scholarly journals Product Line Choices

2021 ◽  
pp. 177-181
Author(s):  
Jean-Pierre Jeannet ◽  
Thierry Volery ◽  
Heiko Bergmann ◽  
Cornelia Amstutz
Keyword(s):  
Competitive Advantage ◽  
Product Line ◽  
Global Markets ◽  
Small Company ◽  
Small Space ◽  
Single Product ◽  
Line Depth

AbstractSuccess in global markets is not only dependent on the quality and effectiveness of a single product. For many firms, even as they focus on narrow niches, the number of product variations they can cram into a narrow market space becomes a competitive advantage. How SMEs dealt with requirements for product line depth vs. breadth and, in particular, how they managed to use platforming and modularity to maximize product variations to increase the number of SKUs offered in their chosen market space. To enable such market cramming, companies have adopted extensive modularization strategies to create a maximum of product variations from a limited set of components. Platforming is another method companies use to create multiple variations from a single platform which is more efficient to produce and market. The combination of both modularization and platforming is allowing this game to be played to an even greater extent, permitting a small company to become a relative giant in a small space.

Paper 1: Project Management of Bloodhound

1968 ◽  
Vol 183 (11) ◽  
pp. 1-9
Author(s):  
D. Rowley ◽  
H. Metcalfe
Keyword(s):  
Project Management ◽  
Product Line ◽  
Weapon System ◽  
Single Product ◽  
Supersonic Aircraft ◽  
Contractual Arrangements ◽  
Management Techniques

The Bloodhound anti-aircraft surface-to-air defence project in two main Marks has been under development and in production for some 18 years, with total costs of well over £100 million. It has been subjected to about 20 different operational requirements, including the need to satisfy three Air Forces and an Army with different defence needs, there have been numerous reorganizations of the Ministries responsible for development and the companies concerned have been reorganized and in some cases merged. The Guided Weapons (G.W.) team at the British Aircraft Corporation (BAC) responsible for Bloodhound has graduated from a single product line to a multi-project business and from developing a pilotless supersonic aircraft of unique design, to recognizing and handling the complete weapon system and the management tasks arising from substantial sales. The project started before sophisticated management techniques were respectable in England, but it has been found worthwhile to apply many of the principles and procedures even during the later stages. Major sub-contractors have been coordinated under a variety of contractual arrangements. Despite its kaleidoscopic background, the project has been a successful one both for the company and the nation. A number of considerable risk situations have been dealt with as a result of successful negotiations between government departments, the company, the customers and the various sub-contractors. A number of shortcomings on our techniques still exist and the paper concludes by suggesting priorities for management of future major systems.

scholarly journals Liquidity of bitcoin – insights from Polish and global markets

2019 ◽  
Vol 81 (3) ◽  
pp. 167-183
Author(s):  
Katarzna Włosik
Keyword(s):  
Competitive Advantage ◽  
Home Bias ◽  
Terms Of Trade ◽  
Market Liquidity ◽  
Global Markets ◽  
Volume Distribution ◽  
Trade Volume ◽  
Local Markets ◽  
The World

Bitcoin can be exchanged for other cryptocurrencies as well as for fiat currencies on many different platforms. Nevertheless, its real convertibility may be limited by market liquidity. The main aim of this article is to characterize and compare big and small bitcoin markets in terms of liquidity. I examine four platforms with high trade volume: Kraken, Bitstamp, BitFlyer and BTCBOX, as well as small entities which enable bitcoin to be traded in Polish zloty: BitBay and BitMarket. I compare the number of trades and the time between trades on selected bitcoin markets, determine the volume distribution throughout the day and analyse the dynamics of Amihud’s illiquidity measure – ILLIQ. I find that an exchange which is among the global leaders in terms of trading bitcoin in a particular traditional currency can be considered a smaller market in terms of trade volume in another traditional currency. Moreover, the results imply that BitBay and BitMarket can be perceived as local markets. They are mainly used for trading in Polish zloty, and are illiquid in terms of trading in the remaining traditional currencies. Home bias, the fact that they offer a possibility of trading in a less popular currency (in comparison to the world reserve currencies), and that have their interface in Polish, may give these platforms a competitive advantage.

scholarly journals International economics: global competition and value chaim

2019 ◽  
Author(s):  
Gabriel Setiawan Hadi
Keyword(s):  
Value Chain ◽  
International Economics ◽  
Global Markets ◽  
Global Competition ◽  
Small Companies ◽  
Small Company

Global markets open a new opportunity and challenges for small companies and countries. Global competition and value chain can bring both benefits as well as losses to small company or country.

Penerapan E-Commerce Dalam Meningkatkan Daya Saing Usaha

Liquidity ◽  
2018 ◽  
Vol 2 (1) ◽  
pp. 73-79 ◽  
Author(s):  
Siti Maryama
Keyword(s):  
Human Resources ◽  
Competitive Advantage ◽  
Global Markets ◽  
Business Network

The objectives of the study are to: (1) analyze any motives that drives entrepreneurs use e- commerce; (2) reviewing the benefits of e-commerce for entrepreneurs and; (3) analyze the barriers of entrepreneurs in implementing e-commerce. The result indicates that the motive of entrepreneurs in implementing e-commerce are accessing global markets 56%, promoting the product 63%, branding 56%, close to the customers 74%, helps communication quickly to customers 63% and satisfying the customers 56%. Beside, the benefits are satisfying the customers 74% and competitive advantage 81%. The barriers faced by entrepreneurs are the lack of human resources 40%, the high cost of 20%, licensing difficulties 20%, and business network 20% .

Lululemon Athletica

2017 ◽  
pp. 1-10
Author(s):  
Alice M. Tybout
Keyword(s):  
Early Experience ◽  
Product Line ◽  
Frame Of Reference ◽  
Single Product ◽  
Technical Performance ◽  
Growth Prospects

The case traces the development of Lululemon Athletica (Lulu) from founder Chip Wilson's first post-yoga euphoria in 1997 through the sale of all his shares in 2015. Officially founded in 1998, Lulu was built on the foundation of its “miracle” figure-enhancing yoga pants made from a proprietary stretch fiber. The case outlines Wilson's early experience in technical performance wear, which gave him the expertise needed to launch the Lululemon brand with its premium-priced, fashion-designed product line targeted at upscale women. The case also highlights the retailing and promotion approach that drove Lulu's first decade of success. The snapshot of how the Lulu brand cult was born and diffused provides the backdrop for assessing whether the brand has already hit its peak or whether it can sustain the explosive growth that effectively created the athleisure category. To aid in this determination, the case presents two competitors as comparative foils (Under Armour and Athleta) to contextualize Lulu's growth prospects. The Lululemon case highlights the importance of the competitive frame of reference when positioning a brand and describes how this may differ for the three competitors. The case also allows for a discussion of the challenges of maintaining the congruence of a retail brand with a diverse product line. This struggle is unique to retailers who must fit ever-varied product assortments (not just a single product line) under the umbrella of a single brand proposition, and is particularly relevant to vertically integrated brands such as Lululemon.

Patenting for Global Markets: A U. S. Firm Meets the Demands of the New Globalism

1999 ◽  
Vol 1 (1) ◽  
pp. 99-111 ◽  
Author(s):  
Deepak Somaya
Keyword(s):  
Competitive Advantage ◽  
Patent Protection ◽  
Global Markets ◽  
International Strategy ◽  
International Differences ◽  
Developed Economies ◽  
Patent Strategy ◽  
Institutional Differences ◽  
The Many

Beginning in the early 70s, ACME, a highly innovative and successful U.S. chemical firm, began commercializing an important and versatile polymer invention. This case study chronicles the many travails faced by ACME in obtaining patent protection for its innovations in major developed economies. ACME's experiences suggest that international differences in patent regimes that stem from ideological, historical, and institutional differences are pervasive, and need to be accounted for in a company's patenting approach. International strategy in the patent area is thus inherently multi-domestic. Further, we also observe that in global industries, obtaining a modicum of exclusivity through strong patent protection in certain key markets may be adequate to preserve a firm's competitive advantage versus multinational rivals. Moreover, a firm's patent strategy seems intrinsically integrated with its continuing innovative and commercial performance.

Selection of Product Line Qualities and Prices to Signal Competitive Advantage

1994 ◽  
Vol 40 (7) ◽  
pp. 824-841 ◽  
Author(s):  
Subramanian Balachander ◽  
Kannan Srinivasan
Keyword(s):  
Competitive Advantage ◽  
Product Line ◽  
Selection Of

scholarly journals Multiproduct Quality Competition:Fighting Brands and Product Line Pruning

2003 ◽  
Vol 93 (3) ◽  
pp. 748-774 ◽  
Author(s):  
Justin P Johnson ◽  
David P Myatt
Keyword(s):  
Price Discrimination ◽  
General Condition ◽  
Analytical Framework ◽  
Product Line ◽  
Total Output ◽  
Differentiated Products ◽  
Product Lines ◽  
Single Product ◽  
Intertemporal Price Discrimination ◽  
The Common

Firms selling multiple quality-differentiated products frequently alter their product lines when a competitor enters the market. We present a model of multiproduct monopoly and duopoly using a general “upgrades” approach that yields a powerful analytical framework. We provide an explanation for the common strategies of using “fighting brands” and of product line “pruning.” The optimal strategy depends on whether entry prompts an incumbent to expand or contract its total output. We also present a general condition that guarantees that a monopolist will sell but a single product. Our model addresses other issues, including intertemporal price discrimination and “damaged goods.”

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