Product Life Cycle Strategies Research Articles

Product life cycle techniques: SMEs maintenance strategies

The food and beverage subsector of the industry is expanding. As the opportunities available to businesses grow, competition to maintain market share intensifies as the loss of a product diminishes its competitiveness. This leads to accumulating unsold products in the inventory even though increased sales volume could generate cash. Because the product cannot compete until the market reacts, it is not sold. Product demand rises in response to capacity constraints but must still be fulfilled. Increased sales are necessary to retain consumers during market expansion or contraction periods. By evaluating the literature, this study ascertains the most effective courses of action for two business scenarios. This study identifies product life cycle strategies supported by mixed marketing techniques in research indexed at least SINA 3, Scopus, or WOS between 2013 and 2023. According to the study, a business can flourish by offering discounts or special services to customers willing to wait while sales capacity increases.

MENGHADAPI PERSAINGAN PENYELENGGARA IBADAH HAJI KHUSUS (PIHK) DAN PENYELENGGARA PERJALANAN IBADAH UMRAH (PPIU) DI KALIMANTAN SELATAN MELALUI STRATEGI SIKLUS HIDUP PRODUK

As country with majority population of Muslims, Indonesia has provided a great opportunity for Organizers of the Special Hajj Worship (Penyelenggara Ibadah Haji Khusus-PIHK) and Organizers of the Umrah Worship Tour (Penyelenggara Perjalanan Ibadah Umrah-PPIU) to serve the people that want to departing the Hajj in a faster time. This opportunity because of the high interest of the Indonesian people to perform the Hajj worship, which has led to the long waiting of period for the Hajj worship through the regular Hajj. The province of South Kalimantan, which is the one of province with the third longest regular hajj waiting period time, provides extensive potential for PIHK and PPIU to carry out activities in order to provide services for special hajj and umrah. Therefore, it is important to do various strategies by PIHK and PPIU in South Kalimantan in the face of competition, one of them is through the product life cycle strategy (product life cycle)

Anticompetitive Marketing in the Context of Pharmaceutical Switching in Europe

The article deals with the intersection between competition law rules on abuse of a dominant position and switching strategies employed by pharmaceutical originator companies. Switching is also known as ever-greening, product hopping or product life cycle strategies. It is one of the most topical issues in the patent-antitrust intersection today and consists in launching a slightly modified, second generation pharmaceutical, 1-2 years before the patent exclusivity expires for a first generation product. In this window originators try to migrate patients to a reformulated product. If successful, this will shield the originator from the effects of generic substitution for the first generation product. In the AstraZeneca-case the EU General Court held that a selective redrawal of marketing authorizations for a first generation product was an abuse of a dominant position under article 102 TFEU. This article focuses on other components in a switching strategy, especially the timing and content of marketing efforts by an originator company. Marketing is pro-competitive in almost all cases, but due to the special regulatory context in the pharmaceutical industry, marketing by an originator company can be used in an excluding fashion in the pharmaceutical industry. The conclusion is reached that casting the quality or price of the originator’s first generation product in a bad light, in comparison with the second generation product during exclusivity for the first generation product, may be an abuse by a dominant firm falling foul of article 102 TFEU. It is in effect equivalent to negative comparative advertising messages concerning a competitor’s soon to be launched product.

Remanufacturing for the automotive aftermarket-strategic factors: literature review and future research needs

Abstract While the concepts of remanufacturing and reverse logistics are gaining popularity in practice, the available literature and theory on strategic decision making in these areas are limited. This paper is designed to address this gap, in particular, for the automotive industry aftermarket. In doing so, the authors reviewed literature pertaining to: customer demand(s), product design and development, cost-benefit analysis of reman, core (i.e., used product) supply management, reman competencies and skills, product life cycle strategies, reman and reverse logistics network design, relationships among key stakeholders, environmental considerations, regulations, and impact of emerging economies. The literature findings along with our experience in working with automotive reman products were used as inputs to guide the formulation of seven major propositions for the strategic factors in decision making within reman. The propositions were then tested through a case study. The case study reconfirmed many of the factors like product life cycle, regulations, etc. from the literature review and also identified new factors like OE customer requirements. Our results provide a foundation for further research for companies that deal with Original Equipment (OE) Sales, Original Equipment Service (OES), as well as Independent Aftermarket (IAM) business in the automotive industry.

From ‘start‐up’ to ‘re‐boot’: Product lifecycle strategies and competitive advantage in the computer industry

AbstractThe PC sector, following the packaging and car manufacturing industries, will increasingly be forced to acknowledge and account for its product base throughout the commodity's life, and beyond. The environmental problems being posed by electronic waste have been recognized and both the EU and the individual Member States are discussing solutions which may or may not include legislative action. In anticipation, product take‐back programmes are beginning to emerge within the industry and the economics and logistics of re‐use and recycling are at the forefront of this debate. The issues in store for this sector are examined and specific initiatives by organizations considered. It is asked whether a ‘closing of the product loop’ will generate a competitive advantage for these companies and what impact an industry‐led ‘consortia’ initiative may have.