A Contingency View of Porter's “Generic Strategies”

Murray, Alan

doi:10.5465/amr.1988.4306951

Cited by 237 publications

(186 citation statements)

References 15 publications

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“…Este posicionamento tem lhe valido diversas críticas (e.g. : Murray, 1988;Hill, 1988;Miller e Dess, 1993); o próprio Porter (1980, p.53;1991, p.101) chegou a mencionar, numas poucas ocasiões e muito en passant, que seria viável a perseguição simultânea das estratégias de baixo custo e de diferenciação, dada uma determinada conjugação muito específica de circunstâncias.…”

Section: E E E E Estratégias Stratégias Stratégias Stratégias Stratégunclassified

“…Alguns autores defendem uma visão que eles intitulam de contingencial, segun-do a qual o conjunto de estratégias viáveis é limitado pelas características do ambiente (Hambrick, 1983b;Murray, 1988). Segundo Varadarajan (1985), determinadas estratégias somente conduzirão a desempenho superior em função de configurações particulares do ambiente, da estrutura da indústria, do comportamento do consumidor, das estruturas organizacionais e da disponibilidade de recursos.…”

Section: Abordagem Contingencial Abordagem Contingencial Abordagem Counclassified

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Porter revisitado: análise crítica da tipologia estratégica do mestre

1997

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R R R R RESUMO ESUMO ESUMO ESUMO ESUMOAs estratégias genéricas de liderança em custo, diferenciação e enfoque desenvolvidas por Michael Porter (1980) vêm merecendo destacada aceitabilidade, tanto no meio acadêmico quanto no empresarial. Este artigo discute as opiniões de diversos autores de renome, os quais têm apresentado críticas, complementos e refinamentos a esta tipologia básica. Destaque especial é concedido a Chrisman, Hofer e Boulton (1988) e Miller e Dess (1993), por suas extensões à tipologia de Porter (1980), e a Mintzberg (1988), por seu trabalho de detalhamento da estratégia de diferenciação. Como contraponto à análise externa (baseada na estrutura da indústria) que orienta a tipologia de Porter (1980), são apresentados os conceitos da Resource-Based View, uma teoria de estratégias baseada nos recursos e competências da empresa (análise interna), ainda em desenvolvimento, mas que vem ganhando gradual aceitação no meio acadêmico. Por fim, a evolução do pensamento de Porter -de 1980 à 1996 -é analisada, de forma a evidenciar como o próprio autor vem detalhando e redefinindo o foco de seu objeto de estudo -da análise da estrutura da indústria até o sistema de atividades da empresa.Palavras-chaves: estratégia, estratégia competitiva, estratégia de mercado, vantagem competitiva.

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Section: E E E E Estratégias Stratégias Stratégias Stratégias Stratégunclassified

Section: Abordagem Contingencial Abordagem Contingencial Abordagem Counclassified

Porter revisitado: análise crítica da tipologia estratégica do mestre

1997

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“…It is conceivable that the analysis of organizational, macro-and micro-environmental and stakeholder factors is an ongoing process, and the implementation of a standardised marketing mix within the overall business approach is resource consuming [51,111]. Nevertheless, an understanding of the different factors influencing a standardised marketing mix allows marketers to direct resources and efforts more appropriately towards its successful management, and enhances long-term business performance resulting from economies of scale and higher stakeholder satisfaction [47]. Marketing managers must align the overall business approach with the marketing mix approach according to the suggestion that Standardization clearly improves export performance [6,112].…”

Section: Managerial Implicationsmentioning

confidence: 99%

“…Therefore, by the use of an adapted marketing mix, industrial sellers might achieve higher stakeholder satisfaction and achieve greater profitability (Theodosiou and Leonidou, 2003), but in terms of SMEs of the B2B sector, "significant paybacks are associated with Standardization" [6]. SMEs clearly prefer a standardised marketing mix, because due to economics of scale they are enabled to decrease the price while increasing quality and service [47]. Furthermore, marketing mix Standardization clearly improves export performance, particularly on B2B markets and when SMEs can take advantage of currency exchange rates between countries [48,49].…”

Section: Adaptation/ Standardization In B2b Marketsmentioning

confidence: 99%

Smes Marketing Mix: Examining Influencing Factors for Its Successful Management

Wielanda¹

2017

IJRET

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Purpose -To investigate the influencing factors for the successful management of a standardised marketing mix in the businessto-business (B2B) sector of small and medium-sized enterprises.Design/Methodology/Approach -A qualitative research through 26 semi-structured in-depth interviews of small and mediumsized enterprises operating in the German business-to-business sector was conducted. The interviewees are involved in marketing mix management decisions and marketing Standardization. Content analysis was used to analyse the collected data. Findings -Results show that no identification of the factors influencing the success of the management of a standardised marketing mix, particularly for the business-to-business sector is available. The study found that a standardised marketing mix is influenced by a number of factors which have to be clearly identified in order to be implemented successfully. This paper identifies and implements these influencing factors for successfully managing a standardised marketing mix. Research Limitations/Implications -The practical implications of the findings refer to the fact that there does not seem to be a "one and only way" for successfully managing a standardised marketing mix which can be applied to all circumstances and business contexts. Identifying and implementing these influencing factors seems to be a situation specific marketing activity. The significance of the findings notwithstanding, the business-to-business-context of this research, which was conducted with small and medium-sized enterprises, is the most important caveat, as it limits the possibility to generalise its findings to other business contexts. Practical Implications -This study is important for small and medium-sized enterprises operating in the business

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“…Under the same circumstances, a service sector differentiation strategy would be even more difficult under cost constraints (Campbell-Hunt, 2000;Powers and Hahn, 2004). The second school advances the position that by adopting more than one strategy simultaneously it may be possible to achieve a sustainable advantage (Murray, 1988, Miller, 1992, Johnson and Scholes, 1993. This position assumes that differentiation through higher quality will increase the market share; therefore, the economy of scale would result in a decrease in the unit costs (Gupta, 1995).…”

Section: The Sources Of Competitive Advantagementioning

confidence: 99%

An exploratory study of Chinese own brand strategy in the grocery sector

Wi-chin

Schein

2012

IJCCM

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Abstract:The purpose of this study is to explore the Chinese own brand strategy in the grocery sector by applying two competitive advantage theories. The theories are Porter's Generic Strategies model and Hunt's ResourceAdvantage theory. Three sets of Chinese own brand strategies are reviewed. A preferred Chinese own brand strategy combining cost leadership and differentiation simultaneously is identified. A qualitative methodology is utilised to examine some of the many facets of own brand development in China. The main data for this study are drawn from semi-structured interviews and selected store observations in Shanghai, China. The implications, limitations and directions of the study are discussed.

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A Contingency View of Porter's “Generic Strategies”

Cited by 237 publications

References 15 publications

Porter revisitado: análise crítica da tipologia estratégica do mestre

Porter revisitado: análise crítica da tipologia estratégica do mestre

Smes Marketing Mix: Examining Influencing Factors for Its Successful Management

An exploratory study of Chinese own brand strategy in the grocery sector

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