Analisis Portofolio Produk-Pasar untuk Mengembangkan Perencanaan Pasar Strategis  pada Perusahaan Jasa Logistics

Generally, companies will get continuous success because they have commitment towards strategic market planning, where they continuously auditing work performance, exploring cost decision, and investing to the balance improvement in short and long term and looking for new chances. Therefore, the suitable strategic marketing planning for companies are offensive type by invest to grow and defensive way by protecting position. However, in protecting market share, a company could invest to protect their position in developing market, to protect one high share, to protect one follower share position, and to protect one niche position.

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Contemporary Perspectives on Higher Education Quality Management

Quality Management Principles and Policies in Higher Education - Advances in Higher Education and Professional Development ◽

10.4018/978-1-7998-1017-9.ch003 ◽

2020 ◽

pp. 38-60

Author(s):

Steven Sena

Keyword(s):

Quality Management ◽

Organizational Performance ◽

Market Share ◽

Service Organizations ◽

Market Place ◽

Goods And Services ◽

Institutions Of Higher Learning ◽

Higher Education Quality ◽

A Company

Quality management is considered a very important factor for the long-term success of each and every organization. The links between quality management and organizational performance can never be overemphasized. Quality management in both goods and services industries gives a company a distinct competitive advantage over its competitors in the market place. Market share can also be gained or lost over the level of quality management in an organization; that is if an organization's quality management process is poor, the market share is lost, and conversely, if it is quality management is good, a market share is gained. Quality is, therefore, a competitive priority for any serious organization. Quality management is the only factor that ensures an organization's survival and growth especially in institutions of higher learning and other service organizations. Quality management focuses on meeting consumers' needs, meeting the competition, improving continuously, and extending these concerns to all phases of business.

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STRATEGIC MANAGEMENT OF COMPETITIVENESS OF INDUSTRIAL COMPANIES IN UNSTABLE MARKET CONDITIONS

Bulletin of Udmurt University. Series Economics and Law ◽

10.35634/2412-9593-2020-30-1-41-50 ◽

2020 ◽

Vol 30 (1) ◽

pp. 41-50

Author(s):

T.V. Pogodina ◽

N.L. Udaltsova

Keyword(s):

Corporate Strategy ◽

Economic Indicators ◽

Strategic Marketing ◽

Industrial Complex ◽

Financial Leverage ◽

Industrial Companies ◽

Short And Long Term ◽

Strategic Controlling ◽

Industrial Company

The purpose of the article is to develop strategic directions in the management system of an industrial company in the conditions of uncertainty and instability of the market economy. The authors investigate the genesis of the theory of competitiveness, identify the signs of competitiveness of industrial companies in the short and long term. It is determined that financial and economic indicators, including profitability, financial stability, and financial leverage, play a significant role in the short- and long-term periods. The effect of financial leverage is calculated as a generalizing indicator of financial and economic indicators of competitiveness in Russian industries for 2015-2017, which has a predominantly negative value, which negatively affects the performance of companies. The main reason for this trend in Russia is the high level of financial dependence of companies, low return on assets and high interest rates on loans. Three strategic directions in the management of an industrial company in a volatile economy have been identified and analyzed: development of a corporate strategy of formation and improvement of competitiveness of companies based on innovation, implementation of strategic marketing and a concept of strategic controlling in the management of an industrial company. The priority strategies for ensuring the competitiveness of industrial companies (horizontal diversification, innovation or integrated growth) are identified; strategic marketing tools are proposed to stimulate technological processes in the industrial complex in an unstable economy; the directions of strategic controlling as a practical implementation of deviation management are identified. An approach to evaluate the effectiveness of a corporate strategy based on the size of a gap between the strategic plan and the real capabilities of an industrial company is proposed.

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Expand business and operations overseas: Aussifresh Report

10.31219/osf.io/srgz5 ◽

2021 ◽

Author(s):

AISDL

Keyword(s):

Market Share ◽

Asian Market ◽

A Company

Aussifresh is a company that sells fresh fruits, vegetables and Wine in the Australian market. It should be known that the company wishes to expand to the Asian market and this is a good development. Considering the fact that the company has a market share of 16%, it will be wise for them to expand their business and operations overseas for long term sustainability.

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Intangible-intensive profile of a company: the key to outperforming

Journal of Intellectual Capital ◽

10.1108/jic-03-2015-0025 ◽

2015 ◽

Vol 16 (4) ◽

pp. 721-741 ◽

Cited By ~ 9

Author(s):

Elena Shakina ◽

Angel Barajas

Keyword(s):

Knowledge Management ◽

Decision Makers ◽

Content Type ◽

Short And Long Term ◽

Long Term Performance ◽

Managerial Capabilities ◽

Term Performance ◽

A Company ◽

Clear Predominance

Purpose – The purpose of this paper is to reveal and empirically validate a new typology of company strategic profiles regarding intangible resources. Design/methodology/approach – The study is carried out in three steps. The first stage comes to identify the coordinates of intangibles in which strategic profiles are found. The second stage enables a clusterization of more than 1,600 European companies observed during seven years in the coordinates of intangibles. The last step introduces comparative analysis of these clusters in terms of their performance. Findings – As a result of empirical analysis three strategic profiles regarding intangibles are discovered. Two of these profiles are called intangible-intensive as they demonstrate clear predominance of a particular set of intangibles. The innovative profile is associated with intensive investment in innovation and networking capabilities. The conservative profile puts emphasis on managerial capabilities and development of business process. The non-intangible-intensive profile, that has been called moderate, evenly allocates resources among intangibles keeping them on a low level relative to the intangible-intensive profiles. Practical implications – This research is useful for practitioners in strategic and knowledge management. It provides insight into common features of company strategies for intangibles as well their impact on short- and long-term performance. Originality/value – This work contributes to the field of strategic knowledge management by demonstrating a new relevant typology in company behavior regarding intangibles. Moreover, it equips decision makers in companies with a tool to design strategic vision in intangibles.

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Gender Parity in The Workplace: How COVID-19 Has Affected Women

European Journal of Business Management and Research ◽

10.24018/ejbmr.2022.7.1.1169 ◽

2022 ◽

Vol 7 (1) ◽

pp. 1-8

Author(s):

Steven H. Appelbaum ◽

Shirin Emadi-Mahabadi

Keyword(s):

Market Share ◽

Family Responsibilities ◽

Global Crisis ◽

Gender Parity ◽

The Future ◽

Short And Long Term

Women especially have been faced with immense challenges because of this impossible global crisis; many are being forced to choose between family responsibilities and their career. Now more than ever, as we look towards a post-pandemic future, organizations must continue to strive towards inclusive workplaces. The implementation of employee upskilling programs will be one key action to attract talent and ensure sustained future prosperity. Profitability and growth depend on inclusivity; the companies that realize this will see the short and long-term advantages. Others will fall behind and leave the door open for those progressive enough to claim market share. Now that we are more than a year into the pandemic, arguably one of the largest global crises in a century, it is important to explore and explain how women have been affected, and what this could mean for the future of their place in leadership.

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DETERMINAN RETURN ON ASSETS BANK BNI SYARIAH: PENDEKATAN ERROR CORRECTION MODEL

Niqosiya: Journal of Economics and Business Research ◽

10.21154/niqosiya.v1i2.117 ◽

2021 ◽

Vol 1 (2) ◽

pp. 152-165

Author(s):

Deby Marlistyawati Putri ◽

Maulida Nurhidayati ◽

Nurul Khasanah

Keyword(s):

Error Correction ◽

Market Share ◽

Poor Performance ◽

Error Correction Model ◽

Short Term ◽

Return On Assets ◽

Correction Model ◽

Business Units ◽

Short And Long Term

Return on Assets at BNI Syariah banks has shown poor performance. If this condition continues, it can have a destructive impact and result in many losses that must be borne. The study was conducted to determine the effect of mudharabah deposits, equity, and size on Return on Assets at BNI Syariah Bank. The research was conducted with a quantitative approach on quarterly data published by BNI Syariah, OJK, and BI for 2012-2019. The analysis technique uses the Error Correction Model (ECM). The results obtained indicate that mudharabah deposits and equity in the short and long term do not affect ROA. Size in the short term has no effect but in the long term affects ROA. Simultaneously, mudharabah deposits, equity, and size affect ROA both in the short and long term. The contribution amount given is 31.74% in the short term and 49.51% in the long term. BNI Syariah Bank can further increase customer interest in deposits, expand market share in larger-scale business units and the general public, and use promotional media more creatively according to the digital era. Return on Assets pada bank BNI Syariah telah menunjukkan performansi kurang baik. Jika kondisi ini terus berlangsung dapat berdampak buruk serta berakibat pada besarnya kerugian yang harus ditanggung. Penelitian dilakukan untuk mengetahui pengaruh deposito mudharabah, ekuitas, dan size terhadap Return on Assets pada Bank BNI Syariah. Penelitian dilakukan dengan pendekatan kuantitatif pada data triwulan yang dipublikasikan oleh BNI Syariah, OJK dan BI periode 2012-2019. Teknik analisis menggunakan Error Correction Model (ECM). Hasil yang diperoleh menunjukkan bahwa deposito mudharabah dan ekuitas pada jangka pendek maupun jangka panjang tidak berpengaruh pada ROA. Size dalam jangka pendek tidak berpengaruh tetapi dalam jangka panjang berpengaruh pada ROA. Secara simultan, deposito mudharabah, ekuitas dan size berpengaruh pada ROA baik dalam jangka pendek maupun jangka panjang. Besarnya kontribusi yang diberikan adalah 31,74% pada jangka pendek dan 49,51% pada jangka panjang. Bank BNI Syariah dapat lebih meningkatkan minat nasabah pada deposito, memperluas market share pada unit usaha skala lebih besar serta masyarakat umum lainnya dan penggunaan media promosi sesuai era digital dengan lebih kreatif.

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Experience with Short and Long Term Courses of Local Adrenal Steroid Therapy For Ulcerative Colitis

Gastroenterology ◽

10.1016/s0016-5085(62)80117-6 ◽

1962 ◽

Vol 42 (6) ◽

pp. 669-677 ◽

Cited By ~ 18

Author(s):

Jean A. Spencer ◽

Joseph B. Kirsner

Keyword(s):

Ulcerative Colitis ◽

Steroid Therapy ◽

Adrenal Steroid ◽

Short And Long Term

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Short- and Long-Term Results of Total vs Subtotal Thyroid- ectomies in the Surgical Treatment of Graves' Disease

Swiss Surgery ◽

10.1024/1023-9332.7.1.20 ◽

2001 ◽

Vol 7 (1) ◽

pp. 20-24 ◽

Cited By ~ 14

Author(s):

Robert ◽

Mariéthoz ◽

Pache ◽

Bertin ◽

Caulfield ◽

...

Keyword(s):

Recurrent Laryngeal Nerve ◽

Nerve Palsy ◽

Recurrent Laryngeal Nerve Palsy ◽

Laryngeal Nerve ◽

Long Term Results ◽

Graves Disease ◽

Laryngeal Nerve Palsy ◽

Short And Long Term

Objective: Approximately one out of five patients with Graves' disease (GD) undergoes a thyroidectomy after a mean period of 18 months of medical treatment. This retrospective and non-randomized study from a teaching hospital compares short- and long-term results of total (TT) and subtotal thyroidectomies (ST) for this disease. Methods: From 1987 to 1997, 94 patients were operated for GD. Thirty-three patients underwent a TT (mostly since 1993) and 61 a ST (keeping 4 to 8 grams of thyroid tissue - mean 6 g). All patients had received propylthiouracil and/or neo-mercazole and were in a euthyroid state at the time of surgery; they also took potassium iodide (lugol) for ten days before surgery. Results: There were no deaths. Transient hypocalcemia (< 3 months) occurred in 32 patients (15 TT and 17 ST) and persistent hypocalcemia in 8 having had TT. Two patients developed transient recurrent laryngeal nerve palsy after ST (< 3 months). After a median follow-up period of seven years (1-15) with five patients lost to follow-up, 41 patients having had a ST are in a hypothyroid state (73%), thirteen are euthyroid (23%), and two suffered recurrent hyperthyroidism, requiring completion of thyroidectomy. All 33 patients having had TT - with follow-ups averaging two years (0.5-8) - are receiving thyroxin substitution. Conclusions: There were no instances of persistent recurrent laryngeal nerve palsy in either group, but persistent hypoparathyroidism occurred more frequently after TT. Long after ST, hypothyroidism developed in nearly three of four cases, whereas euthyroidy was maintained in only one-fourth; recurrent hyperthyroidy was rare.

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