scholarly journals PENERAPAN VALUE DISCIPLINE STRATEGY PADA BANK KALTIM CABANG TANA PASER

Sebatik ◽  
2017 ◽  
Vol 18 (1) ◽  
pp. 5-9
Author(s):  
Wahyuni Wahyuni ◽  
Jajang Nurjaman
Keyword(s):  
Market Segment ◽  
Customer Intimacy ◽  
Operational Excellence ◽  
Product Leadership

Bank Daerah saat ini diharapkan mampu bersaing dengan bank-bank swasta dalam meningkatkan kualitas taraf hidup masyarakat, selain untuk dapat menghimpun dana masyarakat di daerah tersebut. Bank Kaltim Cabang Tana Paser yang merupakan bank daerah di Kabupaten Tana Paser terus berupaya untuk memberikan layanan terbaik kepada nasabahnya dalam bentuk pelayanan produk dan jasa. Sesuai dengan visinya “Menjadi The True Regional Champion yang Kuat, Kompetitif dan Kontributif dalam mendukung pertumbuhan ekonomi daerah yang berkualitas”, Bank Kaltim Cabang Tana Paser membutuhkan suatu strategi bisnis untuk mencapai visi tersebut yaitu dengan menggunakan Value Discipline Strategy. Value discipline strategy atau bisa disebut disiplin nilai pertama kali dikemukakan oleh seorang presiden dari perusahaan Treacy yaitu Michael Treacy dan Fred Wierseam. Pada dasarnya, teori ini menekankan pentingnya identifikasi terhadap segmen pasar (market segment). Menurut pand angan ini, ada tiga segmen generik, diantaranya adalah Operational Excellence,Product Leadership,Customer Intimacy. Untuk dapat menentukan jenis strategi yang tepat, maka dibutuhkan suatu analisis baik dari faktor eksternal dan internal. Setelah dilakukan analisis dapat disimpulkan bahwa jenis strategi yang tepat untuk diterapkan adalah Customer Intimacy dimana pada jenis strategi ini Bank Kaltim Cabang Tana Paserdifokuskan pada pendekatan terhadap nasabah.

scholarly journals Analisis Strategi Soar Pt. Xyz Dalam Meningkatkan Penjualan Bahan Baku Kimia Untuk Industri Tekstil, Kayu, Pakaian Dan Deterjen

2019 ◽  
Vol 2 (2) ◽  
Author(s):  
Calvin Chiu
Keyword(s):  
Swot Analysis ◽  
Sodium Sulphate ◽  
Marketing Plan ◽  
Sales Revenue ◽  
Chemical Type ◽  
Value Disciplines ◽  
Combined Strategy ◽  
Customer Intimacy ◽  
Operational Excellence ◽  
Product Leadership

PT. XYZ is a private multinational company engaged in chemical type commodities trading with sodium sulphate, sodium carbonate and hydrogen peroxide – three of the most common chemicals used in textile, pulp & paper and detergent industry – as their main traded commodities. However, due to many opportunities available and the company’s experience as an international trader, marketing plan should not be ignored especially when the company is still relatively new as a supplier. Based on last year sales revenue alone, PT. XYZ placed third among four other companies, placing PT. XYZ as a market follower and thus needed to formulate an offensive strategy to achieve higher sales. The method used in this study is by using SOAR tool instead of SWOT analysis and translated into Treacy and Wiersema’s value disciplines. consisted of three strategies, i.e. operational excellence, customer intimacy and product leadership. The study found that there is a need  for the company to use a combined strategy of operational excellence and customer intimacy.

scholarly journals CAN PRODUCT LEADERSHIP BE A PREDICTOR OF A CUSTOMER’S LOYALTY?

2015 ◽  
Vol 29 (1) ◽  
Author(s):  
MS. Eric Santosa
Keyword(s):  
Brand Equity ◽  
Sales Volume ◽  
Service Support ◽  
Customer's Loyalty ◽  
Customer Intimacy ◽  
Relationship Of ◽  
Product Leadership ◽  
The Relationship

Leading companies commonly employ a particular strategy to cover a market. They mightchoose product leadership, service support excellence, customer intimacy strategy, as well as acombination of them.The use of these strategies is obviously to gain more customers, since the product becomes achoice as an effect of the brand equity strengthening. While firms are very concerned withcustomer loyalty to maintain a stable sales volume, a question arises whether the brand equityhas an effect on the customer’s loyalty. Logically, if a strategy can develop the product’s brandequity which in turn propels cutomers to buy it, it will hopefully improve customers’ loyalty aswell.Therefore, this study is designed to answer the questions, (1) which strategy (among thethree) adds power to the brand equity, (2) the brand equity is influential to the customer’sloyalty, and (3) the product leadership can predict the customer’s loyalty. Three antecedents ofbrand equity are employed, i.e. product leadership, service support excellence, and customerintimacy. These three variables, along with brand equity can also indicate as predictors ofcustomer’s loyalty. A sample consisting of 100 respondents withdrawn through a judgmentmethod. Data were analyzed by Amos 5.0 and SPSS 16.0. The results denote that the relationshipsbetween product leadership and customer intimacy to brand equity, also brand equity tocustomer’s loyalty are significant. On the contrary, the relationship of service supportexcellence to brand equity and the relationship of product leadership to customer’s loyalty aretrivial.Keywords: product leadership, service support excellence, customer intimacy, brand equity,customer’s loyalty

Retail Supply Chain Management Trends

2020 ◽  
pp. 2089-2108
Author(s):  
Kumari Smriti
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Customer Service ◽  
Leadership Strategies ◽  
Chain Management ◽  
Cost Leadership ◽  
Retail Strategy ◽  
Retail Organizations ◽  
Customer Intimacy ◽  
Product Leadership

Improving the organization's performance and securing competitive advantage over others greatly depends on the supply chain management as it is seen that the competition is no longer between the organizations, rather they are amongst supply chains. This study is based on collecting the information and data about the supply chain management from 60 retail organizations. This study will show the aspects of supply chain management in the retail domain highlighting the challenges, capabilities and the priorities for the next 2-3 years. As retailers choose to concentrate either on product leadership private-label or high touch customer intimacy or on cost leadership strategies, their supply chain priorities and investment decisions are tailored to the specific requirements. While retail is extremely diverse, but retailers across the globe share many priorities — balance the availability of the inventory; control the costs and customer service in order to maintain the retail strategy. Our effort has been to explore how retailers are managing these priorities and getting ready for future.

Retail Supply Chain Management Trends

2016 ◽  
pp. 1-18 ◽  
Author(s):  
Kumari Smriti
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Customer Service ◽  
Leadership Strategies ◽  
Chain Management ◽  
Cost Leadership ◽  
Retail Strategy ◽  
Retail Organizations ◽  
Customer Intimacy ◽  
Product Leadership

Improving the organization's performance and securing competitive advantage over others greatly depends on the supply chain management as it is seen that the competition is no longer between the organizations, rather they are amongst supply chains. This study is based on collecting the information and data about the supply chain management from 60 retail organizations. This study will show the aspects of supply chain management in the retail domain highlighting the challenges, capabilities and the priorities for the next 2-3 years. As retailers choose to concentrate either on product leadership private-label or high touch customer intimacy or on cost leadership strategies, their supply chain priorities and investment decisions are tailored to the specific requirements. While retail is extremely diverse, but retailers across the globe share many priorities — balance the availability of the inventory; control the costs and customer service in order to maintain the retail strategy. Our effort has been to explore how retailers are managing these priorities and getting ready for future.

scholarly journals Becoming a Hidden Champion: From Selective use of Customer Intimacy and Product Leadership to Business Attractiveness

2017 ◽  
Vol 12 (1) ◽  
pp. 89-103
Author(s):  
Melita Balas Rant ◽  
Simona Korenjak Cerne
Keyword(s):  
Eastern Europe ◽  
Central And Eastern Europe ◽  
Market Positioning ◽  
Explorative Study ◽  
International Scale ◽  
Market Leadership ◽  
High Level ◽  
Customer Intimacy ◽  
The Impact ◽  
Product Leadership

AbstractThis paper sheds light on factors that support SMEs becoming market leaders on an international scale. Specifically, it studies the hidden champion type of companies, defined as SMEs that hold market leadership in narrow business segments on a regional or wider international scale. The market positioning of hidden champions is defined subjectively by CEOs in such a way that they create a high level of business attractiveness. This explorative study reveals that product leadership and customer intimacy are two blocks that build the business attractiveness of hidden champions. More specifically, the study on data from 93 niche leaders from Central and Eastern Europe showed that product leadership negatively moderates the business attractiveness-performance relationship, while the impact of the combination of product leadership and customer intimacy on the business attractiveness-firm performance relationship is not straightforward and depends on different combinations of these values.

Comparison of first-year student conceptions of their future roles as engineers between Belgium, Ireland, and The Netherlands

2021 ◽  
pp. 030641902110271
Author(s):  
Gillian Saunders-Smits ◽  
Sofie Craps ◽  
Darren Carthy ◽  
Greet Langie
Keyword(s):  
The Netherlands ◽  
Role Model ◽  
Leadership Role ◽  
First Year ◽  
Engineering Technology ◽  
First Year Students ◽  
The Right ◽  
Customer Intimacy ◽  
Job Content ◽  
Product Leadership

Recent research by KU Leuven showed that 33% of the engineering graduates in Flanders changed jobs in the first year, with 60% of those citing job content as a reason. Also, industry often reports that recent graduate hires lack the right skills for the job. It appears that students seem to enter the labour market less prepared both in perception and skill level. This study investigates the perceptions of first-year students on their future role and the competencies they need by developing an engineering role model on the business model of Tracey and Wiersema. The premise of the PREFER-model is that most vacancies for junior engineers fall into one of three roles: Product Leadership (i.e., focus on radical innovation), Operational Excellence (i.e., focus on process optimization), and Customer Intimacy (i.e., focus on client-tailored solutions). A survey was administered to first-year students from the three largest engineering degrees in Belgium, Ireland, and the Netherlands. A total of 197 students in Belgium (KU Leuven – Engineering Technology), 89 students in Ireland (TU Dublin – Engineering), and 372 students in the Netherlands (TU Delft – Aerospace Engineering) participated. In this survey, students were also asked to express their preference for three fictional job vacancies reflecting the three different roles. The results showed that first-year students do not have a clear view of the future and have an idealized perception of the engineering profession centred around the Product Leadership role. Students were also found to overestimate their level of preparedness when it comes to their mastery of competencies. It is suggested that having a discerning professional roles model as well as instruments that allow students to assess their role alignment and associated role competencies will help mitigate these issues.

scholarly journals CAN PRODUCT LEADERSHIP BE A PREDICTOR OF A CUSTOMER’S LOYALTY?

2015 ◽  
Vol 29 (1) ◽  
Author(s):  
MS. Eric Santosa
Keyword(s):  
Brand Equity ◽  
Sales Volume ◽  
Service Support ◽  
Customer's Loyalty ◽  
Customer Intimacy ◽  
Relationship Of ◽  
Product Leadership ◽  
The Relationship

Leading companies commonly employ a particular strategy to cover a market. They mightchoose product leadership, service support excellence, customer intimacy strategy, as well as acombination of them.The use of these strategies is obviously to gain more customers, since the product becomes achoice as an effect of the brand equity strengthening. While firms are very concerned withcustomer loyalty to maintain a stable sales volume, a question arises whether the brand equityhas an effect on the customer’s loyalty. Logically, if a strategy can develop the product’s brandequity which in turn propels cutomers to buy it, it will hopefully improve customers’ loyalty aswell.Therefore, this study is designed to answer the questions, (1) which strategy (among thethree) adds power to the brand equity, (2) the brand equity is influential to the customer’sloyalty, and (3) the product leadership can predict the customer’s loyalty. Three antecedents ofbrand equity are employed, i.e. product leadership, service support excellence, and customerintimacy. These three variables, along with brand equity can also indicate as predictors ofcustomer’s loyalty. A sample consisting of 100 respondents withdrawn through a judgmentmethod. Data were analyzed by Amos 5.0 and SPSS 16.0. The results denote that the relationshipsbetween product leadership and customer intimacy to brand equity, also brand equity tocustomer’s loyalty are significant. On the contrary, the relationship of service supportexcellence to brand equity and the relationship of product leadership to customer’s loyalty aretrivial.Keywords: product leadership, service support excellence, customer intimacy, brand equity,customer’s loyalty

scholarly journals Does Critical Success Factors of KM Mediate the KS-Driven Performance in the Software Sector of Pakistan?

2021 ◽  
Author(s):  
Wasim Ul Rehman ◽  
Suleyman Degirmen ◽  
Faryal Jalil ◽  
Muhammad Haris ◽  
Tarram Nayyab
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Survey Method ◽  
Multiple Mediation ◽  
Critical Success ◽  
Study Support ◽  
Overall Performance ◽  
And Performance ◽  
Customer Intimacy ◽  
Operational Excellence

This research tends to investigate role of KS practices on overall performance of software sector using critical success factors of KM (i.e. KM process and infrastructure capabilities) as intermediate measures. In this regard, a survey method using the adapted instrument to draw the inference from data collected from software developers.  The parallel multiple mediation model proposed and tested by using Process Macro. The findings of study reveal that KS practices have a significant and positive effect on the overall performance in terms of operational excellence, financial achievement, customer intimacy, product leadership. The results indicate that all the constructs of KM process and infrastructure capabilities partially mediates the relationship between KS practices and performance of software sector. Hence, findings of study support all the suggested hypotheses and draws the inference that KM process and infrastructure capabilities support the theoretical prisms of KBV initiatives.

scholarly journals Purchasing alignment under multiple contingencies: a configuration theory approach

2015 ◽  
Vol 115 (4) ◽  
pp. 625-645 ◽  
Author(s):  
Patrick Mikalef ◽  
Adamantia Pateli ◽  
Ronald S. Batenburg ◽  
Rogier van de Wetering
Keyword(s):  
Firm Size ◽  
Qualitative Comparative Analysis ◽  
Organizational Factors ◽  
Strategic Orientation ◽  
Theory Approach ◽  
Content Type ◽  
Configuration Theory ◽  
Customer Intimacy ◽  
Performance Gains ◽  
Operational Excellence

Purpose – Strategic alignment is a theory-based state that is considered as crucial for organizations in order to realize performance gains from information technology (IT) investments and deployments. Within the domain of purchasing and supply chain management there has been a growing interest on how purchasing strategy can be effectively aligned with IT and what conditions facilitate this state. The purpose of this paper is to investigate complex causal relationships of contingency elements that are key in enabling the “fit” between purchasing strategy and IT. Design/methodology/approach – The paper employs a configuration theory approach and propose that purchasing alignment is dependent upon patterns of multiple contingencies. In adherence with contingency theory, the authors group these elements as relating to strategic orientation, organizational factors, and purchasing decisions. On a sample of 172 international companies the authors then apply the novel methodology of fuzzy set qualitative comparative analysis (fsQCA). Findings – The paper empirically demonstrates that depending on the strategic orientation that a company follows, there are alternative combinations of elements that lead to high purchasing alignment. For companies following an operational excellence strategic orientation, a high contract binding scheme, or a small firm size facilitates purchasing alignment. Enabling elements for product leadership companies include a decentralized purchasing structure, a broad supplier base, and a large firm size. Purchasing alignment for customer intimacy companies is supported by a centralized purchasing structure, loose contract binding, and a large supplier base. Practical implications – The findings of this study suggest that practitioners aiming to attain a state of purchasing alignment should consider a number of contingency elements in the process. The paper shows that there is equifinality in the configurations that lead to purchasing alignment. This means that attaining purchasing alignment is dependent upon various clusters of contingency elements which must be taken into account when formulating a purchasing strategy. Originality/value – In contrast with past studies examining purchasing alignment as a result of the isolated impact of several antecedents, we applied a configuration theory approach to demonstrate that it is facilitated by the combined impact of a set of cause-effect relationships. In cases were non-linear and synergistic relationships exist between independent variables, this type of research may be a viable alternative.

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