Business strategy of salted egg agro-industry to achieve sustainable competitive advantage

2021 ◽  
Vol 46 (3) ◽  
pp. 258-269
Author(s):  
W. Sumekar ◽  
A. N. Al-Baarri ◽  
A. Setiadi
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Policy Development ◽  
East Asian ◽  
Observational Research ◽  
Market Penetration ◽  
Sustainable Competitive Advantage ◽  
Asian Countries ◽  
Business Policy ◽  
Salted Duck Eggs

Business strategy is an effort to achieve a sustainable competitive advantage in an agro-industry. The research objective on salted egg agro-industrial center is to identify a model for business development. The advantages of salted duck eggs have been recognized by people in south east asian countries and east asian countries. This observational research was conducted on 105 salted egg agro-industries in Brebes Regency. Data on 22 variables of quantitative strategic planning were collected through interviews using a questionnaire. Strategy formulation framework method was applied to determine specific alternative strategies to reach sustainable competitive advantage The results showed that the salted egg agro-industry were not supported by the availability of duck eggs and upstream industry (50.58%) although most consumers were fond of salted egg due to its taste (52.38%), texture (58.10%), and price (71,43%). The salted egg agro-industry was in the aggressive position. The best strategy concept for business policy development was market penetration The market penetration strategy was chosen, namely increasing promotion and sales volume. Market penetration strategy is suggested to be the mod-el for empowering salted egg agro-industry and agro-industrial commodities in general so that the activ-ity of duck farming and upstream industry can be leveraged.

Sustainable Competitive Advantage from Information Technology

2001 ◽  
pp. 25-39
Author(s):  
David L. Bahn
Keyword(s):  
Information Technology ◽  
Competitive Advantage ◽  
Case Studies ◽  
Value Chain ◽  
Business Strategy ◽  
Complex Relationship ◽  
Sustainable Competitive Advantage ◽  
Strategy Analysis ◽  
Business Functions ◽  
Support Activity

The strategic benefit of IT (information technology) in supporting business functions is often seen as the basis for competitive advantage that is sustainable. The value chain concept has been a handy tool widely utilized in business strategy analysis to match firm competency in performing business activities with the achievement of sustainable marketplace advantage. When it comes to the assessment of the competitive value of information technology, the value chain concept seems to either categorize IT as a support activity or to overly narrow the scope of IT’s role in achieving sustainable competitive advantage. This chapter reviews the concepts of the value chain and sustainable competitive advantage. Short case studies from a number of industries are presented in order to illustrate the limitations of using the value chain to describe information technology’s role in achieving sustainable competitive advantage. These examples demonstrate the subtle and often complex relationship between information technology and competitive advantage.

Sustainable Competitive Advantage from Information Technology

2001 ◽  
pp. 40-55 ◽  
Author(s):  
Mark R. Nelson
Keyword(s):  
Information Technology ◽  
Competitive Advantage ◽  
Case Studies ◽  
Value Chain ◽  
Business Strategy ◽  
Complex Relationship ◽  
Sustainable Competitive Advantage ◽  
Strategy Analysis ◽  
Business Functions ◽  
Support Activity

The strategic benefit of IT (information technology) in supporting business functions is often seen as the basis for competitive advantage that is sustainable. The value chain concept has been a handy tool widely utilized in business strategy analysis to match firm competency in performing business activities with the achievement of sustainable marketplace advantage. When it comes to the assessment of the competitive value of information technology, the value chain concept seems to either categorize IT as a support activity or to overly narrow the scope of ITs role in achieving sustainable competitive advantage. This chapter reviews the concepts of the value chain and sustainable competitive advantage. Short case studies from a number of industries are presented in order to illustrate the limitations of using the value chain to describe information technologys role in achieving sustainable competitive advantage. These examples demonstrate the subtle and often complex relationship between information technology and competitive advantage.

Rethinking the Business Strategy in the Gaming Industry in India: The Case of Virtual Infocom

2018 ◽  
Vol 7 (3) ◽  
pp. 176-183
Author(s):  
Subrata Chattopadhyay ◽  
Subhajit Bhattacharya ◽  
Arijit Bhattacharya
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Sustainable Competitive Advantage ◽  
Gaming Industry ◽  
Market Strategy ◽  
Start Up ◽  
The World ◽  
Global Player ◽  
Training Institute

The case is about rethinking the business strategy in the gaming industry in India vis-à-vis the world. It discusses the start-up Virtual Infocom (Virtual Information & Communications) and how over the years it has grown into a formidable local and global player. The case is about revamping market strategy and the attributes therein, the prospects and the potential, and envisages to explore as to how the company should, if so, alter their business strategy to be a top brand reckoning in the industry. Virtual Infocom, primarily a training institute, is considering whether to develop games for the market instead of being a secondary player. It unravels the dilemma as to whether it should continue with training or diversify to earn revenues globally to ensure a sustainable competitive advantage in the gaming industry.

Dynamic Capabilities

Management ◽  
2020 ◽  
Author(s):  
Anja Tuschke ◽  
Emma Buellet
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Strategy ◽  
Dynamic Capabilities ◽  
Evolutionary Economics ◽  
Empirical Work ◽  
Sustainable Competitive Advantage ◽  
Vast Number ◽  
Resource Based View ◽  
Dynamic Capabilities Perspective

As a relatively young, yet flagship discipline of strategic management, dynamic capabilities research has emerged as one of the central perspectives exploring the foundations of the achievement of sustainable competitive advantage, especially in the context of dynamic environments. Dynamic capabilities are deeply rooted in, and sometimes seen as an extension of, the resource-based view of the firm. The notion that competitive advantage both stems from the exploitation of current capabilities and the development of new ones was already vaguely conceptualized by prominent contributors of the resource-based view such as Edith Penrose and Birger Wernerfelt. However, the idea that there are special capabilities—dynamic capabilities—enabling organizations to build, integrate, or reconfigure their internal and external resource and competence base, was formerly conceptualized in the late 1990s as a separate yet connected stream of research (see Teece, et al. 1997—cited under Seminal Papers—which is titled “Dynamic Capabilities and Strategic Management”). The dynamic capabilities perspective is also strongly connected to evolutionary economics. This is why the field has focused for some time on the exploration of semi-automatic and path-dependent routines as the foundation of dynamic capabilities. However, proponents of the behavioral theory of the firm have criticized this approach and integrated the deliberate human element in the dynamic capabilities perspective (for an overview of the theoretical assumptions underpinning the dynamic capabilities perspective, see the article “Dynamic Capabilities and the Role of Managers in Business Strategy and Economic Performance”—Augier and Teece 2009, cited under Conceptual Refinements). As a result, various important debates emerged in the community and the field has been generally criticized for its ambiguity, inconsistency, and conflicting assumptions. This is exemplified by the important number of diverging conceptual contributions to the field, still up to this day, and by the relatively late materialization of empirical work. Nevertheless, the vast number of contributions illustrates the necessity to consider dynamism, which underlies the concept of dynamic capabilities, as a key component of competitive advantage and organizational adaption (see the separate Oxford Bibliographies in Management article “Organizational Adaptation”). The key contributors of the dynamic capabilities perspective in management research are, among others, Kathleen Eisenhardt, Constance Helfat, Margaret Peteraf, David Teece, and Sidney Winter. To support scholars to move toward a theory of dynamic capabilities, this bibliography provides an overview of the field, its origin and developments, while highlighting the conceptual and empirical problems that remain to be solved.

scholarly journals Analyzing The Formulation of Business Strategy of Pelita Kita Trading Company

2019 ◽  
Vol 1 (2) ◽  
pp. 114-123
Author(s):  
Susriyanti Susriyanti ◽  
Fitri Yeni ◽  
Riche Fermayani ◽  
Erwin H Harahap
Keyword(s):  
Competitive Advantage ◽  
Environmental Analysis ◽  
Business Strategy ◽  
Market Development ◽  
Market Penetration ◽  
Alternative Strategies ◽  
Trading Company

Pelita Kita is a trading company that sells woods, windows frame, doors, panels and various types of processed woods. Using environmental analysis, the present study seeks to examine the formulation of business strategy as an effort to create a competitive advantage. Data were collected through interviews and questionnaires and then analyzed using the following matrices: IFE, EFE, CPM, TOWS, IE, and SPACE. The results of analysis revealed that the studied company may employ some alternative strategies such as market penetration and market development to compete. It is also concluded that market penetration is more preferable because it has a greater total value of attraction compared to other strategies.

Fostering sustainability: reinventing SME strategy in the new normal

foresight ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Meng Kui Hu ◽  
Daisy Mui Hung Kee
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Small And Medium Enterprises ◽  
Business Environment ◽  
Sustainable Competitive Advantage ◽  
Holistic View ◽  
Resource Based View ◽  
New Normal ◽  
Content Type ◽  
Subsequent Performance

Purpose This paper aims to deliberate the significant impacts caused by the COVID-19 pandemic on small and medium enterprises (SMEs). It also discusses SMEs’ practical approaches to capitalise on the renewed opportunity in the new normal by expanding their businesses regionally and globally. This paper also discusses the tactical and strategic interventions SMEs need to take to charge forward. Design/methodology/approach The resource-based view of the firm (Barney, 1991) is used to explain how SMEs develop a sustainable competitive advantage in the new normal. The resource-based view focuses on the link between strategy and firm internal resources. Drawing from the resource-based view of the firm, internal analysis of the resources that are regarded as sources of competitive advantage controlled by the SMEs is imperative in today’s business environment. Based on the resource-based view theory, this paper focuses on reinventing SME’s strategies in the new normal to foster sustainability. Findings Post-COVID-19 pandemic, SMEs must essentially be dynamic, forward-looking and transformational in capturing the regional and global markets’ opportunities. They need to sharpen their internal competencies and realign their effective business strategy in seizing the vast opportunities in the international markets. Practical implications How SMEs respond to COVID-19 has important implications for subsequent performance in the new normal. This study focuses on the different potential SMEs’ reactions to COVID-19 and how their strategy affects SMEs performance and fosters sustainability in the new normal. Social implications The sustainability of SMEs is critical for the nation’s socio-economy. This study offers a holistic view of how SMEs respond to their challenges and help them choose the right business options. Originality/value This paper’s contents are solidly based on accumulated evidence, observation and critical arguments on the impacts caused by the COVID-19 pandemic that caused numerous challenges faced by the SMEs, with a specific focus on SMEs operating in Malaysia.

Re-Shaping Business Strategy in the Era of Digitization

2020 ◽  
pp. 76-97
Author(s):  
Deniz Palalar Alkan
Keyword(s):  
Artificial Intelligence ◽  
Internet Of Things ◽  
Competitive Advantage ◽  
Business Strategy ◽  
Industry 4.0 ◽  
Digital Transformation ◽  
Sustainable Competitive Advantage ◽  
Digital Networks ◽  
Global Marketplace ◽  
Existing Structures

In the era of digitization terms such artificial intelligence (AI), internet of things (IoT) and related concepts are frequently used to describe a phenomenon that will eventually connect all things to digital networks that will lead to digital transformation of existing business and how they formulate strategies. One of the reasons behind such a paradigm shift is due to the demands of hyper-competition companies face in the global marketplace. Changing nature of the competitive landscape forces companies to re-think their strategy and align existing structures to achieve agility, flexibility, and a sustainable competitive advantage. Thus, companies need to re-think and conceptualize their overall strategies including the means to achieve sustainable competitive advantage. The trends that are shaping the Industry 4.0 will shape the way companies formulate strategies, create collaboration, and convergence of all the actors in the ecosystem to achieve agility, flexibility, and maximize efficiency.

Ballarpur Industries Ltd: aligning marketing strategy in a turbulent environment

2011 ◽  
Vol 1 (3) ◽  
pp. 1-19
Author(s):  
Joffi Thomas ◽  
Ashok Pratap Arora ◽  
Rajen K. Gupta
Keyword(s):  
Emerging Markets ◽  
Competitive Advantage ◽  
Marketing Strategy ◽  
Business Strategy ◽  
Emerging Market ◽  
Paper Industry ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Local Companies ◽  
The Impact

Subject area Transforming a production-oriented firm into a marketing-oriented firm; aligning marketing strategy of local companies in globalizing emerging markets; creating sustainable competitive advantage. Student level/applicability Post graduate management courses in marketing management, strategic marketing, international marketing, business strategy. Case overview This case is about how the leader in the Indian paper industry, Ballarpur Industries Ltd (BILT), is proactively transforming a production-oriented firm to a marketing-oriented firm to compete in the globalizing emerging market scenario, in the wake of economic liberalisation. It requires the participants to evaluate the impact of marketing initiatives made, and align BILT's marketing strategy to leverage it's strengths and help create sustainable competitive advantage. Expected learning outcomes To understand the need for local companies in emerging markets to proactively align marketing strategy to build competitive advantage in the globalizing industry. Supplementary materials Teaching notes.

scholarly journals Sustainable Competitive Advantage (SCA) Analysis of Furniture Manufacturers in Malaysia: Normalized Scaled Critical Factor Index (NSCFI) Approach

2016 ◽  
Vol 7 (2) ◽  
pp. 73-85
Author(s):  
Rosmaini Tasmin ◽  
Josu Takala ◽  
Aliyu Alhaji Abu Bakr ◽  
Daryna Shylina ◽  
Izabela Nizialek ◽  
...  
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Critical Factor ◽  
Peninsular Malaysia ◽  
Sustainable Competitive Advantage ◽  
Manufacturing Strategy ◽  
Manufacturing Companies ◽  
Risk Levels ◽  
Factor Index

Abstract The purpose of this paper is to investigate Malaysian furniture industry via Sustainable competitive advantages (SCA) approach. In this case study, sense and respond method and Normalized Scaled Critical Factor Index (NSCFI) are used to specify the distribution of companies’ resources for different criteria and detect the attributes which are critical based on expectation and experience of companies’ employs. Moreover, this study evaluates Malaysian furniture business strategy according to manufacturing strategy in terms of analyzer, prospector and defender. Finally, SCA risk levels are presented to show how much company’s resource allocations support their business strategy. This case study involved four furniture manufacturing companies, in the southern part of Peninsular Malaysia to provide the overall view of their strategies in the perspective of knowledge & technology management, processes & work flows, organizational, and information systems. Hence, the findings of this study presented the preliminary results from these furniture companies in Malaysia, which are involved in sustainable competitive advantage (SCA) studies in terms of expectation and experience, NSCFI, operational strategy triangle of prospector (P), defender (D), and analyzer (A). The result shows that almost all furniture companies are categorized into the Analyzer type strategy and planning to remain being Analyzer in future to come.

Sign in / Sign up

Export Citation Format

Share Document