Introduction to Market Strategy and Tactic Development

2022 ◽  
pp. 393-402
Author(s):  
Robert L. Berl
Keyword(s):  
Market Strategy

Impact of Hidden Networks in Business Systems

2019 ◽  
Vol 957 ◽  
pp. 247-254
Author(s):  
Markus Moritz ◽  
Daniel Fuchs ◽  
Marian Gheorghe
Keyword(s):  
Business Systems ◽  
Time To Market ◽  
Substantial Impact ◽  
Market Strategy ◽  
Open Networks ◽  
New Models ◽  
Operational Activities ◽  
Reducing Costs ◽  
Positive Effect ◽  
General Networks

In general, networks in companies or between companies play a significant role for monetary as well as non-monetary enhancement through cooperation. The aim is a positive effect for reducing innovation cycles, reducing costs and establishing a well-balanced time to market strategy. Besides open networks, where every actor is known, the existence of hidden networks, internal as well as external, have a substantial impact on strategic and operational activities meaning either a contribution or threat for the actors outside the hidden network. With the new models introduced in this publication, actors in various environments are able to identify hidden networks in order to be able to push contributions or eliminate risks leading from profit cuts to illegal knowledge transfer.

Cultural influence on brand loyalty of rural consumers in the Indian context

2017 ◽  
Vol 11 (1) ◽  
pp. 60-72 ◽  
Author(s):  
Rashmi Ranjan Parida ◽  
Sangeeta Sahney
Keyword(s):  
Brand Loyalty ◽  
Influencing Factor ◽  
Cultural Factors ◽  
Business Organizations ◽  
Market Strategy ◽  
Content Type ◽  
Four Dimensions ◽  
Rural Market ◽  
Rural Consumers ◽  
The Impact

Purpose The purpose of the study is to develop a scale to identify and measure cultural factors and brand loyalty among rural consumers. The study also seeks to analyze the impact of identified cultural factors on the overall brand loyalty of rural consumers. Design/methodology/approach A questionnaire was developed to measure cultural factors and brand loyalty of rural consumers. Exploratory factor analysis was carried out to identify cultural factors, and a regression analysis was carried out to study the impact of the identified factors on brand loyalty. Findings Four dimensions of culture were identified from the study, i.e. virtuousness, religion, sociability and ethnocentrism. The analysis reveals that virtuousness is the most influencing factor on brand loyalty of rural consumers, followed by sociability and religion. Ethnocentrism was found to have insignificant influence on brand loyalty. Research limitations/implications The Indian rural market is a market of opportunity and unlimited business potential. An understanding of the cultural factors of rural markets and their influence on brand loyalty would help marketers and business organizations build an appropriate market strategy to explore benefits. Originality/value The paper attempts to explore the influence of certain cultural factors on the brand loyalty of Indian rural consumers, which has not been researched extensively. This provides a good insight for all marketers who want to succeed in this market.

Slide: Go-to-Market Strategy

Pitch Perfect ◽  
2020 ◽  
pp. 61-64
Author(s):  
Haje Jan Kamps
Keyword(s):  
Market Strategy

The Molasses Act and the Market Strategy of the British Sugar Planters

1957 ◽  
Vol 17 (1) ◽  
pp. 62-83 ◽  
Author(s):  
Richard B. Sheridan
Keyword(s):  
West Indies ◽  
The Other ◽  
Market Strategy ◽  
The Past ◽  
British Colonial ◽  
Navigation Acts ◽  
The One ◽  
Restrictive Legislation ◽  
British Colonies ◽  
One Act

In The past few decades several approaches have been adopted with respect to the Molasses Act controversy of 1730–1733. It has been considered from the standpoint of Anglo-French commercial rivalry; as a conflict between two British colonial regions; as a measure designed to aid one group of British colonies at the expense of another; and as a source of precedents for parliamentary taxation of the colonies on the one hand and the colonists’ refusal to comply with such taxation on the other. While the trade between North America and the French West Indies was the chief target of attack, it is not always realized that proponents of the Molasses Act had other objectives in mind. British sugar planters were not only at odds with North American merchants who traded with the foreign sugar islands, but also with Irish merchants who pursued a similar course of trade and with the buyers of sugar in England. Failure to achieve results by means of restrictive legislation in one area did not necessarily preclude success in others. The controversy needs to be understood in terms of the international sugar economy, the changing nature of the British market for sugar and rum, and the planters’ attempt to adapt the Navigation Acts to these changes. From the planters’ standpoint, the Molasses Act was only one of several measures that were needed to adapt the Navigation Acts to the realities of the market, so it may be unrealistic to consider any one act in isolation.

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