Business Commons^™

What Makes Strategy Making Across The Sales-Marketing Interface More Successful?, Avinash Malshe, Ravipreet S. Sohi

Department of Marketing: Faculty Publications

Extant research on marketing strategy making (MSM) lacks process-based theoretical frameworks that elucidate how marketing strategies are made when sales and marketing functions are involved in the process. Using a grounded theory approach and data collected from (a) 58 depth interviews with sales and marketing professionals and (b) a focus group with 11 marketing professionals, we propose that MSM within the sales-marketing interface is a three-stage, multifaceted process that consists of Groundwork, Transfer and Follow-up stages. Our process-based model explicates the specific activities at each stage that are needed to develop and execute marketing strategies successfully, the sequence in which …

Handbook For Promoting Foreign Direct Investment In Medium-Size, Low-Budget Cities In Emerging Markets, Vale Columbia Center On Sustainable International Investment, Millennium Cities Initiative

Columbia Center on Sustainable Investment Books

In November 2009, the Vale Columbia Center on Sustainable International Investment and the Millennium Cities Initiative (MCI) released the Handbook for Promoting Foreign Direct Investment in Medium-size, Low-Budget Cities in Emerging Markets. With foreign direct investment (FDI) flows declining worldwide by an estimated 40-50% this year (following a decline of over 10% in 2008), investment promotion has become more important than ever: in a highly competitive world FDI market, promotion can make all the difference.

Investment promotion is particularly important for cities other than capital cities, as investors in manufacturing and services often locate primarily in a country’s capital …

Examining The Inseparability Of Enterprise And Strategy Discourse, Brendan O'Rourke

Conference papers

Small owner-managed firms are an interesting site in which to examine the deployment of strategy discourse. On the one hand, small firms offer a location where the holistic nature of strategy (Clegg et al., 2004:24; Liedtka, 1998:122; Lilley,2001: 75) is more likely to feature in daily practice On the other hand, owner-managed firms lack a key reason for the original emergence of the strategy discourse i.e. strategy as a discourse of accountability by professional managers to shareholders (Knights & Morgan, 1991). Small firm owner-managers are the ideological heroes of the enterprise discourse (Carr, 2000:101). This work looks at how owner-managers …

San Diego Natural History Museum Strategic Planning Project, Stephanie Delong, Maureen Guarcello, Anna Plaster, Jim Stone

Strategic Planning

In January 2009, a team of students from the University of San Diego’s (USD) Nonprofit Leadership and Management conducted a pre-planning exercise to help prepare the San Diego Natural History Museum (SDNHM) for its 2012-2022 strategic plan. With an annual attendance last year of more than 600,000 visitors, the Museum is one of the largest cultural institutions in Balboa Park. The consulting team engaged in an extensive discovery process, including a review of the Museum’s current strategic plan1 and preliminary key informant interviews. The results of this discovery process pointed towards a number of themes from which, three key strategic …

How To Distinguish Smart Big Moves From Stupid Ones, Paul Strebel, Anne-Valerie Ohlsson-Corboz

Research Collection Lee Kong Chian School Of Business

When top executives undertake big moves – dramatic shifts in strategic direction – their decisions can make or break a company. This paper aims to offer a methodology for cutting the risks of making a catastrophic misstep. To avoid a corporate disaster and increase the chances of a smart and ultimately successful big move the paper raises six critical questions that must be answered honestly and unequivocally by managers. The research indicates that there are five classic types of big move, each corresponding to a different position on the corporate performance curve: finding a new game; going for growth; getting …

Smes And Competitiveness: The Role Of Information Systems, Pratyush Bharati, Abhijit Chaudhury

Management Science and Information Systems Faculty Publication Series

In this introductory article for the special issue on “SMEs and Competitiveness—The Role of Information Systems,” we provide a review of the current state of research on information systems and SMEs. A framework is provided that illustrates where the research has been concentrated and which areas are just beginning to be explored. The six articles that constitute this special issue are described in terms of this framework. A brief review of the articles is provided in which we indicate the question addressed, the factors taken into account, the nature of the research, and the dominant theory and perspective used in …

Supreme Seafoods, Thomas Cooney

Case studies

Fintan Barrett’s four year old daughter would often turn to him while playing and exclaim “what to do, Daddy?” Indeed, this very question of what to do next had frequently swirled around his own head as he considered the options that were now available to him and his business Supreme Seafoods. Some commentators had described the recent economic crisis as ‘a perfect storm’ and that analogy was particularly apt for someone operating in the fish industry. Although Fintan’s family had worked in the fishing industry for many generations, whether out at sea or processing and selling fish on land, the …

Developing Subsidiary Contribution To The Mnc:Subsidiary Entrepreneurship And Strategy Creativity, Pamela Sharkey Scott, P. T. Gibbons Prof, Joseph Coughlan

Conference Papers

Despite its theoretical and managerial significance, subsidiary entrepreneurship and its effects on subsidiary contribution remain underexplored in the literature. We propose that subsidiary entrepreneurship encourages more creative strategic responses to escalating environmental change. We explore the direct and mediating effects of subsidiary entrepreneurship on subsidiary contribution to the MNC, particularly subsidiary strategy creativity. We use structural equation modelling to test our propositions on data generated from surveying the population of Irish subsidiaries of foreign MNCs, and find strong support for our theoretical predictions. The managerial implications of subsidiary entrepreneurship in generating creative strategy, prompting strategic initiatives and improving performance are …

Untying The Gordian Knot: Small Business And The Strategy Balance Scorecard, Ted Watts, Vicki Baard, Carol J. Mcnair

Faculty of Commerce - Papers (Archive)

Research confirms that small business (SB) is important for the dynamics and stability of the economy; the size, composition, and quality of employment; and the socio-political structure worldwide. Given this significance it is surprising that SBs have not taken advantage of the Balanced Scorecard (BSC). Research suggests it is because the BSC was designed for use in medium to large organizations and does not provide the correct “fit” for SBs. This paper 1) identifies performance dimensions applicable to SB, 2) develops a model, the Comprehensive Performance Management System (CPMS), which overcomes some of the major problems of previous measurement models, …

Analysing Beef Supply Chain Strategy In Australia, The United States And The United Kingdom, Ferry Jie, Kevin Anthony Parton

Sydney Business School - Papers

The purpose of the paper is to apply recently developed methods to compare and contrast the operation of beef supply chains in Australia, the US and UK. This comparison reveals aspects of the supply chains that are a consequence of their respective contexts, including resource endowments in the various countries. The market structure is a critical factor in determining optimal supply chain configurations. As a consequence, a lean approach to SCM is more likely to succeed in Australia than in the other two countries.

Total Quality Management And Hoshin Kanri For Construction Organizations, Low Sui Pheng, Liu Jun Ying, Amos Cheong

Business Review

Quality trends in construction projects have advanced from quality assurance to quality management under the ISO 9000 standards. Having achieved ISO 9000 certification and established a systematic approach to operations, the journey towards Total Quality Management (TQM) seems to weigh significantly on the ability of an organization to translate, integrate and institutionalize TQM behaviour into its business culture. More importantly, there is a need for organizational-wide management and a need to provide alignment of processes and people in the TQM environment. The Japanese concept of Hoshin Kanri, a form of policy management which prescribes a participative way of quality management, …

Marketing Strategy And Alliances Analysis Of Starbucks Corporation, Rebecca Lingley

Faculty Publications and Presentations

The Starbucks Corporation significantly utilizes alliances to expand market reach, improve product image, and develop greater company profitability. Starbucks, due to their market position and attributes, applies a Differentiation Focus strategy as defined by Porter’s Generic Market Theory. A review of Starbucks Corporation’s marketing strategies and alliance strategies proves that the company is being highly successful within this market scope.

It Alignment With Business Strategies In Healthcare Organizations: An Empirical Analysis, Zach G. Zacharia, David S. Preston, Chad W. Autry, Charles W. Lamb

Journal of International Technology and Information Management

This paper describes a study that assessed the performance implications of aligning information technology (IT) strategy to overall business strategy across a variety of health care organization (HCO) structures. We obtained survey results from senior executives of 178 hospitals to identify key configurations of IT strategic practices, business strategy and HCO structures. Using K- means cluster analysis, we identified which business strategies correlate strongly with certain IT strategy types. Our results indicate that HCOs achieve superior performance through unique combinations of business and IT strategy, suggesting that correctly aligning these strategies is a critical decision for healthcare organizations.