The document presents the findings of a study that aimed to identify strategies that support early internationalization and survival of born global companies. The study used qualitative content analysis to analyze literature and interview case study companies. Key findings include that born globals operate in traditional industries disrupted by new technologies, and internationalization is driven more by technological capabilities than local market conditions. Networking and a product model strategy focusing on development over market learning are important. The study could be improved by taking more time in analysis, properly applying deductive methods, better addressing performance, including a quantitative component, and reducing confirmation bias.
You can view and download the full presentation here:
http://pptlab.com/ppt/Strategic-Analysis-Framework-25
This document outlines a 3-phase framework for conducting robust Strategic Analysis. Concepts and supporting frameworks discussed include Impact Matrix, Political Strategy, Solution Analysis, Life Cycle Portfolio Matrix, GE Matrix, Portfolio Matrix, Performance Assessment Tool, and PEST Analysis.
The document provides an overview of research methodology. It defines research as a systematic process of inquiry aimed at discovering and generating new knowledge. The key aspects of research covered include formulating research problems and objectives, reviewing previous literature, developing testable hypotheses, designing the research study, collecting and analyzing data, and interpreting and reporting findings. Examples are given of each step of the research process. Criteria for good research such as clearly defined concepts and terms, consideration of limitations, and usefulness of findings are also discussed.
Annie-Joan Olesen: Early warning és jövőbeni szcenáriók – Jövőkutató Informác...Ágnes W. Kovács
The document discusses competitive intelligence and business research services provided by A9 Network. A9 has resources in Scandinavia and provides services such as market intelligence, competitive analysis, due diligence for M&A, and litigation support. They give examples of cases involving a software company launching in multiple countries and a telecom company analyzing opportunities in Nordic markets. The document also covers best practices for global competitive intelligence projects.
The document summarizes the theoretical and methodological evolution of strategic management research over several decades. It describes how the field has swung between different perspectives like a pendulum, from a focus on the firm level to industry level analysis and back again. Key stages discussed include an early focus on the internal resources and capabilities of individual firms, followed by a shift to industrial organization economics and its emphasis on industry structure. The field then swung back toward organizational economics and the resource-based view of the firm. Throughout these shifts, the document also discusses changes in research methods used, from case studies to large-scale statistical analyses and back again.
Business research can involve both applied research aimed at solving specific problems, as well as basic research to generate general knowledge. Applied research directly investigates issues facing managers in areas like accounting, finance, management and marketing. Basic research conducted by academics explores broader topics to understand business phenomena. Both applied and basic research follow a systematic process of inquiry and data collection to increase knowledge and resolve problems. Ethics must also be considered to ensure research is conducted responsibly.
This document provides an overview of business research methods. It discusses what business research is, the importance and objectives of research, and different types of research including descriptive, exploratory, applied, and basic research. It also outlines the stages of the research process including defining objectives, research design, sampling, data collection, analysis, and reporting. Finally, it discusses problem formulation and identifying the appropriate unit and variables for analysis.
This chapter discusses the research process and provides an overview of its key stages. The research process begins with clarifying the research question in response to a management dilemma. Researchers then propose the research by outlining the budget, methods, timing and other details. Next, they design the research by determining the project, sampling, and pilot testing. Data is then collected and analyzed before reporting the results, which includes an executive summary and conclusions. Some problems to avoid include overreliance on a company's existing database and favored techniques.
You can view and download the full presentation here:
http://pptlab.com/ppt/Strategic-Analysis-Framework-25
This document outlines a 3-phase framework for conducting robust Strategic Analysis. Concepts and supporting frameworks discussed include Impact Matrix, Political Strategy, Solution Analysis, Life Cycle Portfolio Matrix, GE Matrix, Portfolio Matrix, Performance Assessment Tool, and PEST Analysis.
The document provides an overview of research methodology. It defines research as a systematic process of inquiry aimed at discovering and generating new knowledge. The key aspects of research covered include formulating research problems and objectives, reviewing previous literature, developing testable hypotheses, designing the research study, collecting and analyzing data, and interpreting and reporting findings. Examples are given of each step of the research process. Criteria for good research such as clearly defined concepts and terms, consideration of limitations, and usefulness of findings are also discussed.
Annie-Joan Olesen: Early warning és jövőbeni szcenáriók – Jövőkutató Informác...Ágnes W. Kovács
The document discusses competitive intelligence and business research services provided by A9 Network. A9 has resources in Scandinavia and provides services such as market intelligence, competitive analysis, due diligence for M&A, and litigation support. They give examples of cases involving a software company launching in multiple countries and a telecom company analyzing opportunities in Nordic markets. The document also covers best practices for global competitive intelligence projects.
The document summarizes the theoretical and methodological evolution of strategic management research over several decades. It describes how the field has swung between different perspectives like a pendulum, from a focus on the firm level to industry level analysis and back again. Key stages discussed include an early focus on the internal resources and capabilities of individual firms, followed by a shift to industrial organization economics and its emphasis on industry structure. The field then swung back toward organizational economics and the resource-based view of the firm. Throughout these shifts, the document also discusses changes in research methods used, from case studies to large-scale statistical analyses and back again.
Business research can involve both applied research aimed at solving specific problems, as well as basic research to generate general knowledge. Applied research directly investigates issues facing managers in areas like accounting, finance, management and marketing. Basic research conducted by academics explores broader topics to understand business phenomena. Both applied and basic research follow a systematic process of inquiry and data collection to increase knowledge and resolve problems. Ethics must also be considered to ensure research is conducted responsibly.
This document provides an overview of business research methods. It discusses what business research is, the importance and objectives of research, and different types of research including descriptive, exploratory, applied, and basic research. It also outlines the stages of the research process including defining objectives, research design, sampling, data collection, analysis, and reporting. Finally, it discusses problem formulation and identifying the appropriate unit and variables for analysis.
This chapter discusses the research process and provides an overview of its key stages. The research process begins with clarifying the research question in response to a management dilemma. Researchers then propose the research by outlining the budget, methods, timing and other details. Next, they design the research by determining the project, sampling, and pilot testing. Data is then collected and analyzed before reporting the results, which includes an executive summary and conclusions. Some problems to avoid include overreliance on a company's existing database and favored techniques.
This document provides an overview of business research methods and processes. It discusses key topics including the scientific method, types of research, data collection and analysis techniques. Examples are given of how business research is used in areas such as marketing, finance, and management. Guidelines are provided on when research should be undertaken and how it can help reduce uncertainty and improve decision-making for organizations.
This document summarizes the key points from the article "Absorptive Capacity: A New Perspective on Learning and Innovation" by Wesley M. Cohen and Daniel A. Levinthal. The article introduces the concept of absorptive capacity as a firm's ability to recognize and assimilate valuable external knowledge. It finds that a firm's R&D investment builds its absorptive capacity and makes it more responsive to technological opportunities. Absorptive capacity is path-dependent and develops cumulatively over time through a firm's ongoing R&D. The characteristics of a firm's learning environment, like technological opportunities, appropriability conditions, and demand, influence its R&D spending and ability to benefit from knowledge
Venture capital valuation of small life science companies by Salim Gabro & Ro...Salim Gabro
Life science companies are research-intense companies with a high level of unpredictability of the product development. This is due to high dependency on the success of clinical studies, regulatory affairs, and immaterial property, which makes the industry special in comparison with most other industries. Valuation becomes challenging looking at companies that are not publicly listed. What is the value of a company with no established market price and a high level of future uncertainty?
This study focused on the valuation of small life science companies applicable for characteristics typical in venture capital, exemplified by a case study company with negative earnings.
Within this scope, a literature study was performed and the best suitable valuation methods were chosen.
This document provides an overview of SBI's scenario planning process for strategic decision making. It outlines the 6 main steps: 1) Identify the decision focus and elements. 2) Identify key external factors. 3) Identify external forces. 4) Select axes of uncertainty. 5) Select scenarios. 6) Analyze decision implications. Tables and examples are provided for each step. The goal is to develop 3 scenarios by combining different endpoints of axes of uncertainty to cover planning uncertainties and analyze their implications.
This document describes SBI's exploratory technology roadmapping process. The process involves 8 steps: 1) identifying decision focus and themes, 2) developing a knowledge base, 3) creating technology scenarios, 4) anticipating new applications, 5) considering the impact of driving forces, 6) identifying new business models, 7) developing product roadmaps, and 8) monitoring results. The goal is to help companies identify new opportunities and nurture new business units by taking a systematic approach to guiding corporate evolution and branching into new technologies and markets.
This document discusses business research, including:
1) Defining business research and distinguishing it from business decision support systems and business intelligence systems.
2) Exploring trends affecting business research like the emerging hierarchy of business decision makers.
3) Examining the distinction between good quality professional business research versus subpar research.
4) Outlining the nature of the business research process.
van Bavel, R., Voigt, P., Rodriguez, V. (Eds.) 2008. Role and Dynamics of Corporate R&D: Summary Report of the First European Conference on Corporate R&D. Seville: European Commission.
1) The document discusses key concepts in research such as variables, hypotheses, models, and the scientific method. It explains different types of variables and their relationships.
2) Different types of reasoning used in research are covered, including deductive reasoning which moves from general statements to specific conclusions, and inductive reasoning which makes generalizations based on patterns in observations.
3) Sound reasoning is important in research to enhance results. Researchers employ curiosity to identify problems, propose hypotheses, test them, and draw conclusions in a self-correcting process.
This document outlines the business research process. It discusses understanding research as the systematic identification, collection, analysis, and dissemination of information to improve decision making. The research process involves defining the problem, approaching the problem, designing the research, collecting and analyzing data, and reporting findings. Data can come from primary or secondary sources and be qualitative or quantitative in nature. The goal is to assess information needs, provide information, and aid decision making.
The document provides an overview of considerations for organizations investing in market research. It discusses why organizations conduct research, how they use research findings, and factors to consider when selecting a research partner. Key points include:
- Organizations conduct research to guide decision-making, solve business problems, and minimize risks/capitalize on opportunities. The appropriate research budget depends on capital expenditure and risk tolerance.
- Research is used to understand customer needs, design new products/services, identify target markets, examine competitors, determine positioning/communications, and identify media habits.
- When selecting a research partner, organizations should consider the firm's reputation, response quality, references, value/pricing, expertise of assigned team members, and ability
SWOT and PEST(EL) analyses are frameworks for examining internal/external factors that impact projects/businesses. SWOT looks at strengths, weaknesses, opportunities, and threats, both internal and external. PEST(EL) analyzes political, economic, social, technological, environmental, and legal external factors. These tools help organizations identify threats/weaknesses and develop strategies. For the UK creative industries, Brexit may mean additional legal/regulatory barriers like work permits when traveling to the EU, and loss of EU funding. Currently the UK government is investing in rural internet access, youth projects, and combating loneliness.
Secondary data refers to statistics that have already been collected by other agencies for purposes other than the current research. Secondary data can come from internal sources within an organization, such as sales reports, or from external sources like census data, syndicated data services, and individual research reports. Syndicated data services collect consumer purchase data through consumer panels who record their purchases to provide information on brand awareness, advertising recall, and consumer profiles.
The document discusses the promotional strategies of Bharti Airtel, one of the largest telecom companies in India. It provides an overview of the company, including its vision, product lines, competitive strategies, and SWOT analysis. The document also describes Airtel's branding and promotional strategies, such as focusing on human relationships and emotions in advertisements. It analyzes Airtel's achievements and board of directors. Overall, the document examines how Airtel analyzes its competitive environment and implements strategies to distinguish itself in the telecom market.
Business research involves systematically gathering and analyzing data to provide useful insights and facilitate profitable decision-making for organizations. It provides greater knowledge about an industry, market, competition, and other factors. The key benefits of business research include understanding the industry sector, market, competition, economy, and technology. Common areas of business research include market sector research, industry research, competitor analysis, and economic and financial research. Business research enables organizations to make better, more informed decisions that can lead to greater success and profits.
The marketing manager of a FMCG brand is facing declining sales in the Hubli region compared to other regions. He wants to conduct a study to understand the situation. The document discusses the importance of marketing research in identifying problems and opportunities and aiding decision making. It defines business research as the systematic process of gathering, recording, and analyzing data to help make business decisions. The key stages of research are identified as identifying problems/opportunities, diagnosing and assessing them, selecting a course of action, and evaluating the results. Research methods, roles and careers in marketing research are also summarized.
Qualitative research methodologies differ from quantitative in several key ways. Qualitative research aims to understand phenomena through interpretation rather than description or explanation. It utilizes several data collection techniques including interviews, focus groups, observation, and case studies. Sample sizes are typically small and non-probability based. The researcher has a high degree of involvement through methods like participant observation. Analysis focuses on themes rather than counts. The goal is theory building rather than theory testing.
The document discusses research design and its key descriptors. It covers the basic stages of research design including the degree of question crystallization, data collection methods, time dimensions, topical scope, research environment, and purpose of the study. It also examines exploratory studies, descriptive studies, causal studies, and participants' perceptional awareness. The overall research design provides a blueprint or framework to guide the research process and help evaluate relationships between variables.
Setting Research Objectives in Applied Marketing ResearchKelly Page
This document discusses the process of defining a research problem and setting research objectives. It covers recognizing the problem or opportunity, understanding why information is needed and the decision-making environment. It also discusses distinguishing between symptoms and the real problem, translating the management problem into a marketing research problem, determining if information already exists, and setting research questions, objectives and hypotheses. The goal is to develop clear and meaningful research objectives to guide the research process.
The document discusses the importance of conducting comprehensive feasibility studies for new ventures. It outlines three key areas of feasibility studies: technical feasibility, market feasibility, and financial feasibility. Technical feasibility involves product testing and development. Market feasibility requires identifying the target market and demand. Financial feasibility involves determining funding needs, costs, cash flow, and return on investment. Comprehensive feasibility studies across all three areas are necessary to avoid common reasons why new ventures fail such as inadequate market knowledge, ineffective marketing, or undercapitalization.
SBI provided training to Samsung Advanced Institute of Technology (SAIT) to standardize its technology roadmapping processes and formats. SAIT developed over 40 technology roadmaps per year using different processes, with little collaboration between R&D programs. The training taught SBI's proven roadmapping framework to SAIT executives and managers. This would allow SAIT to better align its R&D programs with business needs and improve communication and efficiency.
ILRI Seminar_Presentation by AHall_Our search for effective research and inno...Food_Systems_Innovation
International agricultural research has long searched for effective models to connect research to innovation and impact with mixed success. This has led to a need to invest in understanding innovation practice through learning rather than reliance on universal models. The document argues that establishing a scientific basis to link multi-stakeholder partnership practice with impact requires a framework and evidence on what works. The CGIAR is well positioned to contribute knowledge on how innovation processes work and to develop practices that enable effective contribution to impact.
Business research involves systematically gathering and analyzing data to help make business decisions. It can include areas like financial research, marketing research, and operational research. The goals are to identify opportunities and problems, understand customer needs, and help the business compete effectively. Research can be basic, to expand theoretical knowledge, or applied, to solve practical problems and support decision-making. Common data sources include primary sources like surveys as well as secondary sources like reports.
This document provides an overview of business research methods and processes. It discusses key topics including the scientific method, types of research, data collection and analysis techniques. Examples are given of how business research is used in areas such as marketing, finance, and management. Guidelines are provided on when research should be undertaken and how it can help reduce uncertainty and improve decision-making for organizations.
This document summarizes the key points from the article "Absorptive Capacity: A New Perspective on Learning and Innovation" by Wesley M. Cohen and Daniel A. Levinthal. The article introduces the concept of absorptive capacity as a firm's ability to recognize and assimilate valuable external knowledge. It finds that a firm's R&D investment builds its absorptive capacity and makes it more responsive to technological opportunities. Absorptive capacity is path-dependent and develops cumulatively over time through a firm's ongoing R&D. The characteristics of a firm's learning environment, like technological opportunities, appropriability conditions, and demand, influence its R&D spending and ability to benefit from knowledge
Venture capital valuation of small life science companies by Salim Gabro & Ro...Salim Gabro
Life science companies are research-intense companies with a high level of unpredictability of the product development. This is due to high dependency on the success of clinical studies, regulatory affairs, and immaterial property, which makes the industry special in comparison with most other industries. Valuation becomes challenging looking at companies that are not publicly listed. What is the value of a company with no established market price and a high level of future uncertainty?
This study focused on the valuation of small life science companies applicable for characteristics typical in venture capital, exemplified by a case study company with negative earnings.
Within this scope, a literature study was performed and the best suitable valuation methods were chosen.
This document provides an overview of SBI's scenario planning process for strategic decision making. It outlines the 6 main steps: 1) Identify the decision focus and elements. 2) Identify key external factors. 3) Identify external forces. 4) Select axes of uncertainty. 5) Select scenarios. 6) Analyze decision implications. Tables and examples are provided for each step. The goal is to develop 3 scenarios by combining different endpoints of axes of uncertainty to cover planning uncertainties and analyze their implications.
This document describes SBI's exploratory technology roadmapping process. The process involves 8 steps: 1) identifying decision focus and themes, 2) developing a knowledge base, 3) creating technology scenarios, 4) anticipating new applications, 5) considering the impact of driving forces, 6) identifying new business models, 7) developing product roadmaps, and 8) monitoring results. The goal is to help companies identify new opportunities and nurture new business units by taking a systematic approach to guiding corporate evolution and branching into new technologies and markets.
This document discusses business research, including:
1) Defining business research and distinguishing it from business decision support systems and business intelligence systems.
2) Exploring trends affecting business research like the emerging hierarchy of business decision makers.
3) Examining the distinction between good quality professional business research versus subpar research.
4) Outlining the nature of the business research process.
van Bavel, R., Voigt, P., Rodriguez, V. (Eds.) 2008. Role and Dynamics of Corporate R&D: Summary Report of the First European Conference on Corporate R&D. Seville: European Commission.
1) The document discusses key concepts in research such as variables, hypotheses, models, and the scientific method. It explains different types of variables and their relationships.
2) Different types of reasoning used in research are covered, including deductive reasoning which moves from general statements to specific conclusions, and inductive reasoning which makes generalizations based on patterns in observations.
3) Sound reasoning is important in research to enhance results. Researchers employ curiosity to identify problems, propose hypotheses, test them, and draw conclusions in a self-correcting process.
This document outlines the business research process. It discusses understanding research as the systematic identification, collection, analysis, and dissemination of information to improve decision making. The research process involves defining the problem, approaching the problem, designing the research, collecting and analyzing data, and reporting findings. Data can come from primary or secondary sources and be qualitative or quantitative in nature. The goal is to assess information needs, provide information, and aid decision making.
The document provides an overview of considerations for organizations investing in market research. It discusses why organizations conduct research, how they use research findings, and factors to consider when selecting a research partner. Key points include:
- Organizations conduct research to guide decision-making, solve business problems, and minimize risks/capitalize on opportunities. The appropriate research budget depends on capital expenditure and risk tolerance.
- Research is used to understand customer needs, design new products/services, identify target markets, examine competitors, determine positioning/communications, and identify media habits.
- When selecting a research partner, organizations should consider the firm's reputation, response quality, references, value/pricing, expertise of assigned team members, and ability
SWOT and PEST(EL) analyses are frameworks for examining internal/external factors that impact projects/businesses. SWOT looks at strengths, weaknesses, opportunities, and threats, both internal and external. PEST(EL) analyzes political, economic, social, technological, environmental, and legal external factors. These tools help organizations identify threats/weaknesses and develop strategies. For the UK creative industries, Brexit may mean additional legal/regulatory barriers like work permits when traveling to the EU, and loss of EU funding. Currently the UK government is investing in rural internet access, youth projects, and combating loneliness.
Secondary data refers to statistics that have already been collected by other agencies for purposes other than the current research. Secondary data can come from internal sources within an organization, such as sales reports, or from external sources like census data, syndicated data services, and individual research reports. Syndicated data services collect consumer purchase data through consumer panels who record their purchases to provide information on brand awareness, advertising recall, and consumer profiles.
The document discusses the promotional strategies of Bharti Airtel, one of the largest telecom companies in India. It provides an overview of the company, including its vision, product lines, competitive strategies, and SWOT analysis. The document also describes Airtel's branding and promotional strategies, such as focusing on human relationships and emotions in advertisements. It analyzes Airtel's achievements and board of directors. Overall, the document examines how Airtel analyzes its competitive environment and implements strategies to distinguish itself in the telecom market.
Business research involves systematically gathering and analyzing data to provide useful insights and facilitate profitable decision-making for organizations. It provides greater knowledge about an industry, market, competition, and other factors. The key benefits of business research include understanding the industry sector, market, competition, economy, and technology. Common areas of business research include market sector research, industry research, competitor analysis, and economic and financial research. Business research enables organizations to make better, more informed decisions that can lead to greater success and profits.
The marketing manager of a FMCG brand is facing declining sales in the Hubli region compared to other regions. He wants to conduct a study to understand the situation. The document discusses the importance of marketing research in identifying problems and opportunities and aiding decision making. It defines business research as the systematic process of gathering, recording, and analyzing data to help make business decisions. The key stages of research are identified as identifying problems/opportunities, diagnosing and assessing them, selecting a course of action, and evaluating the results. Research methods, roles and careers in marketing research are also summarized.
Qualitative research methodologies differ from quantitative in several key ways. Qualitative research aims to understand phenomena through interpretation rather than description or explanation. It utilizes several data collection techniques including interviews, focus groups, observation, and case studies. Sample sizes are typically small and non-probability based. The researcher has a high degree of involvement through methods like participant observation. Analysis focuses on themes rather than counts. The goal is theory building rather than theory testing.
The document discusses research design and its key descriptors. It covers the basic stages of research design including the degree of question crystallization, data collection methods, time dimensions, topical scope, research environment, and purpose of the study. It also examines exploratory studies, descriptive studies, causal studies, and participants' perceptional awareness. The overall research design provides a blueprint or framework to guide the research process and help evaluate relationships between variables.
Setting Research Objectives in Applied Marketing ResearchKelly Page
This document discusses the process of defining a research problem and setting research objectives. It covers recognizing the problem or opportunity, understanding why information is needed and the decision-making environment. It also discusses distinguishing between symptoms and the real problem, translating the management problem into a marketing research problem, determining if information already exists, and setting research questions, objectives and hypotheses. The goal is to develop clear and meaningful research objectives to guide the research process.
The document discusses the importance of conducting comprehensive feasibility studies for new ventures. It outlines three key areas of feasibility studies: technical feasibility, market feasibility, and financial feasibility. Technical feasibility involves product testing and development. Market feasibility requires identifying the target market and demand. Financial feasibility involves determining funding needs, costs, cash flow, and return on investment. Comprehensive feasibility studies across all three areas are necessary to avoid common reasons why new ventures fail such as inadequate market knowledge, ineffective marketing, or undercapitalization.
SBI provided training to Samsung Advanced Institute of Technology (SAIT) to standardize its technology roadmapping processes and formats. SAIT developed over 40 technology roadmaps per year using different processes, with little collaboration between R&D programs. The training taught SBI's proven roadmapping framework to SAIT executives and managers. This would allow SAIT to better align its R&D programs with business needs and improve communication and efficiency.
ILRI Seminar_Presentation by AHall_Our search for effective research and inno...Food_Systems_Innovation
International agricultural research has long searched for effective models to connect research to innovation and impact with mixed success. This has led to a need to invest in understanding innovation practice through learning rather than reliance on universal models. The document argues that establishing a scientific basis to link multi-stakeholder partnership practice with impact requires a framework and evidence on what works. The CGIAR is well positioned to contribute knowledge on how innovation processes work and to develop practices that enable effective contribution to impact.
Business research involves systematically gathering and analyzing data to help make business decisions. It can include areas like financial research, marketing research, and operational research. The goals are to identify opportunities and problems, understand customer needs, and help the business compete effectively. Research can be basic, to expand theoretical knowledge, or applied, to solve practical problems and support decision-making. Common data sources include primary sources like surveys as well as secondary sources like reports.
To introduce strategic design for an entrepreneurial venture
To discuss some of the reasons why entrepreneurs do not carry out strategic planning
To outline entrepreneurial strategy and some benefits of strategic planning
To examine the transition from an entrepreneurial style to a managerial approach
To discuss the five stages of a typical venture life cycle
To identify key management issues occurring during the growth stages
To introduce the steps useful for breaking through the growth wall
To identify the unique managerial concerns with a growth business
To elaborate the concept of entrepreneurial leadership
To outline ways to incorporate sustainability into business strategy
The document discusses various aspects of business research methods. It defines business research as the systematic and objective process of generating information to aid in making business decisions. Some key points include:
- Business research involves acquiring information and knowledge for professional or commercial purposes such as determining opportunities and goals for a business.
- It must be conducted in an objective manner and be detached from bias.
- There are different types of research including descriptive, analytical, applied, fundamental, quantitative, qualitative, conceptual, and empirical.
- The business research process involves formulating the problem, conducting a literature review, developing hypotheses, designing the study, collecting and analyzing data, testing hypotheses, and reporting conclusions.
Depth interviews are used to explore research topics in-depth. They involve one-on-one, open-ended interviews between an interviewer and respondent. The interviewer uses probing questions to elicit detailed information and responses from the respondent by turning their initial answers into follow up questions. This allows respondents to further explain their views in a natural discussion. The goal is for respondents to provide unstructured, qualitative data that provides insights rather than fitting into predetermined categories.
DEFINING THE MARKETING RESEARCH PROBLEM AND DEVELOPING AN APPROACHShashank Kapoor
This document provides an overview of Delphi Research Services Pvt Ltd, a market research and strategic consulting firm based in India. It discusses Delphi's areas of specialization in industrial, business-to-business, social and development research, and specialized consumer research for the services sector. It notes Delphi was established in 1991 and has expertise in research for Indian and international clients. It also briefly outlines Delphi's infrastructure, headquartered in Bangalore with field offices in other major cities, and lists some of its major clients across various industries.
The document discusses the managerial value of business research. It defines research and different types including basic and applied business research. Business research is important as it facilitates identifying issues, gathering relevant information, and analyzing data to help decision-making. Research reduces uncertainty and improves decision-making by providing information to identify problems, diagnose issues, select and implement solutions, and evaluate actions. The quality of decisions depends on the quality of research information.
Global marketing Plan External & Internal Analysis pptMoriba Touray
It should be apparent by now that companies and organizations planning to compete effectively in world markets need a clear and well-focused international marketing plan that is based on a thorough understanding of the markets in which the company is introducing its products. The challenge, then, of international marketing is to ensure that any international strategy has the discipline of thorough research, and an understanding and accurate evaluation of what is required to achieve a competitive advantage.
This document provides an overview of tools and processes for conducting global marketing research and analysis. It discusses PESTEL analysis for examining political, economic, social, technological, legal and environmental factors. It also explains SWOT analysis for identifying internal strengths and weaknesses as well as external opportunities and threats. The document then outlines the global marketing research process and types of research conducted, including on industries, buyers, products, distribution and promotion. It introduces decision support systems and sales forecasting techniques used in international marketing.
TCI 2014 Evaluating the human element in clustersTCI Network
This document discusses evaluating the human element in clusters. It proposes that the human element includes dimensions like engagement, internal collaboration, and external interaction. It suggests measuring these dimensions at the firm and cluster level through surveys and self-assessment tools. Measuring the human element can provide evidence of impacts and the relationship between the human element and economic performance. Next steps include countries collecting data on the human element and discussing results to advance frameworks for evaluating and benchmarking the human element internationally.
Marketing research involves systematically collecting, recording, and analyzing data to solve marketing problems. It has two main components - marketing and research. Marketing refers to creating value for customers, while research refers to a scientific study of a problem. There are three main steps to the marketing research process: 1) defining the problem, 2) designing the research, and 3) collecting and analyzing data. Problem definition involves understanding the client's needs, environment, and objectives. Research design specifies the methodology, including what data is needed and how it will be collected and analyzed. Overall, marketing research links customers and markets to organizations through insights gleaned from a systematic process.
An informative presentation delivered at the SLA Annual conference in 2010. The aim was to provide an introduction to Market Research and Knowledge Management as possible career paths for professional librarians seeking potential career change.
Research Methodology: Introduction and Processamitsethi21985
As per PTU's MBA Syllabus, Unit No. 1: An Introduction To Research: Meaning, Definition, Objectives, And Process; Research Problem: Selection Of Problem, Understanding Problem, Necessity Of Defined Problem; Review Of Literature In Research. Research Design: Meaning, Types – Descriptive, Diagnostic, Exploratory, And Experimental.
Research Methods in Business and Management,Lecture-1The Role of Business Res...MdKabirHossainShouvr
This document provides an overview of business research. It defines business research as the systematic and objective process of generating information to aid in business decision making. This includes problem definition, information collection and analysis, and communicating findings. Business research can be applied to address specific decisions or basic to expand general knowledge. The scientific method involves forming hypotheses and using evidence to objectively reach conclusions. For managers, research helps with strategic planning, problem identification, decision making, and evaluating outcomes. The value of research must exceed its costs for a project to be worthwhile. Key topics include general business, finance, management, and marketing. Technology and globalization are changing how research is conducted.
Portfolio Management for New Product Development: Results of an Industry Practices Study. By Dr. Robert G. Cooper, Dr. Scott J. Edgett and Dr. Elko J. Kleinschmidt
Introduction to business research copyAnjuPrakash7
This document provides an introduction to business research. It discusses that business research is a systematic process of obtaining detailed information about various business areas like the market and customers to help solve business problems and maximize profits. It also explains the importance of business research for understanding customer demand, identifying opportunities and risks, and staying ahead of competition. The document then covers various types of business research, characteristics of good research, steps in problem formulation, data collection and analysis methods, and the importance of ethics in business research.
Citicorp uses exploratory, descriptive, and causal research extensively to understand customers and design new products. When developing a financial package for senior citizens, Citicorp conducted exploratory focus groups and secondary data analysis. Descriptive surveys tested a list of potential features. A successful test marketing involved causal research. This 7-step process involving different research designs helped ensure the package met seniors' needs.
This chapter introduces research methods for business and defines business research as a systematic process of investigating problems to find solutions. It distinguishes between applied research, which solves current problems, and basic research, which generates generalizable knowledge. Applied research examples include investigating why iPod sales declined and how companies conduct social media research. Basic research examples involve university studies to improve business practices. The chapter also explains why managers should understand research and how to interact with internal versus external researchers. Internal researchers have better knowledge of the organization but less objectivity, while external researchers offer fresh perspectives but require more time to understand the organization.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
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The Born Global Strategy
1. The Born Global
Strategy
A Guiding Policy Framework for the Internationalizing Small
Firm
Ricardo Siller Cardenas
MSc in Economics and Business Administration
2. The Beginning
• A relatively few years ago:
• Today:
• This global phenomena leads to examine this idea:
• But how can small businesses internationalize?
3. The Born Global Strategy
• The present Master Thesis focuses on studying the elements
of strategy that predispose a small and medium-sized
company to become international either early on or in later
stages. A strategic guiding policy framework is proposed, and
for that matter, the born global profile is the model by which
this research is based on.
4. SPECIFIC RESEARCH PROBLEM
What, Why and Therefore
THE ARISING QUESTION
What are the key attributes and factors of strategy and
drivers of performance from born global firms, which
under a guiding policy framework contribute to early
internationalization and survival?
Outcome: proposal of what the researcher calls a “Guiding Policy
Framework”
5. Purpose of the Study
• The purpose of this study was to identify attributes, factors
and strategies that supports internationalization and survival
from born global companies, and group those strategies under
a common framework that would serve as a basis for
launching new ventures.
6. Umbrella of Terms (Not in
Thesis)
International
Small Business
Born Globals
Internationalize After 3 years
Micro-
Multinational
Become international by
emergence
International
Small Ventures
Start-up related
Other
Definition
7. Theoretical Background
• Based on the Kernel of Good Strategy by Richard P. Rumelt
• Strategy = design
• As such, is all about fitting various pieces together so they
work logically towards a common purpose. These pieces
(Resources, actions, and the rationale of the situation that has
direct influence on the organization) must be configured in a
way that the dynamics and interrelations within them yields
and advantage in a situation that poses a challenge.
8. Theoretical Background
Set of Coherent Actions
Puts the guiding policy to execution. “Hands on” element of
the overall strategy. Direct response to challenge.
Falls into the specific nature of the company; its business
plan or business model.
Guiding Policy
Framework that deals with the identified challenge.
Set of principles or policies to follow when facing the
challenge; does not indicate either specific goals or actions.
Diagnosis
Describes the overall factors that surrounds the economic
environment of the organization.
Market conditions, industry cycle, technoogical
developments.
9. Theoretical Background
Diagnosis
Guiding
Policy
Set of
Coherent
Actions
• We are interested in researching
these:
• And not in this: why? Because in
order to respond our research
question, we need a broader
descriptive approach (Kirpalani,
1985). The Set of coherent
actions falls into the specific
nature of the business and its
business models and business
plan.
10. Literature review: Approx. 45
sources
Intro
• Definitions
• Characteristics
• Micro-
Multinationals
Strategy
• Role of ICT
• Networks
Performance
• Drivers of
performance
in BG firns
11. Methods
• What was needed: “a research method for making replicable
and valid inferences from data to their context, with the
purpose of providing knowledge, new insights, a
representation of facts and a practical guide to action”
(Krippendorff, 1980). This insight leads to conclude that
qualitative content analysis is the research method that
provides better fit for the purposes of this study.
12. Methods (Continued)
• The nature of this research question and the overall study calls
for a method for analyzing written, verbal and/or visual
communication messages (Cole 1988), and one that allows the
application of this simple process:
• a).- to extract raw information from the born global profile
• b).- to analyze and categorize the extracted information and place
it either on the diagnosis element or the guiding policy element
of the Kernel of Good Strategy, and
• c).- to develop and test the end product, the Guiding Policy
Framework for the Internationalizing Small Firm.
13. Methods (Continued)
• From this research method, inductive and deductive content
analysis are derived as practical approaches. Since the
purpose of this thesis is to generate and test new theory, both
approaches were applied. The next figure explains visually the
outline and rationale of the methodology:
14. Inductive Approach: ToConstructthe
Kernel
Gather Data
•Specific Level of
Focus
Look for Patterns
•Analyze data to
construct theory
Develop Theory
•General Level of
Focus
Theorize / Hypothize
• General Level of
Focus
Analyze Data
• Analyze data to
support hypothesis
Hypotheses supported
or not
• Specific Level of
Focus
Deductive Approach: To Test the Kernel
15. DevelopGroundedTheory:Observationsfrom
documents
Gather Data from
Literature Review /
Documents
• Measurement instrument:
Matrix of Codes
Analyze data to
construct theory
Develop Theory
• Preliminary Kernel of Born
Global Strategy
Theorize /
Hypothize
•Measurement
instrument: interviews
Analyze Data to
support theory
Hypotheses
supported or not
•Guiding Policy
Framework for the ISB
Test Grounded Theory: Conduct Interview for case
study
17. Results: Industry
• Industry: Traditionals and low rates of innovation. Disruption
powered by technological change.
• Born globals DO NOT operate in industries characterized by
rapid growth; rather, these companies are servicing traditional
or off-line industries with the support of technologies
• At the same time, these technologies facilitate the
development of international entrepreneurial orientations in
the firms.
• Beyond operating in “tech” industry per se, BG’s are applying
technological capabilities in order to transform social aspects
of the internet and redesign existing business processes,
which at the same time, has the consequence of evolving into
new business models.
18. Results: Industry (Continued)
• It was not clear if internationalized industries provided the
main motivators for these companies to go global. Rather, it
seemed that technological capabilities and the size of the local
market were the main drivers of internationalization of the
born globals, independently of the levels of maturity of an
industry.
• Actually, it seemed that the older an industry, the more
opportunities for disruption, as in the case of Drivr.
• The level of competition in target markets did not prove to be
a main motivator for going international. Rather, the size of
local markets that is not sufficient for firm’s products or
services proved to be a better incentive for
internationalization.
19. Results: Industry (Continued)
• These born globals operate in either:
• a).- traditional off-line industries comprised by several activities
that are ripe for technological disruption, or
• b).- traditional off-line industries with low rates of innovation and
industry change.
20. Results: Markets
• The assumption that for some companies, the local market for
their offerings is non-existent was not proved in this study,
since for the two cases studied, there were some levels of
activity in the local market.
• For Conferize, it is the possibility to command a ratio of 50% of
their total sales; for Drivr, it was the possibility to forge
partnerships with local taxis.
• Contrary to what research indicates, product orientation and
its relation with business development was more important
than market orientation.
21. Results: Markets (Continued)
• It was not easy to determine whether the changing nature of
international markets would have direct influence on born
global strategy; rather, it was technological capabilities and
the prospects of disrupting old industries the factors that
provided competitive advantage.
• The intense focus on product development and supply side
catering made difficult to determine the levels of knowledge
of these born globals on their respective markets, making it
not conclusive to determine whether global niche markets
might has brought opportunities or the levels of market
growth.
22. Results: Markets (Continued)
• It was possible to detect the initial intention to be born global
by design.
• But not because the stagnation of the local market; rather,
because according to these companies, there was not any
sense on operating exclusively local if their technological
capabilities and disruption potential in traditional industries
would provide better chances to internationalization and cater
a bigger market share.
• Additionally, the patterns of internationalization proved to be
more regional than truly global.
23. Results: Managerial
• Preliminary inductive study indicated the characteristics of the
typical born global founder or key individual:
• A self-starter with a background in technology or research
• Who hire young and educated people with little business
experience to manage the company.
• He is also an individual with substantial international experience
and language abilities.
• The conclusive arguments regarding these characteristics prove
that all these insights are equally valid.
• Yet, in other research, international experience seemed to be not
significant.
24. Results: Managerial
• Characteristics of the founders were clear; people with
technological or research background, with a precedent in
entrepreneurship.
• And not surprisingly, internationalization from the beginning
was always in the back of the mind of the entrepreneurs.
25. Results: Networking
• Networking had a substantial weight on born global
development; even as important as depending on the whole
business model on it, as proved by Drivr, since the resources
from foreign partners would provide a competitive advantage.
• Conferize also proved this assumption to be of critical
importance when the findings indicated that the purpose of
their partnerships were for incremental and scalability
objectives.
26. Results: Product Model
Strategy
• Surprisingly, a new pattern emerged. Product Model Strategy
was not a code that was considered in the axial design.
• This was inductively constructed and equally considered under
the principle of chain of evidence, and it seemed to have a
substantial weight in the internationalization process.
• Basically, the Product Model Strategy describes the policies
that these born globals employ in their international pursuits;
namely, basing their uniqueness (and hence, competitive
advantage) in business model innovation, developing
proprietary technology, and surprisingly, instead of orientating
toward market learning, these born globals are entirely
focused on the supply side and product development.
• The rationale is that there is no use in focusing in a market
where you are still in early stages of product development.
27. Born Global Diagnosis:
State of the Industry, New Market Conditions,
Technological Disruption
International
Management
Policy
International
Entrepreneurial
Orientations
Policy
Knowledge and
Learning
Orientations
Policy
Technological
Capabilities
Policy
Networking
Policy
Product Model
Policy
28. Born Global Diagnosis:
State of the Industry, New Market Conditions,
Technological Disruption
International
Management
Policy
International
Entrepreneurial
Orientations
Policy
Knowledge and
Learning
Orientations
Policy
Technological
Capabilities
Policy
Networking
Policy
Product Model
Policy
29. Born Global Diagnosis:
State of the Industry, New Market Conditions,
Technological Disruption
International
Management
Policy
International
Entrepreneurial
Orientations
Policy
Knowledge and
Learning
Orientations
Policy
Technological
Capabilities
Policy
Networking
Policy
Product Model
Policy
30. Born Global Diagnosis:
State of the Industry, New Market Conditions,
Technological Disruption
International
Management
Policy
International
Entrepreneurial
Orientations
Policy
Knowledge and
Learning
Orientations
Policy
Technological
Capabilities
Policy
Networking
Policy
Product Model
Policy
31. Born Global Diagnosis:
State of the Industry, New Market Conditions,
Technological Disruption
International
Management
Policy
International
Entrepreneurial
Orientations
Policy
Knowledge and
Learning
Orientations
Policy
Technological
Capabilities
Policy
Networking
Policy
Product Model
Policy
32. Born Global Diagnosis:
State of the Industry, New Market Conditions,
Technological Disruption
International
Management
Policy
International
Entrepreneurial
Orientations
Policy
Knowledge and
Learning
Orientations
Policy
Technological
Capabilities
Policy
Networking
Policy
Product Model
Policy
33. Born Global Diagnosis:
State of the Industry, New Market Conditions,
Technological Disruption
International
Management
Policy
International
Entrepreneurial
Orientations
Policy
Knowledge and
Learning
Orientations
Policy
Technological
Capabilities
Policy
Networking
Policy
Product Model
Policy
34. Born Global Diagnosis:
State of the Industry, New Market Conditions,
Technological Disruption
International
Management
Policy
International
Entrepreneurial
Orientations
Policy
Knowledge and
Learning
Orientations
Policy
Technological
Capabilities
Policy
Networking
Policy
Product Model
Policy
35. Limitations of the study:
• “If I had to do this study again, in what way would it differ?
Would another approach affect outcomes, and if so, how?”
36. What I did wrong
1. Rushed results analysis and discussion
2. Unproper use of deductive methods
3. Performance not well addressed
4. Limitations that did not let a quantitative component
5. Confirmation Bias