Managing the influence of internal and external determinants on international industrial pricing strategies

Forman, Howard P.; Hunt, James M.

doi:10.1016/j.indmarman.2004.07.011

Cited by 63 publications

(76 citation statements)

References 58 publications

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“…Beal (2000) observed that the quantity of diversification affected profitability or, in other words, empirically demonstrated an association between diversification and performance. This study supported previous studies conducted by Forman and Hunt (2005), Ellitan (2006), Anatan (2006) and Hidayat and Hairil (2009), as well as Suroso (2009) that corporate strategy had a significant effect on the performance of the company.…”

Section: Effects Of Corporate Strategy On Performancesupporting

confidence: 91%

Effects of environmental factors on corporate strategy and performance of manufacturing industries in Indonesia

Hidayat

Sabarudin

alim

2015

JIEM

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Abstract:Purpose: the purpose of this study was to examine and obtain empirical evidence of the effects of external and internal environmental factors on the strategy and performance of manufacturing companies.Design/methodology/approach: This study used primary data obtained by distributing questionnaires to 150 respondents of manufacturing companies in Indonesia spreading over six major cities in Java such as Jakarta, Banten, Bandung, Yogyakarta, Semarang and Surabaya.Samples were taken by using the systematic random sampling technique. The technique was used since those major cities had different numbers of manufacturing companies. Subsequently, the feasibility of the model was tested. Several indices of model feasibility would be used to test the model developed in this structural equation model. In case of a sub-optimal model, a model modification was to be performed by adding or removing paths so that the chi-square values would decrease by the values of the index. Findings:Results showed that internal and external environmental factors, through the operating environments and the remote environments of manufacturing industries, jointly affected the companies' understanding of the condition of the industrial environments to establish strategic goals in order to achieve optimal performance of manufacturing industry.-763-Journal of Industrial Engineering and Management -http://dx.doi.org/10.3926/jiem.1326Practical implications: The internal and external environmental factors through the operating and remote environments had effects on the strategy of manufacturing companies in Indonesia.However, both internal and external environments did not affect the performance of manufacturing companies in Indonesia. There was a tendency that manufacturing companies were to observe the occurring macro-economic conditions. Manufacturing industries were faced with the pressures from competition, customers and suppliers that affected companies' revenue. Performance of manufacturing industries was more influenced by macro-economic conditions that have not recovered from the global crisis.Originality/value: This study was conducted to determine the effects of environmental factors on the corporate strategy and performance. The effects of the industrial environments are crucial since the more complicated changes in the industrial environments the greater the impacts it has on the resources, structures and processes in the company. Environmental factors of the industry present both organizational strengths and weaknesses, which would affect the strategy and performance of the industry.

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Section: Effects Of Corporate Strategy On Performancesupporting

confidence: 91%

Effects of environmental factors on corporate strategy and performance of manufacturing industries in Indonesia

Hidayat

Sabarudin

alim

2015

JIEM

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“…Organizational business performance factors by definition influence firm performance (Hansen and Wernerfelt, 1989;Wood, 2006), and are thus crucial to sustain a business (Appiah-Adu et al, 2001;Forman and Hunt, 2005). Organizational business performance factors comprise of factors within the firms (Scott-Young and Samson, 2008), which they can control and manage through their capabilities and business decisions.…”

Section: Organization Business Performance Factorsmentioning

confidence: 99%

“…Performance of firms is influenced by various marketing activities (Forman and Hunt, 2005). Marketing activities facilitate firms to exploit opportunities and satisfy customer needs.…”

Section: Marketing Activities and Firm Performancementioning

confidence: 99%

“…The performance of any firm depends strongly on the specific activities that the firm implements (Forman and Hunt, 2005;Hansen and Wernerfelt, 1989;Tvorik and McGivern, 1997). Internal behaviours and the internal environment that influence the performance of firms are known as organizational business performance factors (Scott-Young and Samson, 2008;Wood, 2006).…”

Section: Introductionmentioning

confidence: 99%

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Marketing activities as critical success factors: The case of seed producer cooperatives in Ethiopia

Sisay¹,

Verhees²,

Trijp³

2017

Afr. J. Bus. Manage.

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The purpose of this study is to identify the specific marketing activities that contribute most to the performance improvement of seed producer cooperatives (SPCs) in Ethiopia. Both quantitative and qualitative procedures were adopted to extract information from knowledgeable and experienced experts using structured questionnaires. Results indicate that clear differences exist between Ethiopian SPCs in their intensity and quality of execution of marketing activities, indicating that these activities are managed and controlled by SPCs themselves. However, the similarity in patterns of intensity and quality of execution of marketing activities shows that these effects cannot be disentangled in the Ethiopian SPCs context. Ethiopian SPCs performed well on marketing activities related to interfunctional coordination, but poorly on activities associated with competitor orientation. SPCs are likely to perform better when they use a variety of marketing activities including quality control of product (seed), product differentiation, managing customer and supplier relationships, responding to customers and competitors, customer and competitor assessment, leadership, integration of activities, and interconnections among committees and members. Hence, to provide value to customers SPCs need to have resources and the capabilities to coordinate these resources in order to execute marketing activities efficiently and effectively.

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“…The KAM maintains numerous key relationships -through strategic relational interactionsbetween vital partner firms and his/her employer. The activities of a KAM may include price negotiation and monitoring (Forman & Hunt 2005); developing relationship stability (Wilson & Millman 2003); managing short and long-term relationships;…”

Section: Relationship Marketing Managers In Practicementioning

confidence: 99%

Market growth through mergers and acquisitions: The role of the relationship marketing manager in sustaining performance

Richey

Kiessling

Tokman

et al. 2008

Industrial Marketing Management

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Managing the influence of internal and external determinants on international industrial pricing strategies

Cited by 63 publications

References 58 publications

Effects of environmental factors on corporate strategy and performance of manufacturing industries in Indonesia

Effects of environmental factors on corporate strategy and performance of manufacturing industries in Indonesia

Marketing activities as critical success factors: The case of seed producer cooperatives in Ethiopia

Market growth through mergers and acquisitions: The role of the relationship marketing manager in sustaining performance

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