponsor A sponsor whose business is related to the products/services offered in an industry. ...
... The strategic actions of these teams can be considered a more radical corporate growth strategy whereby professional sport teams are diversifying into the esports marketspace. This corporate growth strategy -diversification -entails not only entering a new market but also generating new products and services for the said market (Ansoff, 1957). ...
... Diversification is a corporate growth strategy whereby a firm enters a new product and service market that involves new skills and technology (Ansoff, 1957). In the context of esports, professional sport teams have diversified their corporate structure by creating, developing, and purchasing esports teams. ...
Chapter
Technology-driven changes are influencing the way sports are managed and consumed. At the forefront of these changes are inherently digital esports. Esports, competitive video gaming tournaments, are providing professional sport organizations (i.e., leagues, teams) opportunities to capitalize on this burgeoning and dynamic phenomenon. In this chapter, key components of the esports ecosystem are examined, including video game developers and publishers, digital platforms, sponsors, and esports teams. In addition, there is a focus on the growing number of connections between professional sport organizations and esports teams and exploring how these organizations are monetizing their operations in the rapidly growing esports marketspace.
... Market penetration is an effort by a firm to boost its revenue by selling the same products and services in the same market without leaving its original product-market strategy. In addition, the firm attempt to improve its performance either by growing the volume of revenue to its existing customers or by looking for new customers for existing products (Ansoff, 1957). For this reason it is a low risk strategy (CIMA, n.d), since the organisation is not developing new products or venturing into new markets. ...
... According to Ansoff (1957) market development is a strategy whereby the company make an effort to increase its sales of existing products and services or with minor variation in the product features to the new markets. This can be achieved through selling in different geographical areas, selling through different sales channels such as online or selling to different demographic groups such as age or gender (CIMA, n.d). ...
... Diversification is where by the firm develops new products with different features for a new market (Ansoff, 1957). When a firm consider adopting a strategy for growth, diversification should be considered last after exhausting market penetration, market development and product development because of it high risk of failure (Ansoff, 1957). ...
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The role played by Small and Medium Enterprises (SMEs) in economic development is substantial, hence their progression and viability is of major concern. This study aimed to describe the growth strategies adopted by SMEs in Harare. A descriptive survey research design was used. In the first strand quantitative data was collected through questionnaires from sixty-one SMEs. In the second strand qualitative data was collected through interviews with thirty selected participants from the first strand. Research findings show that the key strategy used by SMEs is networking market penetration, market development, human resource strategy, diversification strategy and product development strategy. Education was the most prominent factor affecting the choice of strategy. The study recommends SMEs to make use of growth strategies that are in line with their vision and mission. A thorough analysis of the environment wherein they operate should be done before they use a particular growth strategy.
... Digital transformation has also led to adjustments in the growth strategies, such as the Ansoff (1957) growth matrix. The Ansoff (1957) growth strategies include market development, market penetration, and product development. ...
... Digital transformation has also led to adjustments in the growth strategies, such as the Ansoff (1957) growth matrix. The Ansoff (1957) growth strategies include market development, market penetration, and product development. Using a digital platform lens, Verhoef et al. (2019) found new growth strategies that expand the conceptualisation of Ansoff's (1957) growth matrix. ...
... The Ansoff (1957) growth strategies include market development, market penetration, and product development. Using a digital platform lens, Verhoef et al. (2019) found new growth strategies that expand the conceptualisation of Ansoff's (1957) growth matrix. The new proposed strategies are deployed by organisations that have adopted digital transformation. ...
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The purpose of this research which is predicated on a qualitative case study design was to examine digital transformation in an insurance firm in Gauteng Province of South Africa with an extensive footprint throughout the country. The study aimed to gain a deeper understanding of the insurance organisation’s response to the implementation of digital transformation and how it affects the organisational strategy. Purposive sampling was adopted to select participants, who are managers and heads of departments. Data was collected through in-depth interviews. Thematic analysis was used to analyse data. The study found that the firm understands the significance of incorporating digital transformation into the strategy. The findings revealed that the firm is taking steps to incorporate digital transformation in the business strategy, however, they are not doing enough to fully address the problem of slow adoption. It was recommended that the company should fully embrace digital transformation and consider undertaking fundamental changes in the business strategy or to redefine the strategy.
... Strategy plays an important role in the development of an enterprise. Researchers and practitioners propose numerous strategies; for example, market penetration, market development, product development, diversification (Ansoff, 1957), cost leadership, differentiation, and focus (Porter, 1985). Among the traditional strategies recommended for SMEs are: stressing higher product quality over lower prices, dominating a market niche, and frequent product and service innovations (Harrison & Taylor, 1996). ...
... According to Ansoff, market development should be assessed as a firm's second growth strategy. Market development is defined as a strategy that is intended to enhance business performance through an existing product that is being marketed in current and new markets (Ansoff, 1957). A market-development strategy is a business-growth strategy that reflects firm's activities in offering/selling existing products in new markets or new market segments. ...
... In the Ansoff matrix, a product-development strategy is in the point where the development of an existing market and a new product approach intersect. A product-development strategy is a process of sustaining a firm's existing mission and creating new products that have new and different features (Ansoff, 1957). Product development has always been a challenging task; surprisingly, each organisation considers it to be a primary tool for surpassing its competition. ...
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AVAILABLE AT: https://eber.uek.krakow.pl/index.php/eber/article/view/1425 Objective: The objective of this article is to identify strategies that can help small firms alleviate the negative impact of the Covid-19 crisis. We tested six strategies (namely, entrepreneurial, market penetration, market development, product development, diversification, and cooperation). In particular, we identified combinations of these strategies that may lead to performance during the current pandemic crisis. Research Design & Methods: This is a quantitative study that uses fuzzy-set qualitative comparative analysis (fsQCA). We identified and compared combinations of strategies that are specific for three market conditions; namely, non-crisis, the initial phase of the crisis, and the advanced phase of the crisis. The research sample consisted of 150 small printing enterprises operating across Poland. Findings: Our findings show that combinations that may lead to firm performance during crises differ from those that are specific for non-crisis conditions. Specifically, the presence of a diversification strategy together with the absence of a market-penetration strategy along with the presence of entrepreneurial, market-development, and product-development strategies may lead to an increase in firm performance before the crisis. During the initial phase of a crisis, the presence of an entrepreneurial strategy together with a product-development strategy or a product-development strategy that is accompanied by a diversification strategy may lead to an increase in firm performance. During the advanced phase of the crisis, the presence of an entrepreneurial strategy together with a product-development strategy along with a set of entrepreneurial, market-penetration, market-development, and cooperation strategies may lead to an increase in firm performance. The most common strategies are product development and entrepreneurial strategies; these are present under all market conditions. Implications & Recommendations: This study confirms the role of a firm's strategy. This study exposes the necessity of adapting the strategy to changing market conditions. In particular, this study indicates which strategies and their combinations enable a firm to alleviate the impact of a crisis. These observations have meaningful managerial implications for entrepreneurs regarding the current Covid-19 pandemic crisis and possible future crises.
... They already have a product in the market as a gift or on hand. Market penetration is an effort to increase a company's sales without abandoning its initial product-market strategy at the expense of competitors (Ansoff, 1957). ...
... As a result, this is a marketing technique to boost the firm's present revenue by increasing sales of newly discovered products. The owners' strategy for growth is to advertise their existing product line in a new market (Ansoff, 1957). ...
... Where there is a reduction in existing items in current market segments, a new product to be promoted to existing clients boosts the firm's growth vector. Companies can create new products or services to replace existing ones to gain market share over competitors (Ansoff, 1957). ...
Conference Paper
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A marketing model may be an instrument that sponsors, and businesses utilize to get the quality and gaining potential of their commerce. Marketing models audit the by and large procedures and parameters included with publicizing a company and its product. The reason for showcasing technique, choose which portion of the showcase getting to target, anticipate the effect certain activities have on buyers, and produce income projections. This research seeks to explore and study the development of several methods of marketing models that include SWOT
... Diversification is a business strategy adopted by firms to increase their revenues and spread the business risk by changing and updating the product portfolio. Igor Ansoff (1957), a Russian American business manager and mathematician, was the first who identified in the mid-1900s four main strategies for firms' growth in turbulent markets: increasing in market penetration, market development, product development and diversification, as illustrated in the matrix in Figure 1. In particular, when implemented, diversification must satisfy stakeholders' interests, and companies that decide to diversify will have to decide which products to launch, improve or eliminate. ...
... Matrix of key strategies for increasing company business, including diversification. Source: Authors' adaptation fromAnsoff, 1957 ...
Article
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Firm diversification is a growth strategy that allows firms to launch new products in untapped markets to increase revenue. It is the identified approach where industrial designers can contribute to exploring new tactical assets. The paper analyses the design-oriented diversification of a furniture company in Italy, where Design played a crucial role in positioning new demands. The tool applied to display the current and the feasible product portfolio is the Product Space. The company has leveraged its know-how on bent glass to produce iconic objects, winning prestigious design awards.
... El primer modelo que se analizará es el modelo de Ansoff (1957), el cual se orienta a partir de unos ejes estratégicos, que permiten a la organización determinar el accionar del mercado en que compite, buscando un crecimiento y permanencia en el mismo, diversificando el portafolio de productos que ofrece la empresa y cómo puede crear estrategias diferenciadoras y con valor agregado, dentro del direccionamiento estratégico. Este modelo logra aportar a la calidad de la organización, con base en elementos constantes de crecimiento, desarrollo de la empresa y los servicios que ofrece. ...
... Así mismo, Ansoff (1957) determina que se hace necesario para la organización contar con dirigentes que interioricen el cómo opera la empresa, con el objetivo de identificar la existencia de oportunidades para generar valor entre la sociedad, competir de manera ética y así mismo, ampliar sus mercados. Además, se requiere de procesos de calidad que aseguren resultados en la contribución de las partes interesadas; es decir, se hace fundamental la creación de valor compartido, pero a su vez la generación de valor social. ...
Chapter
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El capítulo del libro Informática educativa: una necesidad real, una propuesta de calidad, del libro de Calidad a Sangre Fría. El presente texto de investigación teórica analiza la labor de la comunidad educativa dentro del proceso de enseñanza-aprendizaje, de manera específica, en la formación para la vida en los niveles de educación básica, media y superior, a partir de las orientaciones generales para la educación en tecnología, que, como política pública educativa buscan resolver problemas y satisfacer necesidades individuales y sociales. Además, plantea orientaciones que muestran un punto de vista que favorece la reflexión, en cuanto a las nociones de tecnología, para que promuevan en forma genérica una educación activa, la formación para la vida; y el uso de las herramientas tecnológicas, lo cual es coherente con el proceso integral de formación. Posteriormente, a partir del análisis, se hace énfasis sobre el debate público que debe hacerse frente al uso adecuado de la tecnología en la educación; se argumenta la necesaria implementación de la herramienta tecnológica, y se propone esta para la construcción de una sociedad más democrática, equitativa y solidaria, ya que resulta una vía fecunda para formar y favorecer las competencias del futuro.
... Further attention on diversification is needed (Chatterjee and Wernerfelt, 1991;Guerras-Martín et al., 2020), mainly because results regarding the impact of corporate diversification tend to differ in different contexts (Peng, 2002). The term diversification is regarded as a change in the company's product line or market (Ansoff, 1957). The significant role of diversification in the strategies of large industrial firms has been acknowledged, and it has been associated with the structural change of the firms (Chandler, 1962). ...
Article
Purpose – In this study, the authors argue that there is more than meets the eye on the effects over postacquisition performance and diversification. This study aims to propose that the conditions that allow higher returns are dependent on the institutional context. The authors suggest that diversification strategies differ in their impact on postacquisition performance when moderated by the institutional inefficiencies of economies. Design/methodology/approach – This research is based on a quantitative approach. The authors statistically test the hypotheses based on multiple regression analysis. Findings – Results show a negative moderating effect of the institutional inefficiencies of the target country on the relationship between the diversification decisions of the firm and its postacquisition performance. So that Latin American firms that perform Cross-border acquisitions with higher degrees of diversification are related to worse performance. However, the degree of institutional inefficiencies negatively moderates this relation, attenuating the negative effects of diversification over performance. Originality/value – Although past research has shown that economies with high institutional inefficiencies can benefit from higher levels of diversification, no study has considered the impact of the institutional inefficiencies when discussing many economies, to authors’ acknowledgment. The authors provide evidence that, in the case of Latin American firms, diversification reduces performance; however, the degree of institutional inefficiencies negatively moderates this relation.
... Semua pembuatan dan analisis data ini memberikan landasan untuk keputusan yang paling sulit: di mana harus menempatkan investasi untuk mengembangkan organisasi. Ansoff, (1957) mengembangkan 'Vektor Pertumbuhan Ansoff' untuk memungkinkan ahli strategi mengidentifikasi peluang pertumbuhan berdasarkan penelitian dan analisis yang dilakukan dalam proses perencanaan. Ansoff menunjukkan bahwa perusahaan harus mempertanyakan apakah pertumbuhan dapat dihasilkan dari memperoleh lebih banyak pangsa pasar dengan portofolio produk saat ini di pasar yang ditargetkan saat ini (penetrasi pasar) atau apakah dapat mengidentifikasi dan menargetkan pasar baru untuk portofolio produk yang ada (pengembangan pasar). ...
... By day eight, they made their robot follow a black line on the ground and their robot gripper open/close under user or program control. On the last two days, a technology management faculty delivered an entrepreneurship module wherein the participants learned about business planning, business model canvas (Osterwalder and Pigneur, 2010), market analysis, product-market matrix (Ansoff, 1957), Porter's 5 forces (Porter, 1989), technology S-curve (Schilling and Esmundo, 2009), product development process, and raising capital. They also learned about business incubators, managing intellectual property, and social entrepreneurship. ...
Article
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Rapid advances in science and engineering, and pervasive adoption of resulting technological products, are influencing every aspect of human living and fueling a growing demand for a workforce that is adequately prepared for the emerging occupations in STEM fields. Educating students for success in the modern technology-rich workplace requires teachers who have the knowledge, comfort, capability, and training to adopt and integrate new technologies for classroom teaching and learning. Thus, to prepare high school teachers for incorporating robotics in their students’ education and promoting their understanding of engineering concepts and technology applications, a four-week long robotics workshop was designed and conducted annually for three summers. Examination of changes in the workshop participants’ levels of robotics self-efficacy, familiarity, and content knowledge, as well as analysis of outcomes of robotics capstone projects and end-of-year contests, is suggestive of study findings being promising for education researchers and professional development providers interested in leveraging the potential of robotics in STEM education.
... Hence, mean abduction is used in what design scientists in the information system field call routine design (Gregor & Hevner, 2013;Hevner et al., 2004): 'Routine design occurs when existing knowledge for the problem area is well understood and when existing artifacts are used to address the opportunity or question' (Gregor & Hevner, 2013: 347). When the goal of a firm is to increase its revenues, drawing on known design principles, such as Ansoff's diversification strategies (Ansoff, 1957), the firm may choose from four strategies (i.e., market penetration, product development, market development, and diversification) to achieve revenue growth. The abductive inference is then to the one diversification strategy most helpful in achieving the goal considering the contextual constraints. ...
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This article extends the discussion on abduction in organization science, which typically focuses on one type of abduction, to encompass multiple types. Using a logical approach, this article introduces a generalized abduction scheme. We then distinguish four basic types of abductive inferences based on this scheme. The four types can be differentiated according to their primary inference process (selective vs. creative) and primary knowledge outcome (explanatory vs. instrumental). The article contributes to the discussion on abduction in organization science in three ways. First, the introduction and application of the generalized logical scheme allows us to make the premises of an abductive inference explicit which helps to scrutinize the overall inference made. Second, differentiating between selective and creative abductive inferences is important because they should be evaluated according to different criteria. Third, introducing instrumental abductive inferences to the organization science literature may help to strengthen the inferences of design science research.
... As such, our study suggests limiting or 'right-sizing' the expectations of what single MSPs can achieve, while simultaneously raising the question of how issue and intervention interlinkages can be addressed and managed. On this basis, the traditional diversification literature (Ansoff, 1957) might provide a useful lens to study how coordination might be achieved when MSPs are growing multi-directionally. Some interesting future research questions arise: When do MSPs enter new issue or intervention fields? ...
Article
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Multi-stakeholder partnerships (MSPs) have become a major driver to attain the United Nations Sustainable Development Goals (SDGs). However, managing MSPs is difficult because of the multiple complexities they involve. We seek to contribute to a better understanding of how MSPs cope with these complexities by exploring the MSP scope. In our study of four global health MSPs, we find that a function-oriented scope in terms of focusing on a single intervention helped filter the relevant external and internal complexities, whereas an issue-oriented scope focused on addressing the health issue with multiple interventions magnified the complexities. As a result, the latter MSPs became overwhelmed and self-absorbed, while the former MSPs managed to remain outward-looking and sustain their collaborative energy and support. On this basis, we identify three mechanisms through which the MSP scope either helped or hampered the ability to cope with complexity, and we discuss the theoretical and practical implications for MSPs addressing the SDGs.
... Antes de las contribuciones porterianas, la "curva de experiencia" del BCG o la "matriz de producto/mercado" de Ansoff (1957) asumieron explícitamente la búsqueda de mayor participación y diversificación, estimulando esta dinámica gestionaria, ya que se presentaron como marcos de estudio manageriales para mejorar la productividad por medio de la penetración de mercado. Estas matrices de cálculo estratégico exigían el crecimiento, en continuidad al modelo eficientista de las economías de escala, aunque con reformulaciones, ya que, por ejemplo, la curva de experiencia tenía en cuenta el crecimiento de la producción en el tiempo y la acumulación de aprendizaje para aventajar a los competidores, mejorando los métodos de trabajo en términos colectivos. ...
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RESUMEN En este artículo buscamos señalar la presencia de una racionalidad y de un ethos empresarial que atraviesa la gestión pública actual, enfocándonos en el sector del turismo en Mendoza y en Argentina, entre los años 2005 y 2015. A tal fin, desde un análisis genealógico, nos concentraremos en mostrar la divulgación por parte de la gestión pública de turismo contemporánea de valores sociales inspirados en conceptos, herramientas y técnicas propias del management estratégico. El management estratégico es una corriente de estudio que ingresó en un proceso de racionalización sostenida en el campo de la administración de empresas desde la segunda mitad del siglo XX. Este análisis genealógico, que va al pasado para entender el presente, busca definir mandatos orientativos de la conducta que se desprenden del principio general de competitividad del management estratégico y de sus valores asociados. Así, bajo esta lupa, exhibiremos y analizaremos
... In presenting these options, economic diversification is treated either as a change in product or a change in market. It builds on the original work of Ansoff (1957) that describes options that increase either the number of markets or the number of products. Diversifying into completely new products and new markets is challenging and can have negative impact in profitability in the short term -but builds resilience in the longer term -for example, the Viet Nam Cinnamon and Star Anise Cooperative diversifying into silk and medicinal plant production (Thoan et al. 2020) ...
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Global climate resilience is a matter of life and death. In forest landscapes, 1.3 billion smallholder farmers, communities and Indigenous Peoples must organise for climate resilience to survive. With joint responsibility for managing much of the world’s remaining forests and securing food for many of the world’s poor, their resilience is also essential for global climate solutions. This report is written for representatives of forest and farm producer organisations (FFPOs) and their technical support partners. It explains why climate resilience matters and what it is. It introduces a climate framework and how to build it – including 30 practical climate-resilience options. It includes new analysis of 10 international climate-resilience case studies that show the extraordinary extent to which FFPOs are pushing ahead with climate-resilience options. Five pathways are advanced to scale up the beneficial impacts of FFPO climate-resilience action – including poverty reduction, biodiversity conservation, forest landscape restoration and climate change mitigation. The close fit between globally accepted generic principles for resilience and the day-to-day characteristics of FFPOs argues for them playing a more central role in bringing about the climate resilience that is important to us all.
... The business category was not an operational fit, with these drinks' sugar content overshadowing the healthiness of juice (Lucas, 2021). Ansoff (1957) was the first to differentiate related versus unrelated diversification strategies. Rumelt (1982) found that related diversification outperformed unrelated diversification. ...
Article
This conceptual study provides insight into the strategic behaviors of firms facing slow growth in times of economic stagnation. Recognizing the inevitability of periods of economic stagnation—with another downturn expected as early as 2022, we note that most industry classifications are considered mature and characterized by a few extremely large companies in each industry group. We introduce the Fortune 500 as an important cross-industry collective of these large firms and suggest that they now comprise an institutional field. This development explains their isomorphic behavior during the recession triggered by the financial crisis of 2008 as well as their subsequent motivation for change. Using the pertinent literature from institutional theory and organizational change, we posit that the appropriate firm-level response (strategic choice) during periods of slow growth is to maintain legitimacy and membership in the field by adopting a proactive approach that focuses on improving top-line growth. We synthesize frameworks found in the literature and provide a “menu” of five strategic options companies should consider to turn their firms around by redirecting growth from the short term to the long term. We discuss implications for boards and executives anticipating significant economic deceleration.
... In terms of strategic management literature, one of the most fundamental debates is whether strategy is something that can be planned, or something that cannot be planned which occurs spontaneously in the process and can only be observed after it has happened (Ansoff, 1957;Mintzberg H. , 1979;Barca, 2005). This debate seems to have been resolved, with the contributions of Mintzberg and some other scholars strategy (Mintzberg H. , 1987;Mintzberg H. , 1979;McCarthy & Markides, 2000;D'aveni & Gunther, 1994;Moussetis, 2011;Porter, 1998), by transforming the concept of strategy being a kind of "either-or" problem into a "both-and" one. ...
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Our main question in this study is, what can we learn from the NBA for the future of Strategy, in terms of strategic agility and strategy? We used “Qualitative Case Study” research design which mostly is based on Husserl’s Phenomenology, to answer this question. Additionally, we introduced the “Firm-Basketball Team Analogy” to draw insightful lessons from the NBA, for practitioners and scholars of strategy. Then, we drew lessons from the NBA by examining three different cases of three different NBA stars and teams. Those lessons revealed connections between certain concepts of Strategy and Strategic Agility, such as strategic decision-making, leadership unity, resource fluidity.
... Ansoff, H., September-October 1957, 'Strategies for Diversification', Harvard Business Review. ...
... A comprehensive discussion on the concepts and possibilities of sugar industry byproducts and the The classic works of economics, for instance, Ramanujam and Varadarajan (1989) defined diversification as the incursion of the base business into new companies, through an internal process of development of new productions resulting in changes in the structure of production and management of the company. Ansoff (1957) considers diversification as the entry of a company into new markets by producing various new products simultaneously. They mentioned four types of diversification strategies: (a) horizontal, when the company sells products in the new markets similar to those of the traditional markets, (b) vertical integration, that seeks to ensure the product placement related to the complete cycle. ...
Article
Sucrose has been the major commercial product of the sugar industry for decades. Sugarcane is a C4 photosynthetic crop and has great diversification potential. It can be used to produce dozens of bioproducts, apart from ethanol, electricity, paper, vinasse, and other green products of commercial importance already being generated. The optimal processing of sugarcane can yield food, feed, biofertilizers, bioplastics, and biomolecules, apart from sucrose of several applications as sucrochemistry. The diversification of the sugar industry would not only enhance the commercial competitiveness of this sector but will also limit the wastes production from sugar mills, offering environmental benefits. Nevertheless, despite the exceptional possibilities of the biorefinery concept of the sugar industry, the industrial adoption of this strategy has remained limited in most of the sugarcane growing countries for some reasons. In the current scenario of sugarcane agroindustry in many areas of the world, sugarcane diversification is crucial for improving the sugarcane value chain, ensuring the efficient exploitation of sugarcane agriculture, and contributing to the 2030 sustainable development goals. The purpose of this review was to carry out an analysis of the factors and constraints that determine the potential of sugarcane supply areas and sugar mills to establish diversification projects. The analysis presented in this study would serve as a useful guide to formulate strategies for optimal utilization of sugarcane crop and sugar industry wastes, by maximizing its benefits through modifying/converting the sugar mills to so-called bio-refineries. © 2022, The Author(s), under exclusive licence to Society for Sugar Research & Promotion.
... The Ansoff Matrix has four main strategies for selecting prominent strategies to help companies decide to apply suitable action based on current performance (Fig. 2). These four strategies are [7] in • Product Development: It occurs when a company wants to market a new product to existing and new customers. This strategy can be an essential orientation for companies to stay competitive since new products lead them to achieve new customers. ...
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This study aims to explore the joint application of both Boston and Ansoff matrices in the operational development of the product. We conduct deep analysis, by utilizing the Artificial Neural Network, to predict the position of the product in the market while the company is interested in increasing its share. The data are gathered from two industries, called hygiene and detergent. In doing so, the effort is being made by investigating the behavior of top player companies and, recommend strategic orientations. In conclusion, this combination analysis is appropriate for operational development; as well, it plays an important role in providing the position of the product in the market for both hygiene and detergent industries. More importantly, it will elaborate on the company's strategies to increase its market share related to a combination of the Boston Consulting Group (BCG) Matrix and Ansoff Matrix.
... Market development is a business strategy where businesses may expand in existing markets or enter new markets with the use of existing products and/or services (Ansoff 1957). Access to people and access to markets (Tarafdar, Singh and Anekal 2013) may be considered as two leading dimensions of market development for subsistence marketplaces in EMs, because market development in the context of EMs is about the accessibility of buyers based on product's availability and convenience of acquiring it, and about affordable products (Sheth 2011). ...
Article
Researchers in the marketing domain have investigated some key drivers of market development in subsistence marketplaces in emerging economies. This article contributes to the literature by proposing a 7A framework that identifies an enhanced set of drivers of market development in subsistence marketplaces in emerging markets (EMs) (by extending the 4A framework). Using qualitative data collected through in-depth interviews with farmers (i.e., micro-entrepreneurs) in subsistence marketplaces from two EMs (countries: India, Vietnam), the study findings provide evidence of the 7A's as facilitators and/or inhibitors of market development in such markets. This article draws attention to the growing importance of the selling processes and strategies used by farmers in such markets for maintaining relationships with customers and investigates the benefits and challenges of selling at farmers’ markets that contribute to developing the 7A framework. The study uniquely contributes to the base of pyramid (BoP) literature in emerging markets, which could be of interest to future researchers examining the effectiveness of the 7A marketing framework on micro-entrepreneurs. The study findings offer important insights into policy and practice by uncovering new dimensions of market development for micro-entrepreneurs in emerging markets.
... Selama lima tahun berikutnya banyak akademisi dan konsultan menghabiskan sebagian besar waktunya untuk mempelajari teori, ide dan metode yang membentuk bidang perumusan strategi. Mereka mempelajari karya-karya para ahli di bidangnya antara lain Porter, (1996), Hamel and Prahalad, (1994), Ohmae, (1982), Ansoff, (1957), Ying, (2010), Chandler, (1990), Mintzberg, (2000) dan lain-lain. Mereka mempelajari berbagai pendekatan untuk penelitian kualitatif, penelitian kuantitatif, segmentasi pasar, pengambilan keputusan dan manajemen kualitas total. ...
... The relationship between corporate management and applied project management can be explained by referring to the Ansoff Matrix [27] given in fig. 2. Corporate management consists of operations management which oversees day-to-day operations of business units of a corporation; strategic management which empowers a corporation to get adjusted to the evolving market thereby ensuring continuing growth; and entrepreneurial management that cultivates new business off the beaten track of a corporation's business line. Ansoff's Matrix, a classical strategic management model, positions a corporation's market development and diversification efforts in a matrix format: market penetration for existing products, market development for existing products, new product development, and diversification, namely, a new product for a new market. ...
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According to representative theories on strategy by Henry Mintzberg, Lawrence Freedman, et al. strategy is a general plan to achieve one or more long-term or overall goals under conditions of uncertainty; strategy involves setting goals and priorities, determining actions to achieve the goals, and mobilizing resources to execute the actions. Strategy can be classified into 1) planned strategy, e. g. strategy derived from a corporation’s mission statement; 2) differentiation strategy to compete in the competitive marketplace; and 3) contingent strategy to empower a corporation to get adapted to ecosystem changes. Being a part of project management studies, this article focuses on type 3) strategy and analyzes how the strategic management in this category, usually conducted by using project, program and portfolio management (PPPM) as its vehicle of implementation, is being affected or will be affected by the new normality. The new normality includes factors such as the VUCA characters of the world; disruption in technology, economy and society; climate change; green economy; a chain of epidemics or pandemics; and digital transformation. These factors mandate agile perspectives, positioning and planning of contingent strategy and updated ways strategies are delivered by way of strategic management and PPPM along the Mintzberg theory. This paper, after examining the impact of the new normality factors on contingent strategy, proposes a conceptual framework of and concise discussions on agility elements of corporate enterprises under the new normality which are realized by applied project management, and the author’s methodologies and learning attitude to cope with disruption. The agility elements are grouped into agility in mid-term corporate planning, corporate agility enablers, agile business development by projects, and project management adaptive to agility. In the conclusion, the author’s outlook on project and project management models in the new normality is offered.
... Digital growth strategies enable a digital marketing firms to prominently transform via digital platforms with a fast pace. These are based on the digital growth strategies classically adopted from Ansoff (1957). The initial ones are market penetration and market development. ...
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The study examines sustainable digital transformation aspects, comprehensively unpack their nature and implications to digital marketing firms’ ambidexterity. Sustainable digital transformation building blocks are discussed in detail. It further identifies and delineates sustainable growth strategies for digital marketing firms in order to successfully transform digitally. Business Model Theory (BMT) has been used as the theory informing the current study and is based on the PRISMA methodology. Sustainable digital transformation is influenced by a variety of factors and as a process, it is triggered by digital disruption which forces digital firms to seek for value creation and structural changes. Systematic literature review period January 2012 to April 2022 (ten year time gap). A conceptual modelling framework has been developed for future research to test and validate its applicability and relevancy to similar studies to the current one. Future researchers are encouraged to consider alternative methodologies to examine sustainable digital transformation within a longitudinal research design.
... Diversification is a business approach to move in a new market or industry which the business is not currently in, whilst also creating a new product for that new market (Ansoff 1957). It is a risk management tool that integrates a large diversity of investment within a portfolio. ...
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Accomplishment of yield potential following agronomic practices often acquaints with serious impairments in sustainability of agro-ecosystem. This chapter deals with jeopardies caused by agronomic practices and stratagems that can prove helpful to alleviate the adverse impacts induced by these faulty agronomic practices. Ramifications of agronomic practices include poor soil physiochemical and biological attributes, inefficient genotypic and environmental interactions, declined nutrients, water and pesticide use efficiency, polluted soil, air and water, and reduced profit margins at farmer level. Moreover, living organisms (humans, aquatic and terrestrial animals and birds) are highly prone to disproportions in agro-ecosystem since agricultural pollutant finds way to food webs of these organisms. Following soil conservation practices during soil preparation reduces soil compaction, erosion, nutrient imbalances, salinity, water logging and other damages. While, genotypic × environment interaction can be optimized using biochemical and physiological markers that depict strong association with morphological attributes. Moreover, soil and plant analysis based site specific application of nutrients increases nutrient use efficiencies. Most importantly, enhancement of organic matter in soil diminishes the leakage of nutrients from system and improves water holding capacity of soil. Water losses can be minimized through proper scheduling of irrigation, application of water at moisture sensitive stages of crops and optimization of water application methods in different crops. While, combination of biological, mechanical, physical and chemical methods in an integrated manner reduces risks associated with application of herbicides. Post-harvest damages in crops can be minimized using cares during seed harvesting, transport, seed enhancements and storage. Conclusively, sustainability of agronomic practices is highly shaky and should be negotiated to attain natural balance. In this perspective, considering the soil as living entity and not only a physical substrate during soil preparation, working within a closed system during nutrient management using organic sources of nutrients and minimizing the use synthetic fertilizers during fertilizer applications, monitoring of soil and plant moisture status and crop stages during irrigation, utilizing natural predators of weeds and integrated approaches usually reduce risks caused by agronomic practices to the sustainability of environment.
... Thus, very little preoccupation regarding church management was deemed necessary by the ancient church (Brown 1987). Meanwhile, strategy in a corporate context and other profitmaking businesses has been studied for many years (Ansoff 1957;Porter 1979). It is commonly known that organisations require strategic tools to align themselves with their environments (Lynch 2019;Porter 1979). ...
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For many centuries, churches have continued to play critical roles in society's spiritual and social lives. As is the case across the globe, millions of Christians throughout South Africa continue to seek spiritual upliftment in churches. For this research, a qualitative research method was employed by means of semi-structured interviews. The research was conducted among churches within the Gauteng province of South Africa. Data were analysed through the use of the ATLAS.ti software. The findings suggest that innumerable benefits can be realised by modern churches if proper strategic planning process tools are in place. Productivity and a clear sense of direction are the leading attributes. The study recommended that more research and advocacy work still need to be done to heighten the significance of using strategic planning process tools in church management settings. This may enable the preservation of the rich history of the church.
... Internationalization strategy is a basic way of corporate growth [Chandler, 1997;Ansoff, 1957]. Globalization and trade liberalization are factors favoring the internationalization of enterprises. ...
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The literature indicates that relationships constitute one of the crucial factors for startups internationalization. However, establishing the right relationship in a foreign start-up ecosystem is often not an easy task to do. For that reason, in case of the university students’ startups, universities seem to be perfect institutions to support such processes and help their students (or graduates) to create relationships in order to internationalize their businesses. The aim of the article is todevelop a more detail understanding of so-called ‘soft landing’ initiatives, implemented by cooperating universities, for the internationalization of the university students’ start-ups. The article covers a case study framed around the cooperation between the University of Nevada in Reno and SGH Warsaw School of Economics, including the entrepreneur support organizations that closely cooperate with both the universities, supporting start-ups development and internationalization.
... In the following section, we underpin our reasoning by means of portfolio theory, which is embedded into the larger theoretical framework of decision theory. The principle of hedging risks using the diversification effect for risk mitigation was first introduced within financial risk management (Markowitz, 1952) and later established into strategic management (e.g., Ansoff, 1957). Kraljic (1983) adopts this principle into his purchasing strategy portfolio and suggests implementing a diversification strategy if the company's relative strength in the supply market is low and the company is therefore highly exposed to supply risks (Kraljic, 1983). ...
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Disruptive events such as natural disasters become increasingly frequent, demonstrating the need for resilient supply systems. Additive manufacturing (AM) is an emerging technology which can help to solve supply bottlenecks as seen during SARS-CoV-2. AM was able to mitigate supply bottlenecks of medical spare parts, in times when globally arranged traditional supply sources failed. This chapter presents and discusses how AM can help to increase resilience. For this purpose, our contribution examines modern portfolio theory and the interplay of a hedged sourcing approach (traditional, formative with AM). This is assessed by using a single case study. The results indicate that using AM as a hedged source of supply to traditional supply sources increases the overall resilience of the supply system.
... Diversification strategy is one of the four main strategies for business growth identification which enables corporates to fetch new markets they could tap into, or new products they could introduce to intensify their reach and revenue (Ansoff 1957). These diversification strategies can be vertical-branching out production of components, parts, and materials; ...
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This study explored the role of intraorganizational R&D network for strategic innovation management in a global company. Intraorganizational network refers to the established R&D network within different business units of a same company. The goal of the study was to identify the critical elements of the intraorganizational network that influence strategic R&D, collaboration, and alignment within the company. Recognizing the contents of network relations and how these relations can be accessed was associated with the objective. The study was conducted as a qualitative single case study for a global company. The case company, with it`s headquarter in Finland, had different business units and each business units had their own R&D units. The empirical data for this study were gathered by interviewing five of the senior management representatives from different business units with a semi-structured interview. Qualitative interview data were analysed based on thematic categories and subcategories, identified within the theoretical framework and analysis, and complemented with abductive reasoning. For the case company, trust, responsiveness and timeliness, frequency of information exchange and their role in network were the critical network elements that defined strategic innovation and its management. Knowledge sharing and collaboration were the main contents of the network relations and accessing the quality and accessibility of network relations were identified based on governance structure and orientation. While this study mainly endorsed prior research in the field, it also supplemented existing research with new insights in filling current gaps in relation to understanding of interplay between inter and intraorganizational networks. The interplay of these networks clearly shapes how the R&D networks within an organization should be visualized and what frameworks are to be consider when collaboration and strategic alignment is sought.
... Industry experts believe that the future DES market will include a variety of horizontal service operators. Horizontal actors can be characterized as adopting Ansoff's product development strategy [76] described by the Ansoff matrix (Fig. 5). They leverage their existing customer base to achieve growth through new product or service offerings. ...
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Distributed energy systems (DES), made possible by decentralized energy generation and management, are growing in number and present opportunities for cheaper, cleaner, and prevalent energy supplies to local energy consumers and communities. The emergence of these systems reshuffles the traditional hierarchical, well-defined electric power structure to a flatter, multi-actor, modular market. This transition brings new actors and innovative business models, blurring the boundaries between energy producers and consumers. Such changes may call for adaptation of energy policies and governance procedures, currently prioritizing incumbent actors. This study explores and highlights the possible need for a novel approach to define DES actors and their roles to ensure effective governance by the different stakeholders. The findings of this study are based on forward-looking perspectives from academic experts and industry practitioners, indicating a diminishing influence by the incumbent actors in the future DES market, alongside mixed and diversified roles by a future actor. Furthermore, the analysis indicates a sound expectation that non-energy actors will diversify their business to play a role in a disrupted future DES market. The characteristics, roles, and motivations of such future actors will differ from current actors in the energy market. This also requires careful attention to ensure the adequacy of the models and theories governing the power system in such a new market. Based on the innovative disruption theory, we take the first stance to propose a new actor classification and mapping concept that can capture the ongoing market and actor dynamics.
... Diversification is a business approach to move in a new market or industry which the business is not currently in, whilst also creating a new product for that new market (Ansoff 1957). It is a risk management tool that integrates a large diversity of investment within a portfolio. ...
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Current world population is expected to reach 10.5 billion by 2050; further adding threats to global food security concerns. With the rising human population and increasing livestock production, it is a well accepted fact that agricultural production must be increased considerably in the foreseeable future to meet food and feed demands. According to FAO, in the developing countries, the problem of competition from insect pests is further complicated with a rapid annual increase in the human population (2.5-3.0%) in comparison to a 1% increase in food production. Crop protection research mainly focused on the curative control of pests, diseases and weeds. In which, agrochemicals are widely used in agriculture and have significant benefits by contributing to a sustainable production of food and feed. If these are used in an inappropriate manner, they also can present unacceptable risks to human and animal health and to the environment. The sustainable and efficient use of available protection resources is the basis for ensuring food security, which means an adequate level of own long-term satisfying the demand of food, which may have the positive impact on the stability and quality of food supply in the global market that is increasingly at risk. Therefore, governments set high standards for the registration of new pesticides as well as for re-evaluation of pesticides that are already on the market to ensure that they meet the current health, environment and safety standards.
... Ansoff matrix [13] is similar to the EE matrix. However, this reveals a business strategy, and its axes indicate whether the product or market is existing or new for the company. ...
... He titled his approach a "strategy of diversification," whereby the company pursues multiple paths and continually assesses the benefits of the various approaches and shifts the weight of effort among the various strategies for growth and change informed by organizational sense making. 21 Another way to explain strategies of diversification is the adoption and execution of more than one strategy while concurrently weighing success within the context of external forces and the ever-changing future aim. This is no easy task considering the strength and power of path dependencies to keep the ship on its current course and speed. ...
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It is not the strongest of the species that survive, nor the most intelligent , but the one most responsive to change.-Charles Darwin The world is changing at a rapid pace, requiring the defense ecosystem to design and develop new approaches to compete and win in a dynamic operating environment against multiple near peers. The U.S. special operations perception of success, combined with a preference for kinetic effects in the counter-violent extremist organization (VEO) fight, is now culturally misaligned with the range of emergent futures. It, like others that fail to remain aware and keep pace, will face irrelevance or future collapse. Perhaps for this precise reason, organizational change is a common topic among those confronting the dynamic, volatile, and potent forces of change, including those within the national security ecosystem. In response, many organizations invest significant effort in attempts to align their respective strategies, structures, and resources, intending to steer the ship toward a desired goal. 1 A change in strategy demands a change in structure. Change to strategy or structure without the other contributes to misalignment and an organization's failure to achieve desired outcomes. U.S. special operations-a multi-identity institution with public battlefield successes from the bin Laden and al-Baghdadi raids to less visible operations are not immune to the same systemic forces affecting other industries. The research and observations of the late Harvard business professor, Clay-ton Christensen, find that unrecognized disruptive technology and market forces are common reasons that companies fail. In particular, successful companies reinforce behaviors they perceive contribute to their success, thus constraining their awareness of other variables that create unantici-pated change. Christensen refers to this as the innovator's dilemma. More specifically, he found that top-performing and well-managed organizations were more susceptible to this bias, suggesting that change will not come easy to United States Special Operations Command (USSOCOM).
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Globalization and rapid advancements in the IT sector brought new challenges and intensified competition between companies, strongly highlighting the demand for Business Intelligence and Analytics in decision-making and strategy development planning. Motivated by the analysis and forecasting capabilities offered by time-series data and its limited exploitation in marketing literature, this paper introduces a multidisciplinary framework, called MULTIFOR, which aims to synthesize and deliver profound knowledge about the macroeconomic environment and the attractiveness of new target markets. MULTIFOR main objective is to fully support interested parties (i.e., industries, SMEs, scholars, local and national authorities, etc.) in their decision-making and strategy planning tasks, by providing accurate forecasts and recommendations. The proposed framework along with its Web service offers a unique solution since it encapsulates: marketing fundamentals (PESTEL analysis), open data (time-series data from open Web databases) and deep learning methods (LSTM networks) for time-series analysis and forecasting. MULTIFOR has been tested and validated through a use case on elevator and escalator (E&E) industry, which is a strong industrial sector which has important impact worldwide, with studying its scope in European markets. The research findings revealed that LSTM networks, which according to the existing literature are superior to other forecasting models, when combined with macroeconomic theory can achieve greater forecasting accuracy in identifying new international markets. In the case of MULTIFOR, the improvement of LSTM networks performance was achieved through the selection of appropriate indicators and the pre-processing of time-series data exploiting PESTEL analysis. In particular, MULTIFOR achieved approximately 70% of the 900 time-series reduction of errors in the forecasting process in time-series derived from the PESTEL analysis for European countries. Moreover, the exploitation of MULTIFOR in the E&E industry, revealed the countries of northern Europe as the most attractive markets, of which Sweden and The Netherlands stand out.
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In the current fast-paced environment, learners want flexibility in timing and content as they seek relevant credentials to be successful. For institutions of higher education (IHEs) to be relevant, they must address the educational needs of learners through a strategy rooted in innovation and agility. The UW Flexible Option (Flex) is the University of Wisconsin System's implementation of competency-based education (CBE). University of Wisconsin-Parkside (UWP) has implemented the Flex Bachelor of Science in Business Administration and a certificate in Project Management that allows learners to master competencies and achieve degree completion at their own pace. This chapter describes UWP's journey, discusses a strategic framework for serving different types of learners, and suggests pathways to implement this framework through a CBE/Flex lens. It offers guidance on how IHEs can plan for the future by focusing on competencies, researching potential markets via the Ansoff Matrix, and implementing successful educational pathways for learners through partnerships.
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Whether diversified firms have advantages over their single‐business counterparts is the focus of much research in strategic management. Indeed, there is sparse evidence that corporate advantage exists, on average. We explore one potential driver of corporate advantage—that multi‐business firms have more flexibility than single‐business firms to cope with uncertainty, because they can internally redeploy resources across businesses. Using Compustat data, we show that uncertainty increases the relative advantage of multi‐business firms, a finding robust to controls for endogeneity. Consequently, the paper provides important insight and evidence around when corporate advantage might obtain. Moreover, we find that growth option value is accentuated in the presence of switching flexibility. Finally, multi‐business firms with redeployment experience and businesses with more inversely correlated returns benefit more from uncertainty. Multi‐business firms have a flexibility advantage over single‐business firms as they can reallocate firm resources from one business unit to another depending on inducements. What is the impact of this flexibility on firm value? In this paper, we test whether such a flexibility advantage translates into greater economic returns in more volatile markets. We expect that resource redeployment creates value if it amplifies business‐specific positive shocks while alleviating business‐specific downturns. Consistent with this argument, we find empirical evidence that with increasing stock market volatility, multi‐business firms benefit significantly more in terms of firm value than their single‐business counterparts. In particular, in highly volatile stock markets, monthly adjusted returns are 2.3 times higher for multi‐business firms than for single‐business firms. This article is protected by copyright. All rights reserved.
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This article contains a summary of the results of research aimed at evaluating and selecting technology solutions companies in the areas of digital development for large industrial companies. The work highlights the main directions of digital technologies on the example of the oil and gas industry and proposes a matrix for choosing strategic solutions in terms of technological development based on the selection of criteria for technological risk, the uniqueness of technology and the effectiveness of business processes of a large industrial company. Based on the studies, it was found that alliances as a form of strategic partnership are the most popular strategic solution for technological development. Further, the work proposes an algorithm for selecting fast-growing companies as drivers of technological digital development for partnership with large industrial enterprises. The algorithm includes a number of criteria that reflect the complexity of the decision on cooperation: compliance with the chosen type of activity, the availability of industry experience, the level of innovation activity and obtaining a competitive advantage from the partnership. The testing of the proposed algorithm made it possible to determine the pool of companies—potential partners in various digital areas, cooperation with which can ensure the achievement of the digital development goals of a large industrial company.
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Das strategische Management ist eine Kernaufgabe der dienstleistenden Organisation. Mit ihm definiert der Dienstleister, in welchen Bereichen er langfristig tätig sein will, wie er das machen möchte und welche Ressourcen er dafür benötigt (z. B. Kapital, Wissen oder Technologien). Das strategische Management ist vom sogenannten normativen und operativen Management abzugrenzen (vgl. Abb. 3.1). Normativ wird die Organisation von ihren Eignerinnen und Eignern sowie den Aufsichtsgremien geführt. Sie geben die Normen des Unternehmens bzw. dessen Identität in Form von Werten, Zielen, Verhaltensweisen und organisatorischen Grundsätzen vor. Damit soll die Lebens- und Entwicklungsfähigkeit der Organisation langfristig gesichert werden.
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In this chapter, we provide a tool for measuring “willingness-to-adopt: (“W-T-A”) and investigate its use across various levels of new product innovativeness and types of adopters. This tool—a questionnaire—was developed by Reid et al. (2018, 2019) in research on technology-based devices for seniors (mobile devices and stove sensors). As a result, in this chapter, we seek to:
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Shortly after the startup’s initial launch period, the entrepreneur and their team should begin to sense whether they have the makings of a viable enterprise in front of them. At this point (or probably even earlier), the entrepreneur and their team will already likely be thinking about what product #2 might look like. As such, whether a second product is timely or not, it is important for the entrepreneur and team to start considering how to migrate the focus of their vision from the product/market level to an overarching longer-term organizational level.
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Als Marketinginstrumente werden Produktpolitik, Preispolitik, Kommunikationspolitik und Distributionspolitik bezeichnet. Unter Einsatz der Marketinginstrumente entsteht der Marketing-Mix eines Unternehmens. Dabei handelt es sich um die Mittel und Maßnahmen, die ein Unternehmen im Marketing einsetzt, um die definierten Ziele im Markt zu erreichen.
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Technoeconomic assessment, or TEA for short, is a widely practiced approach used in both academia and industry for simultaneously evaluating the technical feasibility and the economic viability of a process technology, a product, or a project. A TEA is useful for making a variety of high-level decisions including whether a project should be pursued or terminated, which option best meets a business objective, and where priority should be placed to reduce risk and cost. Examples will be used to help illustrate the main thoughts and suggested approaches for technology assessments and early stage cost estimates. A good understanding of the interaction of the different unit operations comprised in the chemical process is paramount to performing an effective TEA.
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The purpose of this research is to explore the impacts of mHealth on existing health care from the aspect of regulation and innovation. It was investigated through a regulatory transition in the USA. I identified interactive regulators and medical entrepreneurs as potential innovators driving innovative change in mHealth. They have taken on the role of potential innovators after adopting a forward-thinking mindset, allowing innovators to take advantage of new technologies through new regulations and transforming communication between patients and medical doctors. This research provided a deeper understanding of the role of mHealth and clarify the potential factors affecting changes in the healthcare industry.
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Since its release, the Lean Startup (LS) method has taken the business model innovation world like a storm. Subject to praise and rejection by many, this practice is now mainstream for incubators, accelerators, and innovation centers. Academics are devoting many research hours to work out LS implications. Yet we found that LS application in the field of sustainable business model innovation (SBMI) has been overlooked. Thus, this chapter concentrates on deepening on three specific LS features: a set of 17 claims called the Customer Development Manifesto (CDM), the core LS process called the Customer Development (CusDev), and the suitability of the CDM and CusDev for SBMI. A thorough review of the academic innovation literature and fields has helped us rigorously examine the CDM claims finding sound supportive foundations and limiting considerations—serving as future research avenues. Extending the implications of the CDM into the CusDev practice, we also found academic support to base its approach to modelling businesses and incorporating stakeholders to this modelling. Moreover, having defined the valueholder concept as a subset of relevant (salient and fringe) stakeholders, we have widened CusDev original design to properly shape sustainable business models integrating valueholders’ interests with the activities and challenges imposed by SBMI and its triple (economic, social, and environmental) bottom line. The chapter closes with implications for researchers and practitioners and future research proposals.KeywordsSustainable business model innovationSustainabilityBusiness modelLean startupCustomer developmentCustomer development manifesto
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Tematem niniejszej pracy jest: „Model zarządzania zasobami ludzkimi na przykładzie przedsiębiorstwa produkcyjno-handlowego XYZ”. W pracy postawiono tezę: „Wybór odpowiedniego modelu zarządzania zasobami ludzkimi pozwala uzyskać pożądane rezultaty na wszystkich poziomach zarządzania. Prowadzi to między innymi do umiejętnego wykorzystywania personelu pracowniczego”. Metodą badawczą była analiza literatury przedmiotu z zakresu zarządzania zasobami ludzkimi. Do analizy danych pozyskanych w przedsiębiorstwie XYZ posłużył kwestionariusz ankiety (metoda ilościowa). Praca składa się ze wstępu, trzech rozdziałów, zakończenia i streszczenia. Rozdział pierwszy przedstawia znaczenie zarządzania w działalności gospodarczej. Następnie poruszono zagadnienie jego celów i etapów. W rozdziale drugim zaprezentowany został wpływ zarządzania zasobami ludzkimi. W związku z tym omówiono rolę i znaczenie zarządzania zasobami ludzkimi. Rozdział trzeci dotyczy procesów zarządzania zasobami ludzkimi na przykładzie przedsiębiorstwa XYZ. The topic of this work is: "Model of human resources management on the example of the production and trade company XYZ". The thesis was formulated: “Choosing an appropriate model of human resource management allows us to obtain the desired results at all levels of management. This leads, among other things, to the skilful use of the staff. " The research method was the analysis of the literature on the subject in the field of human resource management. A questionnaire (quantitative method) was used to analyze the data obtained in XYZ. The work consists of an introduction, three chapters, ending and summary. The first chapter presents the importance of management in business. Then the issue of its goals and stages was discussed. The second chapter presents the impact of human resource management. Therefore, the role and importance of human resource management was discussed. The third chapter concerns the processes of human resource management on the example of the XYZ company.
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The aim of this study is to reveal the results of a strategy implemented by Y Company , a subsidiary of X Group , in 2008. Headquartered in Bursa, this group is a group of companies employing nearly 2000 employees and having important brands. Qualitative research method was used in the study and the data were obtained through semi-structured interviews. The research pattern is case analysis, in other words, case study. In the research, in 2016, face-to-face interviews were conducted with the general manager of a food company affiliated to the group. According to the findings, Group X, which was in a weak situation in the ready-made food sector in 2008, took advantage of the weak features of its very strong rival and aimed to increase its market share by seeing the production gap in the market. While the food company affiliated to the group had a very small scale structure, it increased its technical and human capital in line with the strategies implemented, and increased its turnover by 420% in the first year and by 1200% in the second year. This is an issue worth examining as a successful growth story in terms of its realization process and results.
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It is not only the innovation of new products or reconfiguration of the existing products which is often a challenge, but also managing and improving the growth of such new innovations or modified products to become vibrant strategic business units. This research explores the practices of the businesses involved in the market introduction of new innovations, so as to assess how growth-share analysis can be integrated as part of the techniques for managing product life cycles to edify new innovations' market diffusion and effective market performance. Despite using sales, revenue and profitability analysis to gauge the state of new innovations' market performance, lack of a clear model was still found to limit effective use of growth-share matrix in conjunction with General Electric matrix and Ansoff's product-market matrix in the evaluation and improvement of the growth of new innovations along the product life cycle curve. This research filled this gap by developing a strategic framework that facilitates the application of growth-share matrix in conjunction with the use of General Electric Matrix and Ansoff's product-market matrix to moderate the evaluation and improvement of the sustainable growth of new innovations.
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The article describes a possible approach to solution of the problem of forming an information-logical structure of the strategic management of an organization based on the principles of the process approach. The methodological basis of the study is the concept that strategic tasks are best solved using framework templates for identifying, establishing, maintaining, controlling, and improving strategic management processes. As a result, the prerequisites for building simulation system-dynamic models based on business intelligence and big data analytics are formulated, which meets the demand for ways to transform complex data into sensitive, ready-to-use information and optimize strategic decision-making processes. It is proposed to reformat corporate reporting according to “the fivefold bottom line” principle, which, in addition to financial, social and environmental results, provides for the disclosure of data related to the loyalty of different categories of stakeholders and the organizational culture of the company. The article presents a model of the eco-environment and a cause-and-effect diagram of the strategic management process in a modern organization. The scientific novelty of the results obtained lies in the development of the strategic management theory in the context of the requirements for its process maturity. It is concluded that the models and tools of the process approach can best solve the problem of improving strategic management in a modern organization.KeywordsStrategic managementProcess approachSystem dynamics
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