The Role of Marketing Strategies in Modern Business and Society

Marketing Strategies ◽

Business And Society ◽

Differentiation Strategy ◽

Segmentation Strategy ◽

Leadership Strategy ◽

Modern Business ◽

Focus Strategy

This chapter introduces the role of marketing strategies in modern business and society, thus explaining the theoretical and practical concepts of competitive strategy, market segmentation strategy, differentiation strategy, cost leadership strategy, focus strategy, market orientation, and organizational performance; the significance of marketing strategies in modern business and society; and the impact of marketing strategies on organizational performance. Marketing strategies serve as the valuable foundation of marketing plans designed to fill marketing needs and reach marketing objectives. Marketing strategies include all basic and long-term activities in the field of marketing, thus dealing with the analysis of the strategic situation of an organization and the formulation, evaluation and selection of market-oriented strategies and effectively contribute to the goals of the organization and its marketing objectives. The chapter argues that applying marketing strategies has the potential to increase organizational performance and gain sustainable competitive advantage in the social media age.

Conceptualizing the Role of Leadership Strategy in the Context of Strategic Management Process: A Review of Literature

Journal of Economics and Business ◽

10.31014/aior.1992.03.04.307 ◽

2020 ◽

Vol 3 (4) ◽

Author(s):

Hebron L. Adoli ◽

◽

James M. Kilika

Keyword(s):

Strategic Management ◽

Organizational Capabilities ◽

Future Research ◽

Management Process ◽

Strategic Choices ◽

Leadership Strategy ◽

Strategic Management Process

A focus on the nature of strategic management process and its contribution to answer fundamental question of how firms achieve sustainable competitive advantage and improved performance through use of suitable leadership has led to organizational leaders formulating strategies through approaches that are systematic, rational as well as logical to strategic choices at corporate, business and functional levels. This has continued to be a major milestone in strategic management process in establishing a clear strategy that makes an organization competitive through suitable management of its workforce and application of strategies that are not easily imitated. This calls for an appropriate leadership strategy aimed at eliminating the gap in human capital that exists in various levels of strategic management process in an organization between the current and desired state of leadership in the future that will address the organization deficiencies by considering the right number of leaders required by the firm for the next at least 5 years with required leadership qualities, skills, behaviour, team capabilities and appropriate culture. This study has focused on a comprehensive review of conceptual and theoretical literature that brings out the role of leadership strategy in the context of strategic management process that leads to improved organizational performance. The concept of organizational capabilities and organization context were found to play a relevant role that mediate and moderate this relationship respectively. The study has proposed a suitable theoretical framework that links leadership strategy, organizational capabilities, and context and organization performance based on the identified gaps for guiding future research on leadership strategy. Six theories including; Pasmore model as lead theory, Path-Goal theory, Contingency theory, transformational leadership, Resource based view and Upper echelon theory underpinned the study in understanding the constructs. In summary, based on the reviewed literature, the study on leadership strategy is found critical for organization success and this calls for further testable empirical data and analysis to validate this claim.

Conceptualizing the Role of Leadership Strategy in the Context of Strategic Management Process: A Review of Literature

10.31222/osf.io/s2m6w ◽

2020 ◽

Author(s):

Hebron L. Adoli ◽

James M. Kilika

Keyword(s):

Strategic Management ◽

Organizational Capabilities ◽

Future Research ◽

Management Process ◽

Strategic Choices ◽

Leadership Strategy ◽

Strategic Management Process

A focus on the nature of strategic management process and its contribution to answer fundamental question of how firms achieve sustainable competitive advantage and improved performance through use of suitable leadership has led to organizational leaders formulating strategies through approaches that are systematic, rational as well as logical to strategic choices at corporate, business and functional levels. This has continued to be a major milestone in strategic management process in establishing a clear strategy that makes an organization competitive through suitable management of its workforce and application of strategies that are not easily imitated. This calls for an appropriate leadership strategy aimed at eliminating the gap in human capital that exists in various levels of strategic management process in an organization between the current and desired state of leadership in the future that will address the organization deficiencies by considering the right number of leaders required by the firm for the next at least 5 years with required leadership qualities, skills, behaviour, team capabilities and appropriate culture. This study has focused on a comprehensive review of conceptual and theoretical literature that brings out the role of leadership strategy in the context of strategic management process that leads to improved organizational performance. The concept of organizational capabilities and organization context were found to play a relevant role that mediate and moderate this relationship respectively. The study has proposed a suitable theoretical framework that links leadership strategy, organizational capabilities, and context and organization performance based on the identified gaps for guiding future research on leadership strategy. Six theories including; Pasmore model as lead theory, Path-Goal theory, Contingency theory, transformational leadership, Resource based view and Upper echelon theory underpinned the study in understanding the constructs. In summary, based on the reviewed literature, the study on leadership strategy is found critical for organization success and this calls for further testable empirical data and analysis to validate this claim.

Marketing Strategies of SMEs and Performance: Empirical Evidence from Pharmaceutical Sector of Khyber Pakhtunkhwa

Global Social Sciences Review ◽

10.31703/gssr.2019(iv-ii).20 ◽

2019 ◽

Vol IV (II) ◽

pp. 151-157

Author(s):

Mian Daud Nazim ◽

Saima Batool ◽

Saima Urooge

Keyword(s):

Marketing Strategies ◽

Cost Leadership ◽

Industrial Estates ◽

Differentiation Strategy ◽

Segmentation Strategy ◽

Industrial Sectors ◽

Industrial Estate ◽

Leadership Strategy ◽

And Performance ◽

The Cost

The study finds the effects of marketing strategies on the SME performance. Further, it explores the marketing strategies adopted by the pharmaceutical companies in various industrial sectors of KP. The Industrial Estate Hayatabad, Industrial Estate Hattar and Industrial Estate Gadoon were taken as sample areas for the selection of firms. Data was collected from 300 pharmaceutical firms in these Industrial Estates. Closedended questionnaire was used to collect data. The segmentation strategy, differentiation strategy, cost leadership strategy i.e. porter generic strategies were analyzed. The study used the correlation and regression model. Results reveal the cost leadership, differentiation strategy, segmentation have positive relationship with the firm performance. The findings also show that the cost leadership and differentiation strategy have significant effect while the segmentation strategy has insignificant effect on the performance of a firm.

Conceptualizing the Role of Leadership Strategy in the Context of Strategic Management Process: A Review of Literature

10.31219/osf.io/abqpz ◽

2020 ◽

Author(s):

Hebron L. Adoli ◽

James M. Kilika

Keyword(s):

Strategic Management ◽

Organizational Capabilities ◽

Future Research ◽

Management Process ◽

Strategic Choices ◽

Leadership Strategy ◽

Strategic Management Process

A focus on the nature of strategic management process and its contribution to answer fundamental question of how firms achieve sustainable competitive advantage and improved performance through use of suitable leadership has led to organizational leaders formulating strategies through approaches that are systematic, rational as well as logical to strategic choices at corporate, business and functional levels. This has continued to be a major milestone in strategic management process in establishing a clear strategy that makes an organization competitive through suitable management of its workforce and application of strategies that are not easily imitated. This calls for an appropriate leadership strategy aimed at eliminating the gap in human capital that exists in various levels of strategic management process in an organization between the current and desired state of leadership in the future that will address the organization deficiencies by considering the right number of leaders required by the firm for the next at least 5 years with required leadership qualities, skills, behaviour, team capabilities and appropriate culture. This study has focused on a comprehensive review of conceptual and theoretical literature that brings out the role of leadership strategy in the context of strategic management process that leads to improved organizational performance. The concept of organizational capabilities and organization context were found to play a relevant role that mediate and moderate this relationship respectively. The study has proposed a suitable theoretical framework that links leadership strategy, organizational capabilities, and context and organization performance based on the identified gaps for guiding future research on leadership strategy. Six theories including; Pasmore model as lead theory, Path-Goal theory, Contingency theory, transformational leadership, Resource based view and Upper echelon theory underpinned the study in understanding the constructs. In summary, based on the reviewed literature, the study on leadership strategy is found critical for organization success and this calls for further testable empirical data and analysis to validate this claim.

Current Issues and Emerging Trends in Medical Tourism - Advances in Hospitality, Tourism, and the Services Industry ◽

The Role of Medical Tourism in Emerging Markets

10.4018/978-1-4666-8574-1.ch007 ◽

2015 ◽

pp. 89-109 ◽

Cited By ~ 3

Author(s):

Kijpokin Kasemsap

Keyword(s):

Emerging Markets ◽

Competitive Advantage ◽

Business Performance ◽

Medical Tourism ◽

Strategic Plan ◽

Sustainable Competitive Advantage

This chapter reveals the role of medical tourism (MT) in emerging markets, give an overview of tourism, medical tourism, and emerging markets; discusses the advancement of medical tourism in emerging markets; the significance of medical tourism in emerging markets; and the characteristics of medical tourism in emerging markets. The execution of medical tourism is essential for modern organizations that seek to serve suppliers and customers, enhance business performance, reinforce competitiveness, and gain ordinary success in emerging markets. Thus, it is essential for modern organizations to consider their medical tourism applications, create a strategic plan to consistently investigate their dynamic promotion, and instantly respond to the needs of medical tourists in emerging markets. Understanding medical tourism will significantly improve organizational performance and achieve sustainable competitive advantage in emerging markets.

Knowledge Management for Competitive Advantage During Economic Crisis - Advances in Business Strategy and Competitive Advantage ◽

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

10.4018/978-1-4666-6457-9.ch010 ◽

2015 ◽

pp. 164-193 ◽

Cited By ~ 43

Author(s):

Kijpokin Kasemsap

Keyword(s):

Knowledge Management ◽

Resource Management ◽

Organizational Learning ◽

Human Resource Management ◽

Human Resource ◽

Management Capability ◽

Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

The Role of Cultural Dynamics in the Digital Age

Organizational Culture and Behavior ◽

10.4018/978-1-5225-1913-3.ch054 ◽

2017 ◽

pp. 1144-1162

Author(s):

Kijpokin Kasemsap

Keyword(s):

Material Culture ◽

Cultural Values ◽

Communication Systems ◽

Cultural Influences ◽

Digital Age ◽

Cultural Dynamics ◽

Business Environments ◽

Modern Business

This chapter introduces the role of cultural dynamics in the digital age, thus explaining the theoretical and practical concepts of organizational culture, cultural values and belief systems, material culture and artifacts, language and communication systems, cultural interpenetration, deterritorialization, cultural pluralism, and hybridization; the categorization of cultural dimensions; and the application of cultural dynamics in the modern business world. Cultural influences are changing dramatically as cultures are no longer dependent on local resources to formulate their characteristic tastes, preferences, and behavior and are increasingly linked across vast geographic distances by modern communication media. Membership in a culture adapts to new cultural contexts while transporting elements of one culture to another. As membership in a culture becomes increasingly transitional, unique elements are less clearly demarcated or distinctive. Understanding the role of cultural dynamics in the digital age will significantly enhance organizational performance and achieve business goals in global business environments.

Nationalism, Cultural Indoctrination, and Economic Prosperity in the Digital Age - Advances in Religious and Cultural Studies ◽

The Role of Cultural Dynamics in the Digital Age

10.4018/978-1-4666-7492-9.ch014 ◽

2015 ◽

pp. 295-312 ◽

Cited By ~ 16

Author(s):

Kijpokin Kasemsap

Keyword(s):

Material Culture ◽

Cultural Values ◽

Communication Systems ◽

Cultural Influences ◽

Digital Age ◽

Cultural Dynamics ◽

Business Environments ◽

Modern Business

This chapter introduces the role of cultural dynamics in the digital age, thus explaining the theoretical and practical concepts of organizational culture, cultural values and belief systems, material culture and artifacts, language and communication systems, cultural interpenetration, deterritorialization, cultural pluralism, and hybridization; the categorization of cultural dimensions; and the application of cultural dynamics in the modern business world. Cultural influences are changing dramatically as cultures are no longer dependent on local resources to formulate their characteristic tastes, preferences, and behavior and are increasingly linked across vast geographic distances by modern communication media. Membership in a culture adapts to new cultural contexts while transporting elements of one culture to another. As membership in a culture becomes increasingly transitional, unique elements are less clearly demarcated or distinctive. Understanding the role of cultural dynamics in the digital age will significantly enhance organizational performance and achieve business goals in global business environments.

Generic competitive strategies on organizational performance in Nepalese Commercial Banks

Pravaha ◽

10.3126/pravaha.v25i1.31937 ◽

2020 ◽

Vol 25 (1) ◽

pp. 87-94

Author(s):

Jitendra Pd. Upadhyay ◽

Pitri Raj Adhikari

Keyword(s):

Commercial Banks ◽

Core Competency ◽

Multiple Regression Model ◽

Competitive Strategies ◽

Cost Leadership ◽

Differentiation Strategy ◽

Leadership Strategy ◽

The Impact ◽

The Relationship

This paper attempts to examine the impact of generic competitive strategy on organizational performance in Nepalese commercial banks. It has employed descriptive and causal comparative research design to estimate the relationship between dependent variable (organizational performance) with independent variables (differentiation strategy, cost leadership strategy, focus strategy, organization’s core competency and bank size). Data has been collected from 384respondents by using structured questionnaire. The multiple regression model has been used to test the relationship. It is found that organizational performance of banks is influenced by cost leadership, differentiation, focus, organization ‘score competency and bank size.