Build Market Share Research Articles

Local business capacity to scale new hybrid maize seeds: Insights from a decade of tracking sales in Mexico

The return on investments from public-sector hybrid maize breeding depends heavily on the capacities of locally owned, small- and medium-sized seed enterprises (maize SMEs) to build market share for new products. In Mexico, between 2011 and 2020, dozens of maize SMEs obtained new genetic material through a hybrid maize breeding program funded by the Mexican government and led by the International Maize and Wheat Improvement Center (CIMMYT). To examine the maize SMEs’ ability to expand sales of new seed products, we tracked sales for 16 maize SMEs between 2014 and 2022. Our analysis captured variation in capacity by grouping the SMEs by seed sales volumes: emerging group (EG), small-sized group (SG), and medium-sized group (MG). The results showed the capacity of the MGs to launch and scale new seed products and remove older products from the market. The EGs and SGs expanded sales of new products, but also maintained production of older products, including open-pollinated varieties. However, during the observation period we detected little growth in total sales volumes across the three groups. The findings suggest that future efforts to promote local maize SMEs will benefit from a balanced approach between technology transfer and seed system development. We recommend that future seed systems investments consider: (1) support for innovation in seed-product marketing, (2) coordinated public-sector purchases that prioritize new products, and (3) innovation in product design for niche market development. These lessons may also serve future efforts to design regional-level programs in support of smallholder rainfed hybrid maize production.

How Do Firms Build Market Share?

The question of how firms build market share matters for firm dynamics, business cycles, international trade, and industrial organization. Using Nielsen Retail Scanner data for the United States, we document that in the consumer food industry, brands experience substantial growth in market share in the first four years after successful entry into a regional market. However, markups are flat with respect to brand tenure. This finding is at odds with a large literature on customer markets which argues that firms acquire customers by temporarily offering low markups, and later raise markups once customers are locked in. However, it is consistent with a literature which em- phasizes the importance of marketing and advertising activities for building market share.

Hybridity, National Identity, and the Smartphone in the Contemporary Union of Myanmar

Hybridity, National Identity, and the Smartphone in the Contemporary Union of Myanmar

ANALISIS EKUITAS MEREK GULA PASIR GULAKU DAN GUPALAS

Introduction: This study aims to study the various elements of brand equity (brand equity) granulated sugar products, such as: brand awareness, brand association, brandperceived quality, and brand loyalty by comparing two brands of sugar products are Gulaku and Gupalas. Gulaku as first mover advantages which the first player to enter a particular industry is often considered to have the first opportunity to build market share since 2002, while Gupalas is a product that has just appeared in 2011.Methods: The sampling method used is purposive sampling with the number of respondents who were taken as the sample in the study of100 people consumers of sugar, especially housewives who are in theMadiun area. Analyzer used in this research is the analysis of the meandifference test through t test and a confirmation through Manova test.Results: Brand equity research results indicate that Gulaku have higherbrand equity than Gupalas. The difference was due to the three elements of brand equity include brand awareness, brand associations and brandloyalty of Gulaku much higher than Gupalas. While Gupalas Gulaku only be offset in terms of perceived quality alone.Conclusion and suggestion: This study is used as input Gupalasmanufacturers namely PT. Nusantara Plantation XI as brand equityevaluation of Gupalas include brand equity, which is supposed to be improved.

ANALISIS EKUITAS MEREK GULA PASIR GULAKU DAN GUPALAS

Introduction: This study aims to study the various elements of brand equity (brand equity) granulated sugar products, such as: brand awareness, brand association, brandperceived quality, and brand loyalty by comparing two brands of sugar products are Gulaku and Gupalas. Gulaku as first mover advantages which the first player to enter a particular industry is often considered to have the first opportunity to build market share since 2002, while Gupalas is a product that has just appeared in 2011.Methods: The sampling method used is purposive sampling with the number of respondents who were taken as the sample in the study of100 people consumers of sugar, especially housewives who are in theMadiun area. Analyzer used in this research is the analysis of the meandifference test through t test and a confirmation through Manova test.Results: Brand equity research results indicate that Gulaku have higherbrand equity than Gupalas. The difference was due to the three elements of brand equity include brand awareness, brand associations and brandloyalty of Gulaku much higher than Gupalas. While Gupalas Gulaku only be offset in terms of perceived quality alone.Conclusion and suggestion: This study is used as input Gupalasmanufacturers namely PT. Nusantara Plantation XI as brand equityevaluation of Gupalas include brand equity, which is supposed to be improved.

How Do Firms Build Market Share?

The question of how firms build market share matters for firm dynamics, business cycles, international trade, and industrial organization. Using Nielsen Retail Scanner data for the United States, we document that in the consumer food industry, brands experience substantial growth in market share in the first four years after successful entry into a regional market. However, markups are flat with respect to brand tenure. This finding is at odds with a large literature on customer markets which argues that firms acquire customers by temporarily offering low markups, and later raise markups once customers are locked in. However, it is consistent with a literature which emphasizes the importance of marketing and advertising activities for building market share.

The substitution strategy dilemma: substitute selection versus substitute effectiveness

Many brands build market share by acting as a substitute when competitive brands become undesirable or difficult to obtain. Notably, prior research offers competing strategic recommendations for marketers hoping to encourage consumers to engage in substitution. Past research examining substitute selection—measuring consumers’ beliefs about how well one product will substitute for another—suggests that marketers should offer replacements that are similar to the initially preferred product. In contrast, research examining substitute effectiveness—the consequences of substitution—suggests that differentiated brands will enjoy more long-term success. We integrate these two streams of research, explaining why there is a mismatch between substitute selection and substitute effectiveness, replicating and showing boundary conditions for the effects, and testing a managerial intervention that encourages consumers to choose more dissimilar (and more effective) substitutes.

Improving on‐shelf availability of promotional products at a Malaysian department store

Promotional offers, such as “buy‐one‐get‐one‐free,” are designed to attract consumers, create customer loyalty, and build market share. When specially advertised items are out of stock or not immediately available on the shelf, however, promotional efforts can have the opposite effect. An analysis of on‐shelf availability problems at one of Malaysia's oldest and largest department store chains led to the creation of a process mapping flow chart that revealed a number of underlying problems. Several recommendations subsequently were made to resolve or ameliorate those issues in the short term, without incurring any substantial costs. This retailer's experience can be applied to other firms with supply chain inefficiencies that hamper the availability of promotional products.

Two Essential Roles: Health Care Network Nurse Leaders and Local Nurse Leaders.

American health care organizations are experiencing increasing change driven by emerging partnerships, market demographics, population health initiatives, and merger and acquisition trends. The health care business environment necessitates alterations in how companies operate on a larger scale. New regional leadership roles are being created to provide leadership to systematize networks, build market share, and strengthen market needs. It is important and necessary to explore, review, and contrast the roles, skills, and behaviors of regional leader's roles and the solo organization leaders. It is also imperative to review the benefits of new affiliations for the community and hospital entity.

Trade secrets: Managerial guidance for competitive advantage

While scholars have explored the construct and ramifications of intellectual property, most research efforts have focused on patents as a means of protecting a firm's intellectual capital. Yet Hemphill (2004) suggested that trade secrets can affect the difference between economic success and failure of the firm. When trade secrets are discussed, there is a tendency to focus on the more famous secrets that have received considerable hype in the popular press (e.g., Coca-Cola, KFC, McDonald's). To address this shortage of trade secrets storytelling, the research reported here engaged in a historiographic approach to capturing and compiling an in-depth look at various company trade secrets and elaborating on the strategic intent behind many of the secrecy efforts. Product and process secrets were seen to be used to develop positive brand perceptions, establish consistent brand purchasing, aid in distinguishing products and services from competitive offerings, and build market share. We suggest that managers should regularly assess which assets are suitable for patent, product design, trademark, copyright, or trade secret status and work diligently to protect the firm's intangible assets.

Creating Loyalty Towards Magazine Websites

For years, magazine publishers have been developing their online presence, pursuing a range of different goals and strategies for their websites. One of the key questions in creating online presence is whether to allocate resources on developing the offline print brand and expect brand equity transfer to the online environment or to allocate resources on developing the online brand for new audience. In this paper the authors propose an application of double jeopardy approach for assessing this issue. Finnish secondary data is used to test two competing research hypotheses. The analysis reveals that the magazine publishers who have been able to build market share in online environment seem to have more loyal customer-base in their websites. Market share of printed magazine does not predict loyalty towards magazine websites.

Understanding IP Exclusivity: Excerpt from Own It - The Law & Business Guide to Launching a New Business Through Innovation, Exclusivity and Relevance

Own It focuses on the legal and business attributes of exclusivity and relevance to educate entrepreneurs how best to build market share and maximize profitability. Discussions on relevance and innovation focus on how to identify the opportunities for changes in processes and markets. Illustrations contrast the market relevance of a patented medicine for a medical patient from the “social relevance” of a Barbie Doll for a child. Because the relationship between the entrepreneur and investor is critical to success, the paper also explores financing options and suggests how to align the interests of investors and employees with those of the entrepreneurs.

Narrative Review: The Promotion of Gabapentin: An Analysis of Internal Industry Documents

Internal documents from the pharmaceutical industry provide a unique window for understanding the structure and methods of pharmaceutical promotion. Such documents have become available through litigation concerning the promotion of gabapentin (Neurontin, Pfizer, Inc., New York, New York) for off-label uses. To describe how gabapentin was promoted, focusing on the use of medical education, research, and publication. Court documents available to the public from United States ex. rel David Franklin vs. Pfizer, Inc., and Parke-Davis, Division of Warner-Lambert Company, mostly from 1994-1998. All documents were reviewed by 1 author, with selected review by coauthors. Marketing strategies and tactics were identified by using an iterative process of review, discussion, and re-review of selected documents. The promotion of gabapentin was a comprehensive and multifaceted process. Advisory boards, consultants meetings, and accredited continuing medical education events organized by third-party vendors were used to deliver promotional messages. These tactics were augmented by the recruitment of local champions and engagement of thought leaders, who could be used to communicate favorable messages about gabapentin to their physician colleagues. Research and scholarship were also used for marketing by encouraging "key customers" to participate in research, using a large study to advance promotional themes and build market share, paying medical communication companies to develop and publish articles about gabapentin for the medical literature, and planning to suppress unfavorable study results. Most available documents were submitted by the plaintiff and may not represent a complete picture of marketing practices. Activities traditionally considered independent of promotional intent, including continuing medical education and research, were extensively used to promote gabapentin. New strategies are needed to ensure a clear separation between scientific and commercial activity.

A helical model for managing innovative product and service initiatives in volatile commercial environments

Organisations operating in highly competitive and volatile commercial environments require the ability to cost-effectively build market share quickly, via rapid time-to-market of repeated high quality and innovative solutions. This has created the need for an approach to product development that encourages experimentation and mass customisation, yet also allows just in time (JIT) delivery of cutting edge solutions. This paper reports on field research with a dotcom start-up company that evolved a traditional spiral (software) development methodology into a generic management tool suitable for the design, production, and marketing of innovative, high-quality e-commerce products and services. Advantages and limitations of the method are presented and its generalisability to a range of projects is illustrated, with the aid of Action Learning undertaken within an academic setting.

The Impact of Bankruptcy on Airline Service Levels

The current financial crisis in the commercial airline industry has engendered an active debate over appropriate governmental policies. Proponents of government support, instrumental in legislating a $5 billion cash transfer and $10 billion loan guarantee fund for U.S. carriers following September 11, 2001, point to the critical role that airlines play in the U.S. economy and the devastating effects airline failures could have on air service. Opponents argue that most airlines continue to operate through bankruptcy resolution and that even a complete shutdown of a major carrier, which rarely occurs, would stimulate expansion by other airlines to replace its abandoned flights. This debate highlights the need to understand the causal effect of airline financial distress on airline operations, distinct from correlations that may exist as a result of adverse demand or cost shocks that lead to both service declines and financial distress. We focus on airline Chapter 11 bankruptcy filings, an extreme measure of financial distress. We use data from 1984 through 2001 to evaluate the impact of major bankruptcies on the level of flights and destinations served at U.S. airports. Our results suggest that bankruptcy induces modest declines in service levels, particularly at midsize airports. This raises the question of whether such declines are socially inefficient. Restrictions imposed by the bankruptcy court judge or the creditors of an airline operating under Chapter 11 may affect total industry output or capacity offered if other carriers cannot rapidly replace the production of the constrained firm (i.e., if firms are not homogeneous and entry is not costless). With heterogeneous firms, one firm may be uniquely positioned to supply a flight, and its decision not to do so may lead to a reduction in total service. This is particularly likely in network industries, such as airlines, where there are strong production complementarities across routes. It is also possible, however, that pre-bankruptcy service levels were inefficiently high. The bankrupt carrier may have overprovided service, perhaps in an attempt to build market share, or flight-frequency competition among carriers may have led to excessive flights. In these cases, the flight reduction associated with bankruptcy may cause a movement toward the socially optimal level of service. Our work takes a first step toward resolving this issue, by determining the magnitude of bankruptcy effects on aggregate air service. The results suggest the need for further research to assess its possible welfare implications.

Redesigning project management at Kimberly‐Clark Europe

Kimberly‐Clark is a leading manufacturer of packaged goods, such as Andrex, Kleenex and Huggies. In 1997 it was struggling to build market share in Europe, despite a strong UK presence. By 1998 failures in Europe led the company to issue a profit warning. A report by management consultants in mid‐1998 identified three key weaknesses with project management in Europe: a lack of standards and discipline; unclear management roles and lines of authority; and the setting of unclear objectives and unrealistic deadlines.

Managing waste and looking beyond: the IMI approach

Manufacturing of perfect, defect free, products has long been recognised, and still remains an important strategic objective for any company aspiring to build market share in a globally competitive economic environment. In this paper we examine the key quality‐led techniques that have helped take Japan from a state of decimation to a leading world economy. From examination of Japanese corporate practices, a holistic model which directs attention to the key aspects that need to be taken into account in order to breed continuous improvement, is developed. The model proposed is generically relevant because it allows organisations to adapt it to their specific needs whilst ensuring that continuous improvement is not undermined.

Strategic alliances in the aerospace industry: a case of Europe emerging or converging?

Spotlights that strategic alliances are widely used within the aerospace industry and the success of Europe’s Airbus Industrie consortium has been much publicized. Less well‐documented has been the success of some of Europe’s leading engineering companies, such as Rolls‐Royce, Daimler‐Benz and BMW, in supplying aero engines to the world’s airlines. Again collaborative ventures have played an important part in helping these firms to build market share within this highly competitive global market. Reviews the changes that have taken place within both the airframe and the engine sectors of the aerospace industry in recent years. Critically evaluates the part that strategic alliances have played in the increasing commercial success of the European Union in both sectors. Highlights differences in the nature and role of such alliances as well as their impact on the structure of each sector.

Does the sale of nonprofit hospitals threaten health care for the poor?

Much of the controversy over for-profit ownership in health care focuses on a recent wave of acquisitions of nonprofit hospitals by investorowned corporations. Nonprofits have been joining investor-owned corporations to obtain the financial resources they need tomaintain their viability in an increasingly competitive industry environment. Investor-owned corporations see the acquisition of nonprofit hospitals as an opportunity to build market share and to expand their provider networks. Through these acquisitions, investor-owned corporations are beginning to penetrate new health care markets. An issue central to the controversy is how the acquisition of a nonprofit hospital by an investor-owned corporation affects the community the hospital serves. Investor-owned corporations have long been accused of placing the bottom line before the community’s welfare. A specific concern is that investorowned hospitals are less willing than nonprofits are to provide services to persons who are unable to pay for their care. Several studies have compared investorowned and nonprofit hospitals in terms of the amount of uncompensated care they provide, yet relatively little research has been done to examine how specific communities are affected when a nonprofit hospital is acquired by an investor-owned corporation. Comparative studies suggest that nonprofits provide on average more uncompensated care than do their investor-owned counterparts, but this difference appears to reflect the locations where investor-owned corporations choose to build and buy hospitals. Investorowned corporations tend to locate in relatively affluent communities. However, when a nonprofit hospital is acquired by an investorowned corporation, the hospital continues to serve the same community; only the ownership status of the institution changes. Thus, it is important to measure the provision of uncompensated care by the same hospital in the same community, before and after acquisition. Here we examine how the acquisition of nonprofit hospitals by investor-owned corporations affects acquired hospitals’ provision of uncompensated care. We focus on acquisitions in California between 1980 and 1992, because of the long presence of investor-owned hospitals there.

Is export price adjustment asymmetric?: evaluating the market share and marketing bottlenecks hypotheses

Export price adjustment is asymmetric with respect to currency fluctuations in at least two circumstances. If firms face capacity constraints in distribution networks or quantitative trade restrictions, then pricing-to-market may be greater during depreciations of the exporter's currency. If firms attempt to build market share subject to the threat of trade restrictions, then pricing-to-market may be greater during appreciations of the exporter's currency. This paper tests for asymmetries using panel data on German and Japanese 7-digit industry exports. The data seldom reject the hypothesis of a symmetric response of prices to exchange rates.