Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory...Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory results is the lack of a theoretical framework： what strategic variables to include in the analysis and their relative importance; the definition of an industry, and how to make competitive strategy operational. First, the author presents a customer-oriented theory of management which submits that, like Procter and Gamble, understanding customers should be the primary focus of a business. Second, the author proposes an integrated approach to competitive strategy. Because customer-perceived quality is far more critical to long-term success than any other factor, it should be the centerpiece of competitive strategy. The author suggests that competitive strategy should be divided in two interdependent dimensions： external and internal. It is the external strategy that should be considered the primary dimension because it reflects the customers＇ perspective, and provides a sense of direction regarding how the internal resources should be used. Next, the author presents an operational framework of competitive strategy which proposes that the best route to market share leadership in consumer markets is competing in the mid-price segment, offering superior quality compared to competition at a somewhat higher price： （1） to maintain an image of quality, and （2） to ensure that the strategy is profitable and sustainable. Finally, the author offers a framework of business or industry definition that extends Abell＇s （1980） three dimensions to seven. He suggests that an integrated approach to market segmentation provides the foundation for conducting strategic group analysis in consumer markets. So, in strategic group research, we need a bottom-up approach that begins with a product-market segment. In each product market, real competition occurs at the brand level. This is the ground where actual competitive wars are fought, and this is where the rich dynamics of competition often come to light.展开更多
Broadcast network, telecommunications network and Internet underpin the development of the information industry. The integration of them three is an inevitable trend of the modern IT industry. In this context, provinc...Broadcast network, telecommunications network and Internet underpin the development of the information industry. The integration of them three is an inevitable trend of the modern IT industry. In this context, provincial broadcast groups are confronted with unprecedented challenges and opportunities, among which customers are a key element. This paper explores the customer-oriented sales management mode based on the marketized operation of provincial broadcast groups with Henan CATV Group as the illustrative case.展开更多
Service standards communication and servant leadership are both important mechanisms to improve an organization＇s service process. Therefore, they are likely to affect strategic competence and customer orientation sk...Service standards communication and servant leadership are both important mechanisms to improve an organization＇s service process. Therefore, they are likely to affect strategic competence and customer orientation skills of organizations. In this research, customer orientation and strategic competence are undertaken in relation with servant leadership and service standards communication, using a sample of 106 Turkish firms＇ executive assistants. The results prove that service standards communication and servant leadership have a strong positive relationship with both strategic competence and customer orientation.展开更多
文摘Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory results is the lack of a theoretical framework： what strategic variables to include in the analysis and their relative importance; the definition of an industry, and how to make competitive strategy operational. First, the author presents a customer-oriented theory of management which submits that, like Procter and Gamble, understanding customers should be the primary focus of a business. Second, the author proposes an integrated approach to competitive strategy. Because customer-perceived quality is far more critical to long-term success than any other factor, it should be the centerpiece of competitive strategy. The author suggests that competitive strategy should be divided in two interdependent dimensions： external and internal. It is the external strategy that should be considered the primary dimension because it reflects the customers＇ perspective, and provides a sense of direction regarding how the internal resources should be used. Next, the author presents an operational framework of competitive strategy which proposes that the best route to market share leadership in consumer markets is competing in the mid-price segment, offering superior quality compared to competition at a somewhat higher price： （1） to maintain an image of quality, and （2） to ensure that the strategy is profitable and sustainable. Finally, the author offers a framework of business or industry definition that extends Abell＇s （1980） three dimensions to seven. He suggests that an integrated approach to market segmentation provides the foundation for conducting strategic group analysis in consumer markets. So, in strategic group research, we need a bottom-up approach that begins with a product-market segment. In each product market, real competition occurs at the brand level. This is the ground where actual competitive wars are fought, and this is where the rich dynamics of competition often come to light.
文摘Broadcast network, telecommunications network and Internet underpin the development of the information industry. The integration of them three is an inevitable trend of the modern IT industry. In this context, provincial broadcast groups are confronted with unprecedented challenges and opportunities, among which customers are a key element. This paper explores the customer-oriented sales management mode based on the marketized operation of provincial broadcast groups with Henan CATV Group as the illustrative case.
文摘Service standards communication and servant leadership are both important mechanisms to improve an organization＇s service process. Therefore, they are likely to affect strategic competence and customer orientation skills of organizations. In this research, customer orientation and strategic competence are undertaken in relation with servant leadership and service standards communication, using a sample of 106 Turkish firms＇ executive assistants. The results prove that service standards communication and servant leadership have a strong positive relationship with both strategic competence and customer orientation.
