Making the product portfolio a basis for action

Brown, Rick

doi:10.1016/0024-6301(91)90030-r

Cited by 17 publications

(6 citation statements)

References 2 publications

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“…The market orientation of a business unit is characterized by a focus on market opportunities and customer needs (Brown, 1991;Day and Wensley, 1988). The primary goals of business units that are strongly market oriented are to be more responsive to specific market requirements and to favorably affect the level of customer satisfaction.…”

Section: Market Orientationmentioning

confidence: 99%

“…For example, Miles and Arnold (1991) found that in smaller firms, the business unit's marketing orientation was related to product development, use of new technologies, and a high rate of new product introduction. Similarly, Brown (1991) notes the importance of linking marketing strategies with decisions thai have implications for the manufacturing function, e.g., changing output volumes, developing new products, maintaining or increasing quality, reducing production costs, and varying the product mix.…”

Section: Manufacturing Decisions That Support a Market Orientationmentioning

confidence: 99%

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Manufacturing strategy, business strategy and firm performance in a mature industry

Williams

D′Souza

Rosenfeldt

et al. 1995

J of Ops Management

111

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This research investigates the relationship between manufacturing strategy, business strategy and firm performance in a mature industry. Past research is synthesized, and a parsimonious conceptual framework is developed. The framework is then tested on a sample of 85 firms in the broadwoven hbric industry (SIC 2211). The results show a significant relationship between the business strategy and the manufacturing strategy of the firm. They support the alguznent found in the literature that functional level strategies should support business level strategies. A significant relationship was also found between manufacturing strategy and performance of the firm. In particular, the manufacturing function's quality assurance process and its ability to deliver a quality product/service were found to correlate significantly with firm performance. Implications of the findings are discussed. Keywords: Operations strategy; Manufacturing/operations interface; Technology management; Empirical research ' Corresponding author. Tel: (817) 565..2236. Fax: (817) 565-4394. Elsevier Science B.V. SSDI 0272-6963(95)00006-2

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Section: Market Orientationmentioning

confidence: 99%

Section: Manufacturing Decisions That Support a Market Orientationmentioning

confidence: 99%

Manufacturing strategy, business strategy and firm performance in a mature industry

Williams

D′Souza

Rosenfeldt

et al. 1995

J of Ops Management

111

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“…Matrix-based portfolio analyses usually aim to classify and compare a firm's products or services in order to analyse optimal investment strategies for each product or service. In most cases, one axis represents internal factors such as the competitiveness of the firm's products, and the other, external factors, such as market opportunities (Day, 1977;Wensley, 1981;Brown, 1991;Morrison and Wensley, 1991;Dibb et al, 2006).…”

Section: Matrix-based Strategic Approachesmentioning

confidence: 99%

Beyond matrices and black-box algorithms: setting marketing priorities with Marketing Strategy Conferences

Schilling¹,

Schulze-Cleven²

2009

Journal of Marketing Management

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SummaryWith this paper, we introduce the Marketing Strategy Conference approach to set strategic marketing priorities effectively and allocate marketing-related resources accordingly. The system is based on managerial preference modelling with a decision model (analytical side) and communication-enhancing strategy conferencing (interactive side). After a review of alternative resource allocation frameworks, as over-the-thumb approaches, matrix-based analyses, statistical analyses or management science models, we analyse existing analytical, behavioural and organisational impediments to effective marketing resource allocation.Addressing some of this impediments, this papers outlines two Marketing Strategy Conference cases, which we carried out for the pharmaceutical, Schering Argentina.-3-

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“…Portfolio planning models provided one framework for conducting such analyses. 22 However, the macroeconomic instability of the 1970s (that is, the oil crises and high interest rate environment) revealed the weaknesses of long-term planning in unstable economic conditions; thereby discrediting portfolio planning models based on long-term forecasts. 23 Consequently, development of strategic analysis models shifted from reliance on long-term planning to focus on (static) competitor analysis models.…”

Section: The Development Of Strategic Analysis Modelsmentioning

confidence: 99%