Understanding Of Marketing Strategies Research Articles

The Synergy between Village-Owned Enterprises and Academics in Realizing Superior and Competent Human Resources

This activity aims to develop the potential of Tanjungmojo Village through the establishment of a Village-Owned Enterprise (BUMDES), focusing on strengthening superior and competitive Human Resources (HR). The methods used include training and mentoring conducted in three main stages: preparation, implementation, and evaluation, with active participation from village officials, community leaders, and BUMDES management. The results of the activity indicate an improvement in the participants' understanding of marketing strategies, product planning, and mapping the potential of village products, as well as the use of technology to support the performance of BUMDES HR. The conclusion from this activity shows that the training has been successful in providing the necessary foundational knowledge for the formation of BUMDES, although faced with challenges in communication and the varied backgrounds of the participants. Suggestions given include the need for ongoing evaluation, aligning perceptions between organizers and participants, and discipline in following the planned schedule. This activity paves the way for the economic improvement of Tanjungmojo Village through the effective and sustainable establishment of BUMDES.

The cannabis industry: a natural laboratory for marketing strategy research

The legal cannabis industry is growing rapidly in the United States. It presents marketing researchers with a rare opportunity to study not only an entirely new market, but also one of economic consequence that is opening in different geographic areas at distinct times, various levels (e.g., recreational vs. medical only), and with varying degrees of regulation. The way in which this nascent industry is unfurling allows for causal investigations of generalizable research questions capable of advancing our broader understanding of marketing strategy. In this Idea Corner, we encourage our fellow marketing strategy researchers to leverage these structural factors in their own work. We also offer guidance, along with some preliminary evidence, on select topics. While the potential research opportunities are numerous and diverse, we specifically offer ideas related to market segmentation, distribution channels, market entry, and product portfolio diffusion. These issues warrant further research, and we hope this article serves as a catalyst for doing so.

Turnaround of struggling plant of DJSL Limited: capital investment or operational improvement

Subject area Strategy. Study level/applicability The case can primarily be used for a Strategic Management course for teaching the revival strategies for financially weak plants. The case highlights the need to shift from a product manufacturing perspective to a market orientation perspective and, hence, may add value as an add-on case in a Strategic Marketing course. The case also covers the topic of benchmarking which may be of use in an Operations Management course. Case overview DJSL Ltd. is the largest engineering and manufacturing enterprise in India in the energy-related/infrastructure space in the public sector. Its Lucknow unit, manufacturing porcelain insulators and wear resistant ceramic lining (CERA LINING), has started reporting losses. A change of management took place in October 2015, whereby Mr. S P Singh was appointed as the Head of the Lucknow Unit. Mr. Singh had rich functional experience of 30 years, mainly in the domains of strategy, project execution and commercial aspects. He was asked to come up with a revival plan for the Unit by the top management of DJSL. The case highlights the importance of operational issues in turnaround management. Expected learning outcomes Students may be encouraged to debate the benchmarking practices that are best suited for the Lucknow unit. They can also discuss the impact of benchmarking efforts upon turnaround strategy. Students are also encouraged to understand the constraints which may limit the success of initiatives impacting operational improvements. Students need to develop the understanding of marketing strategy to perform a SWOT analysis of each product of the Lucknow unit and to sense the business opportunities in and around the environment. Students need to discuss how productivity may be improved with the adoption of appropriate people development strategies. Students are encouraged to discuss the revival/turnaround strategies and to identify the influence of improvement in operational efficiency/productivity upon revival plan. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 11: Strategy.

PEMBENTUKAN JIWA ENTREPRENEURSHIP BAGI PARA ISTRI NELAYAN MELALUI PELATIHAN PEMBUATAN GREEBLE CHIPS

The concept of entrepreneurship is present to increase economic growth in Indonesia. Kuala Lama Village Serdang Bedagai is 60 Km from Medan City or 8 Km from Sei Rampah (the capital of Serdang Bedagai Regency). The main livelihoods of the population are as farmers and fishermen. Training materials include: brief lectures to motivate fisherman's wives, nature and characteristics of fresh green vegetables;how to processed the green vegetables into packaged food products named Greeble Chips. The expected target of this activity is to help improving the skills of fisherman wife in Kuala Lama Village, Pantai Cermin Subdistrict, in processing the green vegetables into a durable food packaging and have high selling value. The output of this activity is green vegetable processed products named Greeble Chips. The real result in this activity is to produce green processed products named green vegetable chips (greeble chips), business assistance, motivation and increasing skills and understanding of marketing strategy and simple financial report.
 Keywords: Creation of Entrepreneurship Spirit, Greeble Chips

Understanding marketing strategies with particular reference to small- and medium-sized hotel businesses in the United Arab Emirates

This study attempts to empirically investigate the marketing practices of the small- and medium-sized hotels in the United Arab Emirates, which has not been extensively researched in the context of the accommodation sector in Arab region. Findings from the survey and semi-structured interviews with owners–operators of small- and medium-sized hotels revealed that, to remain competitive in the hotel businesses, small- and medium-sized hotels owners–operators undertaken various marketing practices in terms of positioning, product, price setting, and promotional strategies. The research reported in this paper seeks to make a contribution to the understanding of marketing strategies in small- and medium-sized hotels specifically and, more generally, to the area of small- and medium-sized enterprises or entrepreneurial marketing.

An introduction to the special issue on marketing of high-technology products, services and innovations

We are pleased to introduce this special issue on marketing of high-technology products and innovations. High-technology industries are distinguished by increasing turbulence, and time-and information-intensive environments (Mohr, Sengupta, & Slater, in press). Additionally, issues related to unique characteristics like network effects, dominant design, and technological standards increase complexity in identifying, implementing, and evaluating marketing strategies in such environments (Hills & Sarin, 2003). This special issue features papers that contribute theoretically, methodologically, and substantively to enhancing our understanding of marketing strategies in high-tech environments. The articles in this special issue address a wide array of macroand micro-level issues ranging from:

Antecedents and Outcomes of Marketing Strategy Comprehensiveness

Comprehensiveness has long been recognized as a key feature of marketing strategy decision making. However, few studies have examined its antecedents and the conditions under which it influences performance. This study attempts to contribute to a better understanding of marketing strategy by investigating project-level antecedents and outcomes of marketing strategy comprehensiveness (MSC). Drawing on contingency and institutional theories perspectives, the authors develop and test the effects of output and process rewards, task conflict, and project members’ intra- and extraindustry relationships on MSC. They find that whereas process reward and extraindustry relationships are positively related to MSC, task conflict (when combined with conflict avoidance) hinders its development. Furthermore, the results indicate that MSC has a more positive effect on performance when implementation speed is higher. Finally, the authors discover that technology and market uncertainties differentially moderate the relationship between MSC and performance; the former has a positive effect, and the latter has a negative effect. The authors also discuss the theoretical and practical implications of their findings.

An Understanding of Marketing Strategy

Investigates the understanding of marketing strategy and the differentiation and clarification of concepts used in conjunction with it. Carries out a search of the literature revealing a wide variation in the understanding of marketing strategy. Develops a process for defining marketing strategy using three key levels: the overall strategic planning of the company; a framework developed from this from which marketing strategy should be developed; and the actual marketing strategy. Concludes that a firm needs to establish the strategic planning framework in defining its marketing strategy and its component parts. Suggests that failure to do so leads to ineffective definition, implementation and effectiveness of strategies.