The Impact of Product Portfolio Strategy on Financial Performance: The Roles of Product Development and Market Entry Decisions

2013 ◽  
Vol 31 (3) ◽  
pp. 516-534 ◽  
Author(s):  
Wooseong Kang ◽  
Mitzi Montoya
Keyword(s):  
Product Development ◽  
Financial Performance ◽  
Market Entry ◽  
Product Portfolio ◽  
Portfolio Strategy ◽  
The Impact ◽  
Entry Decisions

Does supplier involvement enhance financial performance? The encapsulation effects of product modularity and smartness

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yu Wang ◽  
Tao Jia ◽  
Jinliang Chen ◽  
Qiujun Chen
Keyword(s):  
Problem Solving ◽  
Product Development ◽  
Financial Performance ◽  
New Product Development ◽  
New Product ◽  
High Tech ◽  
Content Type ◽  
Product Modularity ◽  
Supplier Involvement ◽  
The Impact

Purpose This study aims to explore the conditional relationships between supplier involvement and financial performance. From a problem-solving perspective, this study takes the focal firm as a problem-solving system. It is postulated that supplier involvement enhances financial performance by helping solve complex problems of new product development. Furthermore, product modularity and smartness are considered contingent factors to clarify the boundary conditions. Design/methodology/approach The ordinary least squares regression was conducted to test the hypotheses based on survey data from 136 high-tech firms in China. Findings Supplier involvement is positively related to financial performance. Product modularity weakens the impact of supplier involvement on financial performance. Furthermore, product smartness strengthens the negative influence of product modularity on the relationship between supplier involvement and financial performance. Originality/value This study combines supplier involvement with product attributes. It takes a problem-solving perspective to rethink suppliers’ roles in new product development as problem-solvers rather than resource holders. Furthermore, this study advances the encapsulation effects of product modularity and smartness to influence the supplier involvement–financial performance link.

The impact of technological convergence on firms' product portfolio strategy: an information-based imitation approach

2015 ◽  
Vol 47 (1) ◽  
pp. 17-35 ◽  
Author(s):  
Claudio Giachetti ◽  
Giovanni Battista Dagnino
Keyword(s):  
Product Portfolio ◽  
Technological Convergence ◽  
Portfolio Strategy ◽  
The Impact

The Impact of Organizational Memory on New Product Performance and Creativity

1997 ◽  
Vol 34 (1) ◽  
pp. 91-106 ◽  
Author(s):  
Christine Moorman ◽  
Anne S. Miner
Keyword(s):  
Product Development ◽  
Financial Performance ◽  
New Product Development ◽  
New Products ◽  
New Product ◽  
Organizational Memory ◽  
Environmental Turbulence ◽  
Short Term ◽  
Four Dimensions ◽  
The Impact

Arguing that organizational memory affects key new product development processes by influencing the (1) interpretation of incoming information and (2) the performance of new product action routines, the authors introduce four dimensions of organizational memory, including the amount and dispersion of memory. Data from 92 new product development projects indicate that higher organizational memory levels enhance the short-term financial performance of new products, whereas greater memory dispersion increases both the performance and creativity of new products. They also find, however, that under some conditions of high environmental turbulence, high memory dispersion actually detracts from creativity and has no effect on financial performance. Under conditions of low turbulence, high memory dispersion promotes higher levels of creativity and short-term financial performance. These findings provide some initial evidence that knowledge is not an unconditionally positive asset and suggest that developing and sustaining valuable organizational memory may require attention not only to the appropriate levels of memory but also to managing subtle aspects of memory dispersion and deployment. These results imply that if organizations fail to understand the subtle ways in which different features of organizational memory influence product development, they may fail to harvest the full value of organizational learning.

The impact of market size on new market entry: a contingency approach

2017 ◽  
Vol 51 (1) ◽  
pp. 2-22 ◽  
Author(s):  
Sungwook Min ◽  
Namwoon Kim ◽  
Ge Zhan
Keyword(s):  
Market Entry ◽  
Positive Impact ◽  
High Tech ◽  
Market Size ◽  
Parameter Estimates ◽  
Content Type ◽  
Post Entry ◽  
Context Specific ◽  
The Impact ◽  
Entry Decisions

Purpose The purpose of this study is to offer explanations of the wide variation in the impact of market size on new market entry decisions – i.e. its positive impact lessens because of unreliable predictability of market size on post-entry profit and entry motivations other than post-entry profit. Design/methodology/approach On the basis of the two explanations, this paper builds a contingency frame that the impact of market size on new market entry depends on entry-context-specific variables. It validates the contingency frame, empirically analyzing 219 parameter estimates of the impact of market size on market entry obtained from 41 existing empirical studies. Findings The meta-analysis results reveal that the entry-context-specific variables used in this study – niche market entry, high-tech market entry, entry by industry incumbent firms and the year of market entry – notably moderate the impact of market size on new market entry decisions, as the research frame suggests. Research limitations/implications This study examines the various literature and study outcomes in the areas of marketing, economics and strategy to elucidate whether and when market size is a critical driver of new market entry. In most cases, the greater the new market size, the greater is the propensity to enter the market. However, the contingency arguments stated in this paper suggest that firms may and do enter a new market even if the market size is not large at the time of entry. Originality/value This paper enhances the understanding of the relative importance of market size in market entry decisions, which depend on various entry contexts. It clarifies the direction and magnitude of the impact of such entry contexts.

The impact of industry environment on early market entry decisions by B2B managers in the U.S. and Japan

2010 ◽  
Vol 39 (5) ◽  
pp. 832-843 ◽  
Author(s):  
Roger J. Calantone ◽  
C. Anthony Di Benedetto ◽  
Michael Song
Keyword(s):  
Market Entry ◽  
Industry Environment ◽  
The Impact ◽  
Early Market ◽  
The U.S ◽  
Entry Decisions

Whose Culture Matters? Near-Market Knowledge and Its Impact on Foreign Market Entry Timing

2002 ◽  
Vol 39 (3) ◽  
pp. 350-365 ◽  
Author(s):  
Debanjan Mitra ◽  
Peter N. Golder
Keyword(s):  
Market Entry ◽  
Foreign Market ◽  
Foreign Market Entry ◽  
Economic Knowledge ◽  
Strategic Choices ◽  
Market Knowledge ◽  
Entry Timing ◽  
The Impact ◽  
Market Entry Timing ◽  
Entry Decisions

Market entry decisions are some of a firm's most important strategic choices. Although some recent studies have begun to consider the impact of learning and experience on foreign market entry, no study has examined the impact of a firm's own operations in similar markets on subsequent entry decisions. In this study, the authors introduce the concept of near-market knowledge to reflect the knowledge firms generate by operating in markets that are culturally and economically similar. The authors compile extensive data on the complete foreign market entries of 19 multinational firms. They use a hazard model on 722 entry observations to evaluate the impact of the dynamic near-market knowledge measures and other economic and cultural variables on foreign market entry timing. In contrast with much previous research, the authors find that cultural distance from the domestic market is not a significant factor. However, the authors find significant effects for the new measures of near-market cultural and economic knowledge and for several other economic variables as well. The authors discuss the implications of these findings for further research and management practice.

ANALISIS RASIO UNTUK MENGUKUR KINERJA KEUANGAN PERUSAHAAN (STUDI KASUS PADA PT MEKAR KARYA PRATAMA)

2019 ◽  
Vol 9 (1B) ◽  
pp. 15
Author(s):  
Rizki Ahmad Fauzi
Keyword(s):  
Financial Performance ◽  
Financial Statements ◽  
Corporate Activity ◽  
Significant Change ◽  
Overall Ratio ◽  
The Impact ◽  
Solvency Ratio

Based on the results of the analysis of the ratio of the financial statements can be seen from liquidity ratio in 2010 can already be said to be liquid and in 2011 occurred very significant increase in this ratio that makes the company's liquidity to be too high. Judging from the solvency ratio, in 2010 the company could not be said solvable because the value of this ratio is still quite high. However, in 2011 this ratio decreased significantly which shows that the company can already be said to be solvable. From the ratio of the activity, in 2010 and 2011 the ratio of corporate activity can already be said to be good. Despite the decrease from 2010 to 2011 on some of these ratios, but the overall ratio of activity of the company is good enough. Judging from the ratio of profitability, in 2010 and 2011 the profitability of the company can not be said to be good because it is still very low and no significant change from the year 2010 to the year 2011 for this ratio.The overall financial performance of PT Mekar Karya Pratama from year 2010 to year 2011 can be said to be good, although there are some things that must be considered and they should be repaired as liquidity is too high which causes the idle funds and the impact on the profitability is low. Keyword:Rasio Analysis

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