Product-market planning capability and profitability

2020 ◽  
Vol 90 ◽  
pp. 370-379
Author(s):  
Paul Hughes ◽  
Ian R. Hodgkinson ◽  
Robert E. Morgan ◽  
Mathew Hughes ◽  
Chih-Hsien Lois Hughes
1979 ◽  
Vol 7 (6) ◽  
pp. 11-14
Author(s):  
Leon Reinharth ◽  
H. Jack Shapiro ◽  
Ernest A. Kallman

2021 ◽  
pp. 135-150
Author(s):  
Marie-Andrée Delisle

Abstract This chapter presents a tourism industry perspective about key aspects of market thinking and provides tips and strategies for building a strategic marketing plan for a creative tourism initiative. The visitor profile is examined, not so much as demographic or psychographic (i.e. not what they are, which is explored earlier in this book), but to provide a collection of tools to pinpoint where they are. Market segmentation, the product/market match, and product evolution and lifecycle are then explored. Building on this, four strategies to build business opportunities through partnerships and networks are outlined. Next, key elements of the structure and requirements of the major marketing elements of the tourism industry are discussed, including the issue of market readiness and pricing structures. Bringing these elements together, the chapter closes with guidance about market planning.


2018 ◽  
Vol 3 (2) ◽  
Author(s):  
H.L Ahmad Murdani

Ketak handicraft is one of any other superior handicraft in Lombok Tengah Regency, as one of any other revenue generator for Lombok Tengah regency and to increase the prosperity of people in this industry, it is needed to find out the ways and strategies to improve the performance of this business. This research was categorized as a descriptive research which used case method approach, it was aimed to find out the position of ketak handicraft among handicraft industry in Lombok Tengah based on recent performance and to identify alternative strategies which can be chosen in order to improve the performance of this industry. In order to find out the position of ketak handicraft business, it was used BCG Agam analysis and based on this position the strategy for improving this business was selected based on this analysis, the position of third business was in the stars position, where alternative strategies that can be chosen were: (a) development of the existing product (market expansion for the existing product); (b) diversification; (c) horizontal merger. Suggestion recommended was to apply one of these strategies based on analysis that had been conducted.


Author(s):  
Olena Zayats ◽  

The article examines the competitive status and competitive positions of Ukraine. It proves that in the current context the competitive status of the national economy is determined by the presence of a strong global competitive force that provides dynamic growth based on innovation potential, developed institutions, infrastructure, ICT adoption, macroeconomic stability, health, skills, product market, labor market, financial system, market size, business dynamism rather than by traditional factors (natural resources, geopolitical situation). It has been identified that a wide range of factors in global competitive force establishment suggests the complexity of its assessment. It has been noted that in world economic practice the Global Competitiveness Index of the World Economic Forum is predominantly used to assess the competitive status of the national economy. It has been determined that according to this index, in the overall ranking among 141 countries in 2019, Ukraine ranked 85th (2009-2010 – 82/133; 2018 – 83/140). The article analyzes of the competitive status of Ukraine in the international arena in terms of twelve pillars of the studied index and in the context of components of the said pillars. The dynamics of Ukraine's global competitive force in recent years shows that there has not been any build up. However, if one analyzes it in terms of the criteria of the global competitive force of the domestic economy, their assessment is volatile: the main regression can be traced in the sphere of the financial system, where Ukraine dropped by 19 positions in one year (2018 – 117/140, 2019 – 136/141), and the greatest progress is observed in the product market, where Ukraine rose by 16 positions in one year (2018 – 73/140, 2019 – 57/141). Analysis of the components of Ukraine’s global competitive force criteria shows that the worst positions in terms of such components are as follows: non-performing loans (% of gross total loans) – 139/141 and soundness of banks – 131/141. The best positions are in terms of the following components: costs of starting a business – 14/141 and attitude towards entrepreneurial risk – 18/141.


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