scholarly journals Do Firms Share their Success with Workers? The Response of Wages to Product Market Conditions

2000 ◽  
Vol 2000 (17) ◽  
pp. 1-27 ◽  
Author(s):  
Marcello M. Estevao ◽  
◽  
Stacey Tevlin
Keyword(s):  
Product Market ◽  
Market Conditions

Cyclical Market Power

2002 ◽  
Vol 36 (1) ◽  
pp. 103-145
Author(s):  
Amitai Aviram
Keyword(s):  
Market Power ◽  
Market Share ◽  
Product Market ◽  
Common Method ◽  
Market Definition ◽  
Barriers To Entry ◽  
Relevant Market ◽  
Market Conditions ◽  
Definition Of

Market power is not ubiquitous; it is limited to certain products, in certain areas, and to certain times. Understanding the limits of the market power possessed by a firm in a given case is essential to the correct assessment of the firm's behavior and its antitrust implications.The most common method used to identify the scope as well as the strength of a firm's market power is through the definition of relevant markets, calculation of market share and identification of relevant market conditions (e.g., barriers to entry). Correct assessment of suspected market power should relate to all the limits on that power. For that reason, when exploring the possibility that a certain firm possesses market power, a product market definition is of limited use without the support of the relevant geographic market definition.This is also true of temporal restraints on market power. Some firms may be expected to possess market power (within certain product and geographical bounds) continuously, until a substantial and unexpected change in the industry diminishes their market power or changes its boundaries.

Based on the Method of Fuzzy Clustering Analysis of the Smartphone Product Market

2012 ◽  
Vol 459 ◽  
pp. 238-241
Author(s):  
Chao Xin Zheng ◽  
Zhi Chao Ma ◽  
Zheng Gao
Keyword(s):  
Fuzzy Clustering ◽  
Clustering Analysis ◽  
Product Market ◽  
Competitive Market ◽  
Analysis Method ◽  
Market Conditions ◽  
Basic Principles ◽  
Fuzzy Clustering Analysis ◽  
The Competitiveness Of Enterprises

With an increasingly competitive market and the homogenization of products, the cultivation and building of the competitiveness of enterprises depends largely on the obtaining information in the business marketing, in order to respond to changes of the environment of market.Firstly, this paper describes the basic principles of fuzzy clustering analysis.Secondly, it describes the general steps and related concepts. At last, it classifies five smartphone brands effectively through the use of fuzzy clustering analysis method to combine quantitative and qualitative market for smartphones. By the results, we obtain more realistic market conditions

Coordinating Multi-Channel Pricing of Seasonal Goods

2012 ◽  
Vol 8 (4) ◽  
pp. 34-56 ◽  
Author(s):  
Preetam Basu
Keyword(s):  
Information Technology ◽  
Relative Efficiency ◽  
Online Shopping ◽  
Product Market ◽  
Critical Issue ◽  
Market Conditions ◽  
Channel Preference ◽  
Brick And Mortar ◽  
Online Channel ◽  
Seasonal Goods

Advancement in information technology has opened new avenues for traditional retailers to expand their operations. Pricing, which has been a critical issue, is more important than ever before as traditional retailers pursue multi-channel sales. In this paper the author studies the pricing problem of a retailer selling a seasonal product simultaneously in a ‘brick and mortar’ store as well as online. Optimal prices are derived and different product-market conditions are determined under which different combinations of channel adoptions are profitable for the retailer. Impact of various factors such as consumers channel preference, seasonality of the product and additional off-line holding and displaying costs on the optimal prices and profits are examined to provide critical managerial insights. Their results indicate that more “seasonal” a product more is the relative efficiency of the online channel. The author also finds that even if the market strongly favors the ‘bricks and mortar’ store, the profits for the retailer are boosted if the online shopping preference for the customer population are positively influenced. The author’s analysis also demonstrates that inter-channel and inter-temporal discounts increase as the seasonality of the product increases.

Forecasting new product revenues

1969 ◽  
Vol 8 (4) ◽  
Author(s):  
Lisa McIntyre
Keyword(s):  
Life Experiences ◽  
Real Life ◽  
Product Market ◽  
New Product ◽  
Market Conditions

This paper discusses real-life experiences in developing revenue forecasts for biopharmaceutical clients. The importance of forecasts based on emerging information about the product, market conditions and the competitive landscape is emphasised.

scholarly journals Do Firms Share their Success with Workers? The Response of Wages to Product Market Conditions

Economica ◽  
2003 ◽  
Vol 70 (280) ◽  
pp. 597-617 ◽  
Author(s):  
Marcello Estevão ◽  
Stacey Tevlin
Keyword(s):  
Product Market ◽  
Market Conditions

The effects of opportunity motivation and environmental contingencies on market growth strategies of African early-stage entrepreneurs

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tianjiao Qiu
Keyword(s):  
Hierarchical Linear Modeling ◽  
Multilevel Models ◽  
Early Stage ◽  
Product Market ◽  
Institutional Environments ◽  
Growth Strategies ◽  
Linear Modeling ◽  
Market Conditions ◽  
Content Type ◽  
Market Growth

PurposeThe purpose of this paper is to examine how early-stage entrepreneurs' opportunity motivation impacts their choice of market growth strategies as well as the contingent roles of institutional environments and product market conditions in Africa.Design/methodology/approachThe study employs hierarchical linear modeling to test multilevel models with nested data empirically.FindingsThe findings show that African early-stage entrepreneurs who are opportunity-driven and from countries with strong institutional environments have a higher tendency to adopt market exploration strategies. African early-stage entrepreneurs from countries with strong product market conditions have a higher tendency to adopt market penetration strategies. Further interaction tests show that both contingency conditions, namely institutional environments and product market conditions, moderate the effects of opportunity motivation on market growth strategies of African early-stage entrepreneurs.Practical implicationsThe study shows that policymakers in Africa need to develop flexible, supportive market-related policies based on entrepreneurs' growth paths, institutional environments and product market conditions.Originality/valueThe study is the first to explore multilevel influences on early-stage entrepreneurs' market growth strategies in Africa. It sheds new insights on the entrepreneurial marketing process of early-stage entrepreneurs in Africa.

Management Control, Expectations, Common Knowledge, and Culture

2002 ◽  
Vol 14 (1) ◽  
pp. 173-187 ◽  
Author(s):  
Shyam Sunder
Keyword(s):  
Strategic Management ◽  
Common Knowledge ◽  
Product Market ◽  
Management Control ◽  
Market Conditions

Control in organizations can be defined as expectational equilibrium, or correspondence between how the members of an organization behave and how others expect them to behave. Using a contract model of organizations as the base, we use human expectations, common knowledge, and culture to propose a theory of control. Changes in factor and product market conditions tend to disrupt control in organizations. Strategic management consists of continual monitoring and anticipation of market conditions, and redesign, negotiation, and implementation of contracts to restore and maintain the expectational equilibrium.

CEOs and the Product Market: When Are Powerful CEOs Beneficial?

2018 ◽  
Vol 54 (6) ◽  
pp. 2295-2326 ◽  
Author(s):  
Minwen Li ◽  
Yao Lu ◽  
Gordon M. Phillips
Keyword(s):  
Chief Executive Officer ◽  
New Products ◽  
Market Value ◽  
Chief Executive ◽  
Product Market ◽  
Sales Growth ◽  
Ceo Power ◽  
High Demand ◽  
Market Conditions ◽  
Benefits And Costs

We examine whether industry product market conditions are important in assessing the benefits and costs of chief executive officer (CEO) power. We find that firms are more likely to have powerful CEOs in high demand product markets where firms are facing entry threats. In these markets, investors react favorably to announcements granting more power to CEOs, and CEO power is associated with higher market value, sales growth, investment, advertising, and the introduction of more new products. Our results remain significant when addressing the endogeneity of CEO power by instrumenting CEO power with past non-CEO executive and director sudden deaths.

Customer Satisfaction and Implied Cost of Equity: Moderating Effects of Product Market Conditions and Chief Marketing Officer

2021 ◽  
pp. 183933492199395
Author(s):  
Youngdeok Lim ◽  
Jenny (Jiyeon) Lee ◽  
Hyungtae Kim
Keyword(s):  
Customer Satisfaction ◽  
Market Competition ◽  
Product Market ◽  
Cost Of Equity ◽  
Moderating Effects ◽  
Equity Financing ◽  
Market Conditions ◽  
Chief Marketing Officer ◽  
Financing Costs ◽  
Implied Cost Of Equity

A handful of prior marketing studies have examined the impact of customer satisfaction (CS) on the cost of equity (COE). These studies have estimated the COE using the ex post proxy (e.g., stock market beta) that may be susceptible to market fluctuations. Going beyond the conventional COE approach, we thus reestimate the effect of CS on COE, measured by the more robust ex ante expected returns (implied cost of equity [ICE]). Furthermore, we examine whether this relationship is subject to both external (product market conditions) and internal (chief marketing officer [CMO] presence) factors. Using 753 firm-year observations in the period 2000–2014, we find that firms with high satisfaction ratings have lower equity financing costs. The significant moderating effects of product market conditions and the presence of a CMO in firms are also observed. The negative relationship becomes weaker under conditions of greater product market competition and demand uncertainty, but stronger when a firm has a CMO in its senior management. Our findings provide useful insights for managers who need to justify and refine their marketing strategies in respect of CS to acquire a firm’s required level of equity financing costs. In addition, we highlight the importance of CMOs as significant contributors to the COE reduction. The results are also useful for investors when valuing a firm through the COE.

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