Strategy in retreat; pricing drops out

Coe, Barbara J.

doi:10.1108/eum0000000002734

Cited by 21 publications

(7 citation statements)

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“…Wong [22] found that Japanese managersÕ decisions were mostly based on being trustworthy and reliable members of the company. The Japanese are known for their commitment to gaining, maintaining, and expanding market share around the world, using product innovation strategies that challenge their resources and technology [2].…”

Section: Cultural Backgroundmentioning

confidence: 99%

Cultural differences in project management capabilities: A field study

Zwikael

Shimizu²,

Globerson

2005

International Journal of Project Management

103

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This paper presents a study on identifying differences in project management style, between two different cultures, the Japanese and the Israeli. Management styles were evaluated on the nine classical project management areas, as defined by PMBOK, and on the organizational support required for a proper project management infrastructure. A total of 425 project managers were involved in the study, out of which 337 were from Israel and 88 were from Japan. Significant cultural differences were found between the two countries. Israeli project managers are more focused on performing ''Scope'' and ''Time'' management processes, assisted by project management software, while formal ''Communications'' and ''Cost'' management are more frequently used by Japanese project managers. It was also found that Japanese organizations use clear and measurable success measures for each project, while project objectives in Israel are often quite foggy. Differences in efforts made by project managers and management of the organization on specific project processes are demonstrated and discussed in this paper. These differences are manifested by smaller costs and schedule overruns in Japanese organizations, while Israeli customers of local projects seem to obtain better technical performance at the end of the project. The Israeli customer, however, is much more impacted by superior technical performance and easily forgives cost and schedule overruns.

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Section: Cultural Backgroundmentioning

confidence: 99%

Cultural differences in project management capabilities: A field study

Zwikael

Shimizu²,

Globerson

2005

International Journal of Project Management

103

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“…Marketrelated dimensions such as consumers' sensitivity to price (Montgomery & Rossi, 1999) and their switching costs (Coe, 1990) as well as industry barriers to entry (Davies, 1991) and elements of distribution (Chhabra, 1996) all have an impact on the pricing strategy managers ultimately adopt. As such, those strategies will differ considerably from those based on internal factors such as cost (Monroe, 1990).…”

Section: Introductionmentioning

confidence: 99%

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

Forman

Hunt

2005

Industrial Marketing Management

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“…To operationalize the variable obligation , respondents were asked to indicate the obligation to finalize the project on a 7‐point Likert scale (1 = low to 7 = high). The variable matcostshare controls for the importance of the material substitution to the product, since many firms use the cost‐plus approach as a pricing strategy (Coe, ; Noble and Gruca, ). Respondents indicated their acceptance that “The price of the new material decisively affects the price of the new product” (1 = strongly disagree to 7 = strongly agree).…”

Section: Methodsmentioning

confidence: 99%

Timing the Start of Material Substitution Projects: Creating Switching Options under Volatile Material Prices

Fisch¹,

Roß²

2013

J of Product Innov Manag

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Firms developing new products often face the challenge of making investment decisions under uncertain input-cost conditions due to the price volatilities of the materials they use. These decisions need to be made long before the final products are launched on the market. Therefore, firms who invest in the opportunity to switch materials in a timely manner will have the flexibility to react to material price changes and realize competitive advantages. However, volatile material prices may also cause a firm to delay investment. Using real-options reasoning, this article studies the influence of input-cost fluctuations on the timing decision to start new product development (NPD) and thus create the follow-on opportunity to later replace an existing product. A model that combines waiting and switching options to derive influencing factors of the flexibility value which triggers the investment is developed and tested on a sample of material substitution projects from manufacturing firms. The results show how price uncertainty of the new and the old material, their joint price development, the expected project duration, and competitive preemption are related to the propensity to delay the start of NPD. The findings provide new insights on how timing in adopting materials can be used to hedge exposure to volatile material prices. The insights are relevant for adopters and producers of new materials, as well as for policy makers who strive for supporting the diffusion of new materials.

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Strategy in retreat; pricing drops out

Cited by 21 publications

References 0 publications

Cultural differences in project management capabilities: A field study

Cultural differences in project management capabilities: A field study

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

Timing the Start of Material Substitution Projects: Creating Switching Options under Volatile Material Prices

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