Face Of Competitive Pressures Research Articles

Analisis Strategi Bisnis pada Toko Budiman Sembako Kecamatan Sungai Tebelian, Kalimantan Barat

Abstract
 NZE Fresh Fruits fruit shop is a shop that sells various kinds of fresh fruits. Due to the intense competition in the fruit trade, this fruit shop has its own business strategy. Business strategy aims to achieve long-term goals to be achieved and find the company's position in the industry so that the company can protect itself against competitive pressures. This study aims to analyze business strategies in surviving the increasingly fierce competitive pressures in the market at the NZE Fresh Fruits fruit shop on Jalan Dr. Wahidin near the morning market in Pontianak City. This research was conducted using descriptive qualitative methods by prioritizing interview methods and observation instruments, namely direct observations and assisted by literature studies. This research was conducted by analyzing the external environment and the internal environment through business functions. Then do a SWOT analysis, so that it can produce several alternatives in developing a business strategy for the NZE Fresh Fruits fruit shop. The results of this study indicate that the right strategy for NZE Fresh Fruits fruit shops is the intensive strategy. With these alternative strategies the company can achieve the desired goals and can survive in the face of competitive pressures in the market.

Analisis Strategi Bisnis pada Toko Budiman Sembako Kecamatan Sungai Tebelian, Kalimantan Barat

Budiman's grocery store is a shop that sells various kinds of fresh fruits. Due to the tight competition in the food trade, this shop has its own business strategy. Business strategy aims to achieve long-term goals to be achieved and find the company's position in the industry so that the company can protect itself against competitive pressures. This study aims to analyze business strategies in surviving the pressure of intense competition, specifically the Budiman Sembako shop in Penjernang village. This research was conducted using descriptive qualitative methods by prioritizing interview methods and observation instruments, namely direct observations and assisted by literature studies. This research was conducted by analyzing the external environment and the internal environment through business functions. Then do a SWOT analysis, so that it can produce several alternatives in developing a business strategy for Budiman's grocery store. The results of this study indicate that the right strategy for the Budiman Sembako shop is the intensive strategy. With these alternative strategies the company can achieve the desired goals and can survive in the face of competitive pressures in the market.
 Keywords: Business Strategy, Business Environment, and SWOT Analysis

Omni‐channel retailing on platforms: Disentangling the effects of channel integration and inter‐platform function usage difference

AbstractThe rise of omni‐channel retailing poses challenges for e‐marketplace platforms. To retain third‐party sellers in the face of competitive pressure from rivals, e‐marketplace platforms are compelled to provide support for online‐offline channel integration (OOCI). However, the provision of OOCI support can adversely affect an OOCI‐enabled platform's product sales growth by encouraging consumers to switch to brick‐and‐mortar stores operated by third‐party sellers. To ascertain how the OOCI‐enabled platform can outperform under such circumstances, we analyzed data on sales of 51,409 products on a dominant Chinese e‐marketplace platform as well as inter‐platform function usage difference across 209 third‐party sellers. Combining propensity score matching with hierarchical linear modeling, we discovered that informational OOCI (e.g., concurrent availability of a product on both online and offline channels) negatively influences the OOCI‐enabled platform's product sales growth, whereas the effect of physical OOCI (e.g., the option of store pickup for online purchases) is not significant. Additionally, we found that the three constituent sub‐dimensions of third‐party sellers' inter‐platform function usage difference (i.e., volume difference, category orientation specialization, and uniqueness) moderate the impact of OOCI on the OOCI‐enabled platform's product sales growth differently. Findings from this study thus yield actionable guidelines for e‐marketplace platforms pursuing omni‐channel retailing strategies.

Digital Bank Transformation: Sustainable Innovation in Financial Institutions

Introduction: Bank digital transformation is a continuous innovation from conventional commercial banks to digital banks. The driving force in traditional retail banks to carry out sustainable innovation can be seen from the internal and external sides in the form of mutually supportive operations and strategies. In the face of competitive pressures, businesses in the financial services industry increasingly depend on innovation and sustainability to succeed and survive. The stress of business competition has made many banks worldwide close their branch offices in recent years. Method: This study is a literature study that collects theoretical references relevant to sustainable innovation in financial institutions, focusing on two main topics: sustainable digital technology innovation in Fintech and banks' digital transformation. Result: Fintech uses digital technology as a sustainable solution in offering financial inclusion services that are difficult for old players in the financial industry to fulfill. Fintech appears in peer-to-peer lending, virtual marketplaces and digital currencies. For the Bank's digital transformation, several regulations from the Financial Services Authority related to sustainable innovation must be complied with. Financial Services Authority Regulation Number 51/POJK.03/2017 concerning implementing Sustainable Finance for Financial Services Institutions, Issuers and Public Companies. Financial Services Authority Regulation Number 13/POJK.02/2018 concerning Digital Financial Innovation in the Financial Services Sector. Conclusion: The driving force in the Company to carry out sustainable innovation can be seen from the internal and external sides in the form of mutually supportive operations and strategies. The proposed digital transformation strategy for the Bank's continuous innovation is as follows: compliance with regulators, customer-centric, openness principles, and making digital a core value in business.

The Adoption of ABC and the Improvement of Performance: The Case of the Central Bank of Morocco

The adoption of Activity-Based Costing (ABC) is motivated by the search for greater efficiency in the face of competitive pressures resulting from globalization, and particularly the introduction of high-quality and low-priced Asian-made products and services into the Moroccan markets. The search for greater efficiency through the application of ABC is still to be determined. The purpose of this paper is to examine the relations between ABC and performance, particularly on non financial performance. With this objective a field study was undertaken between 2007 and 2009 at the Central Bank of Morocco (Bank Al-Maghrib) to highlight the direct effects of ABC implementation on performance.

Asset Specificity and the Political Behavior of Firms: Lobbying for Subsidies in Norway

Previous research into endogenous trade policy has described extensively the political incentives of firms with specific assets, but no studies have shown directly that firms behave as predicted. We adopt insights from transaction costs economics to develop measures of asset specificity and to investigate how variation in these measures affects the political behavior of firms. In particular, we examine the lobbying choices of Norwegian firms in the 1980s. Given available subsidy funds from Norway's oil boom and some government decisions in the 1970s, firms with more specific assets faced potentially greater losses from adjusting to new activities in the face of competitive pressures and thus had greater incentives to lobby for subsidies to protect themselves. Joint contacting of Parliament and government on behalf of firm interests by representatives of both management and labor should be particularly likely where firms had specific assets. Data analysis shows that asset specificity, as indicated by R&D intensity and job immobility, predicts joint contacting independently of plausible alternative explanatory variables like firm size and export orientation.

Curricula for Media Education in Anglophone Africa

First, a caveat. This article uses and interchangeably primarily because, in the African context, no rigid pedagogical and practical distinctions are made between them. Even though Africa's mass-communication programs emphasize education, they do not entirely preclude human-, interpersonal-, or speech-communication courses. Additionally, in the realm of reception analysis within the African context, the boundaries between mass-media fare and interpersonally generated are in a flux, with one medium complementing-sometimes competing with-the other. The purposes of this article are threefold. First, it provides the basis for reconstructing curricula by integrating normative theory with Africa's media-education and media-training programs. Second, it profiles programs in Kenya, as a case study of similar programs in Anglophone Africa. Third, consistent with the program objectives of the Communication Division of the United Nations Educational, Scientific and Cultural Organization (UNESCO), it proposes a model curriculum for Kenya, in particular, and for Anglophone Africa, in general. To respond to UNESCO's recent charge to develop model curricula that are amendable, flexible, and adaptable to a variety of training contexts, the African Council for Communication Education (ACCE), a 23-year-old nonprofit organization that develops and implements communication programs in Africa, created in 1996 a project titled Planning/ Modifying Curricula for Communication Training in Africa: Modalities and Strategies. Integrating normative theory The normative theory of performance is grounded in the prescriptive ideals of routines and professional values. It examines how sources are interviewed and news stories or information is reported, narrated, or framed; how programs are justified, designed, implemented, and evaluated; how objectivity and truth are ensured; how organizational and audience interests are balanced; how the information specialist's personal attitudes, beliefs, and values are shielded from content; and how the can assert their independence in the face of competitive pressures from, say, the targets of investigations, an overbearing government or a owner. Whereas positive (that is, descriptive, or as-is) theories enable us to understand problems, normative theories are used to solve problems (Massy & Weitz, 1977), for example, those associated with curricular development. The theory can explain attempts by organizations to identify, develop, and justify basic moral principles, values, and virtues by which their operations should be-or ought to be-conducted. The theory prescribes and proscribes. McQuail (1994) writes, A common element of all the normative press theories . . . is that the should meet the needs and interests of their audience in the first instance and the interests of clients and the state only secondarily (p. 193). According to Baran and Davis (1995), Normative theories describe roles for media, recommend and envision consequences (p. 76). To integrate Baran and Davis's ideal roles for media with those for the African requires, as Moemeka (1997) notes, requires that communication in the communalistic societies of Africa be used to confirm, to solidify, and to promote communal social order and to maintain and improve interpersonal relationships. Bourgault (1995) describes such communication as communitarian (p. 247), which she defines as non-hierarchical, dialogical communication and grassroots participation in development (p. 248). Regarding Baran and Davis's recommended practices, they reflect what Ugboajah (1985) referred to as interpersonal communication in Africa's multi-ethnic societies, where messages should be consistently couched in the context of linguistic, cultural, normative, and semantic milieux. …

The Bathsheba Syndrome: The ethical failure of successful leaders

Reports of ethical violations by upper level managers continue to multiply despite increasing attention being given to ethics by firms and business schools. Much of the analysis of these violations focuses on either these managers'lack of operational principles or their willingness to abandon principles in the face ofcompetitive pressures. Much of the attention by firms and business schools focuses either on the articulation of operational principles (a deontological approach) or on the training of managers to sort their way through subtle ethical dilemmas in the face of competitive pressure (a utilitarian approach). While valuable, these approaches alone are incomplete. This paper suggests that many ethical violations by upper managers are the by-product ofsuccess — not of competitive pressures. Our research suggests that many managers are poorly prepared to deal with success. First, success often allows managers to becomecomplacent and to lose focus, diverting attention to things other than the management of their business. Second, success, whether personal or organizational, often leads toprivileged access to information, people or objects. Third, with success usually comes increasinglyunrestrained control of organizational resources. And fourth, success can inflate a manager's belief in his or her personalability to manipulate outcomes. Even individuals with a highly developed moral sense can be challenged (tempted?) by the “opportunities” resulting from the convergence of these dynamics. We label the inability to cope with and respond to the by-products of success “the Bathsheba Syndrome,” based on the account of the good King David (a story familiar in a variety of traditions). Recognition of this phenomenon implies that we change or broaden our approach to the teaching of business ethics. It also implies that organizations must re-evaluate and change structures, procedures, and practices which enhance the likelihood of managers falling victim to the Bathsheba Syndrome.

The Bathsheba Syndrome

Reports of ethical violations by upper level managers continue to multiply despite increasing attention being given to ethics by firms and business schools. Much of the analysis of these violations focuses on either these managers'lack of operational principles or their willingness to abandon principles in the face ofcompetitive pressures. Much of the attention by firms and business schools focuses either on the articulation of operational principles (a deontological approach) or on the training of managers to sort their way through subtle ethical dilemmas in the face of competitive pressure (a utilitarian approach). While valuable, these approaches alone are incomplete. This paper suggests that many ethical violations by upper managers are the by-product ofsuccess — not of competitive pressures. Our research suggests that many managers are poorly prepared to deal with success. First, success often allows managers to becomecomplacent and to lose focus, diverting attention to things other than the management of their business. Second, success, whether personal or organizational, often leads toprivileged access to information, people or objects. Third, with success usually comes increasinglyunrestrained control of organizational resources. And fourth, success can inflate a manager's belief in his or her personalability to manipulate outcomes. Even individuals with a highly developed moral sense can be challenged (tempted?) by the “opportunities” resulting from the convergence of these dynamics. We label the inability to cope with and respond to the by-products of success “the Bathsheba Syndrome,” based on the account of the good King David (a story familiar in a variety of traditions). Recognition of this phenomenon implies that we change or broaden our approach to the teaching of business ethics. It also implies that organizations must re-evaluate and change structures, procedures, and practices which enhance the likelihood of managers falling victim to the Bathsheba Syndrome.