Corporate Business Strategy and its Challenges

2016 ◽  
Vol 2 (3) ◽  
pp. 34-38
Author(s):  
Ved Prakash Bansal
Keyword(s):  
Business Strategy ◽  
Business Performance ◽  
Dynamic Capabilities ◽  
State Of The Art ◽  
Business Environment ◽  
Global Competition ◽  
Company Strategy ◽  
The Right ◽  
Corporate Business

Business environment and strategy faces continuous completion and impacts the business sustainability in a long-term. In a view, the business must realize the dynamic capabilities and must apply the right company strategy to survive in the global competition and achieving the desired targets. Many philosophers consider ethics to be the `science of conduct'. Philosophers have been discussing ethics for ages now, since the time of Socrates and Plato. Many ethicists consider emerging ethical beliefs to be "state of the art" legal matters, i.e., what becomes an ethical guideline today is often translated to a law, regulation or rule tomorrow. Values which guide how we ought to behave are considered as moral values, e.g., values such as respect, honesty, fairness and responsibility. The paper examines the concepts of strategy and business ethics undertaken  to improve the overall business performance.

scholarly journals Evaluation of Corporate Strategy and Dynamic Capability to Business Performance

2018 ◽  
Vol 6 (03) ◽  
Author(s):  
Roy Kurniawan ◽  
Budiman Christiananta ◽  
Lena Ellitan
Keyword(s):  
Business Performance ◽  
Dynamic Capabilities ◽  
Corporate Strategy ◽  
Business Environment ◽  
Dynamic Capability ◽  
Global Competition ◽  
Company Strategy ◽  
Business Sustainability ◽  
Expected Performance ◽  
The Right

A dynamic business environment can affect a company's business sustainability. This condition will create a competition that must be faced by the business. On the basis of this, the business must be able to apply the right company strategy to realize the dynamic capabilities so that will be able to survive in the global competition and achieve the expected performance. This paper will examine the concepts of strategies undertaken by businesses on the realization of dynamic capabilities and improve overall business performance.

scholarly journals Customer Needs Linked to Production Strategy and Firm’s Dynamic Capabilities

2013 ◽  
Vol 4 (2) ◽  
pp. 63-69
Author(s):  
Jari Koskinen ◽  
Daniel Sahebi
Keyword(s):  
Dynamic Capabilities ◽  
Empirical Studies ◽  
Case Study Research ◽  
Business Environment ◽  
Company Strategy ◽  
Customer Needs ◽  
Internal Customers ◽  
Production Strategy ◽  
Additional Value ◽  
Delivery Accuracy

Abstract This study identifies and analyzes the key factors of an efficient customer oriented production strategy. The paper supports the view that dynamic capabilities can be used successfully for improving company’s efficiency. This research is a case study research related to production strategy. In a case company, totally 31 interviews were made from 16 subsidiaries and 13 from end customers. The present paper focuses more on end customers’ than internal customers. Key findings can be identified as follows: effective information flow, flexibility, speed and responsiveness need more focus in the study of dynamic capabilities. Delivery accuracy is the key, while short delivery time is a competitive factor. This research is focused to power electronics business segment which is research limitation. To make wider conclusions, more empirical studies are needed. As a Practical implications, this research helps firms to improve their strategy process by understanding real customer needs. The research results bring additional value to the previous studies regarding company strategy, business environment, innovativeness and operational excellence.

Knowledge Management for E-Business Performance

2001 ◽  
pp. 2-15 ◽  
Author(s):  
Yogesh Malhotra
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Business Performance ◽  
Business Environment ◽  
First Century ◽  
Information Strategy ◽  
Industrial Organizations ◽  
New Perspective ◽  
Definition Of ◽  
Post Industrial

<div>Within the last few years, the topic of knowledge management has gathered a</div><div>lot of interest in the corporate sectors. Although there is no commonly agreed upon</div><div>definition of knowledge management, companies, governments, institutions and</div><div>organizations are demonstrating an increasing interest in the topic. The key argument</div><div>of this chapter is that most current interpretations of knowledge management</div><div>are relevant to the industrial world of business of the past era. Given their origin in</div><div>the ‘old world’ of business, many such interpretations of knowledge management</div><div>may have serious and adverse implications for information strategy of enterprises,</div><div>governments and institutions.</div><div>The discussion surfaces the key assumptions about information strategy and</div><div>how they need to be considered afresh given the changing assumptions about</div><div>business strategy and competitive business environment. Based on this discussion,</div><div>a new perspective of knowledge management is proposed followed by suggestions</div><div>for the managers to effectively deploy it in the ‘new world’ of e-business. For the</div><div>purpose of this article, the focus of discussion is on e-business enterprises as most</div><div>observations are already evident in such organizations. However, most of the</div><div>arguments, observations and conclusions are also relevant to executives interested</div><div>in information strategy and business transformation for other post-industrial organizations</div><div>in the twenty-first century.</div>

scholarly journals Challenges the finance profession has been facing following the 2008-2009. A multi-country research

2012 ◽  
pp. 2-11
Author(s):  
András Dankó ◽  
Károly Barakonyi
Keyword(s):  
Financial Institutions ◽  
Business Strategy ◽  
Business Performance ◽  
Sustainable Growth ◽  
Job Descriptions ◽  
The United Kingdom ◽  
Close Cooperation ◽  
Finance Function ◽  
Excessive Risk Taking

In the successful strategic management of the modern companies each function plays their specific role. While today’s businesses in many ways are different from their ancestors, the key fundamentals are derived from the same roots. Their main purpose of existence is to serve the needs of their shareholders and stakeholders by creating value (Pike et al., 1993). To achieve this effectively and efficiently the various functions need to work in close cooperation with each other. The global crisis, starting in 2008, proved that volatility is higher for the financial markets and the ordinary businesses that have been anticipated before. As the recession started as a financial crisis many people started to blame – amongst others – banks and financial institutions for excessive risk taking and taking short profits ahead of long term sustainable growth. Accordingly the lost confidence in the financial institutions has taken a toll on the reputation of other Finance professionals such as accountants, book keepers, treasury, tax people and others. The finance function’s strategic importance is linked to its ability to help interpreting the business performance and provide transparency. In order to restore the trust the finance profession is now facing one of the biggest challenges of its history, the need to reinvent itself. This paper presents the findings of a recent international research conducted in the United Kingdom, France, Hungary and Poland interviewing 169 executives of the business sector plus the review of 237 job descriptions of finance professionals in order to understand the challenges of the modern finance function. The findings of the study could provide relevant answers and help to overcome a very current problem that Finance is facing today, how to rebuild reputation and to stay a trusted partner and enabler for long term business strategy.

scholarly journals Strategi Bisnis Jangka Panjang Dalam Menghadapi Persaingan Antar Pengusaha Home Industry Masyarakat Pesisir di Desa Tanjungsari Kendal

2020 ◽  
Vol 6 (2) ◽  
pp. 58-63
Author(s):  
Susanti Susanti ◽  
Masriah Masriah
Keyword(s):  
Data Collection ◽  
Business Strategy ◽  
External Environment ◽  
Structured Interview ◽  
Internal Environment ◽  
Descriptive Data ◽  
Interview Methods ◽  
Business Function ◽  
The Right

Business strategy aims to achieve the long-term goals to be achieved and find a position in the home industry so that the household industry business can protect itself against the pressures of competition. This research aims to develop business strategy that already owned by the home industry so that the home industry business can withstand the pressures of increasingly intense competition in the market. This research uses qualitative methods of descriptive. Data collection techniques are done by semi-structured interview methods using purposive sampling in selecting speakers. In testing the validity of the data in this study was conducted by analyzing the external environment using internal environment through business function. In testing the validity of the data in this study was conducted by analyzing the external environment using internal environment through business function. The right strategy for the company in the results of this research is aggressive strategy. With the alternative strategy the company can achieve the desired objectives and can withstand the pressure of existing competition

KESUKSESAN IMPLEMENTASI INOVASI ORGANISASI

2018 ◽  
Vol 3 (2) ◽  
pp. 175-182
Author(s):  
Sitti Marijam Thawil ◽  
Santi Retno Sari
Keyword(s):  
Social Networks ◽  
Competitive Advantage ◽  
Organizational Innovation ◽  
Business Environment ◽  
Global Competition ◽  
Competitive Advantages ◽  
Key Factors ◽  
Innovation Implementation ◽  
The Right ◽  
Successful Innovation

Innovation is very important for the competitive advantage of organizations to survive severe global competition and the rapidly changing business environment. Organizations or companies must be more innovative to grow, develop, and have competitive advantages and make profits. The success of innovation for the organization lies not only in the right decision to adopt innovation but more importantly in the implementation of innovation. Although there has been a lot of literature discussing innovation, it is still lacking which addresses the implementation of innovation. The present study aims to contribute to existing implementation literature by, first, the key factors of successful innovation implementation. Second, the process of implementing innovation. Third, the strategic aspect of the implementation of innovation. Fourth, discussing innovations that will be different at several levels or multi levels and types and social networks.   Keywords: organizational innovation

Collaborative Alliance for the Implementation of Computer Integrated Manufacturing in Small and Medium Enterprises

2011 ◽  
pp. 216-224 ◽  
Author(s):  
H. B. Marri ◽  
A. Gunasekaran ◽  
Z. Irani ◽  
G.D. Putnik
Keyword(s):  
Small And Medium Enterprises ◽  
Business Environment ◽  
Computer Integrated Manufacturing ◽  
Integrated Manufacturing ◽  
Fully Integrated ◽  
Acceptable Quality ◽  
High Investment ◽  
The Right ◽  
Medium Enterprises

For all small and medium enterprises (SMEs), the long term goal is to stay in business, grow, and make profit, especially for manufacturing SMEs that must understand the dynamic changes that are taking place in the business environment. For SMEs to remain competitive, they must deliver products to customers at the minimum possible cost, the best possible quality, and the minimum lead time starting from the product conception stage to final delivery, service, and disposal (Marri, Gunasekaran, Kobu, & Grieve, 2002). SMEs can achieve this goal by implementing computer integrated manufacturing (CIM). The aim of CIM is to produce the required amount of the product of acceptable quality at the right time. If CIM technologies are fully integrated, the SMEs can respond rapidly to changes in product design, demand, or mix. The high investment required for AMT implementation is becoming a major hurdle for SMEs to cross. This is due to lack of financial resources which has stalled the initiative in adopting CIM. Undoubtedly, this has caused a decrease in rate of adoption of CIM in SMEs. With the collaborative alliance, CIM can successfully be implemented in SMEs.

Reservoir Simulation: Past, Present, and Future

1997 ◽  
Author(s):  
J. W. Watts
Keyword(s):  
Reservoir Simulation ◽  
State Of The Art ◽  
Simulation Software ◽  
The Other ◽  
Current State ◽  
Reservoir Development ◽  
Simulation Results ◽  
Historical Developments ◽  
The Right

Abstract Reservoir simulation is a mature technology, and nearly all major reservoir development decisions are based in some way on simulation results. Despite this maturity, the technology is changing rapidly. It is important for both providers and users of reservoir simulation software to understand where this change is leading. This paper takes a long-term view of reservoir simulation, describing where it has been and where it is now. It closes with a prediction of what the reservoir simulation state of the art will be in 2007 and speculation regarding certain aspects of simulation in 2017. Introduction Today, input from reservoir simulation is used in nearly all major reservoir development decisions. This has come about in part through technology improvements that make it easier to simulate reservoirs on one hand and possible to simulate them more realistically on the other; however, although reservoir simulation has come a long way from its beginnings in the 1950's, substantial further improvement is needed, and this is stimulating continual change in how simulation is performed. Given that this change is occurring, both developers and users of simulation have an interest in understanding where it is leading. Obviously, developers of new simulation capabilities need this understanding in order to keep their products relevant and competitive. However, people that use simulation also need this understanding; how else can they be confident that the organizations that provide their simulators are keeping up with advancing technology and moving in the right direction? In order to understand where we are going, it is helpful to know where we have been. Thus, this paper begins with a discussion of historical developments in reservoir simulation. Then it briefly describes the current state of the art in terms of how simulation is performed today. Finally, it closes with some general predictions.

Big data and competitive advantage at Nielsen

2014 ◽  
Vol 52 (3) ◽  
pp. 573-601 ◽  
Author(s):  
Michael E. Prescott
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Dynamic Capabilities ◽  
Secondary Data ◽  
Business Environment ◽  
Digital Data ◽  
Dynamic Capability ◽  
Annual Reports ◽  
Content Type

Purpose – The purpose of this paper is to illustrate how an international company, Nielsen Holdings, reacted to changes in their highly competitive industry brought about by advances in technology. This case presents the strategic management decisions that enabled Nielsen to regain its competitive advantage. This case further describes the functioning of the resource-based view (RBV) of strategy, dynamic capabilities framework, and digital data genesis (DDG), in a turbulent business environment. Design/methodology/approach – The case study is based primarily upon secondary data to include annual reports, press releases, company web site, as well as articles. Findings – The case study provides an example of the functioning of a once durable competitive advantage that was eroded due to advances in technology, and the steps the company took to regain that advantage. The paper illustrates the functioning of a capability and a dynamic capability in DDG. Practical implications – This case can be used for the teaching of decision making, business strategy, the RBV of strategy, dynamics capabilities, and DDG. Originality/value – This paper provides an example of the functioning of the capability and dynamic capability of DDG.

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