scholarly journals Venture Planning

2020 ◽  
Vol 09 (02) ◽  
pp. 7-10
Author(s):  
Venice Mairya David ◽  
Keyword(s):  
Rapid Growth ◽  
Emerging Market ◽  
Business Management ◽  
New Product ◽  
Dynamic Environments ◽  
Technology Change ◽  
Venture Management ◽  
Management Discipline ◽  
New Business

Venture management is a business management discipline that focuses on being both innovative and challenging in the realm of introducing what could be a completely new product or entering a promising newly emerging market. The discipline is focused on the skills, practices and technology required to manage the rapid growth of new business in highly dynamic environments. These environments are often characterized by rapid technology change.

Enerzi Microwave Systems: Growth Strategies in Emerging Market

2021 ◽  
pp. 097282012110328
Author(s):  
Deepak Verma ◽  
Prem Prakash Dewani
Keyword(s):  
New Product Development ◽  
Rapid Growth ◽  
Emerging Market ◽  
New Product ◽  
Growth Strategies ◽  
Market Segments ◽  
Heating Systems ◽  
Challenging Situation ◽  
A Company ◽  
Current Segment

In April 2018, Enerzi Microwave Systems Pvt. Ltd. (EMSPL), a company established by Dr Prakash, was selected as one of the best companies in the medium, small and micro enterprise category. Dr Prakash was very proud of his company’s achievements, but at the same time, he was anxious about its growth in the future. EMSPL, which started in a 200-sq ft space in Bengaluru, is now one of the leading industrial microwave heating systems suppliers. However, Dr Prakash is now facing a challenging situation—to find a path that can provide rapid growth to the company. There are multiple questions in front of Dr Prakash. Should EMSPL expand into different market segments or remain focussed on the current segment? Should EMSPL invest in new product development? His team has suggested four options that can help Dr Prakash make a decision. Dr Prakash needs to find the best possible option, which can provide rapid growth to the company.

scholarly journals STARTUP AS A NEW CONTENT IN ENTREPRENEURSHIP

2020 ◽  
pp. 26-32
Author(s):  
I. Mazur
Keyword(s):  
Global Economy ◽  
New Product ◽  
Entrepreneurial Activity ◽  
Short Term ◽  
New Business ◽  
History Of ◽  
Characteristic Features ◽  
Business Entities ◽  
Theoretical Foundations ◽  
Modern Technologies

The article studies theoretical foundations for the essence of entrepreneurship and entrepreneur; specifics in defining the concept of “entrepreneur” by representatives of economic schools; four stages of formation of the theories of entrepreneurship, where the characteristic features of the entrepreneur that changed under the influence of socio-economic development (external environment) are analyzed. Based on the economic characteristics of changes in the development of macro and micro levels, the emergence of new types of entrepreneurial activity – startups – is justified; a startup is defined as a fast-growing entity of small innovative entrepreneurship with a short-term history of operations, which operates in conditions of uncertainty and aims to create a fundamentally new product to meet the specific needs of consumers. The logic of forming of the concept of entrepreneur-startupper in the structural scheme is substantiated; the characteristic of a startuper as a peculiar combination of transformed traits of an entrepreneur in accordance to the stages of development of the theory of entrepreneurship is given; the characteristic features of the startupper are revealed; the peculiarities of the functioning of startups in Ukraine are analyzed. The characteristic of the special features of the startup entrepreneur is offered; further study of theories of entrepreneurship in accordance to the trends of the global economy under uncertainty, as well as the study of the features of development and functioning of new business entities – startups as a solution for unmet consumer needs and how to use modern technologies to create a new product, are justified.

scholarly journals Managing New Product Definition in Highly Dynamic Environments

1998 ◽  
Vol 44 (11-part-2) ◽  
pp. S50-S64 ◽  
Author(s):  
Shantanu Bhattacharya ◽  
V. Krishnan ◽  
Vijay Mahajan
Keyword(s):  
New Product ◽  
Dynamic Environments ◽  
Product Definition

Consequences of Disruptive Technology

2013 ◽  
pp. 805-824
Author(s):  
Güera Massyn Romo
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Business Management ◽  
Future Research ◽  
Disruptive Technology ◽  
Communication Services ◽  
Parallel Structures ◽  
New Business ◽  
Organisational Process ◽  
Organisation Structure

There is an industry tendency to create new roles to compensate for the unavailability of adequately skilled staff. This contributes to establishing new business management practices in allocating and managing operational responsibility. An example of a permanent parallel organisation structure, namely Revenue Assurance (RA) in the Communications Services Provider (CSP) industry is described in context of the CSP industry challenges to ensure complete and accurate billing of communication services. This discussion is positioned with reference to organisational learning (OL) theory and objectives. This chapter argues that parallel structures be utilised as learning structures rather than operational compensating structures as is the case with the RA implementation in practice today. Future research must focus on competency destruction as a conscious organisational process in association with a renewed focus on targeted recruitment, adequate personnel performance management, and a continued reliance on existing business management practices such as project management and risk management.

Innovation in Product Design

2017 ◽  
pp. 189-209
Author(s):  
Ravi Ramakrishnan ◽  
Loveleen Gaur
Keyword(s):  
Survey Data ◽  
New Product Development ◽  
Early Stage ◽  
Hard Core ◽  
New Product ◽  
Strategic Development ◽  
Customer Information ◽  
New Business ◽  
Human Perceptions ◽  
3D Printers

The IoT and 3D printing can become a potent combination when it comes to launching new business initiatives driven by hard-core data and analytics and not really based on human perceptions or limited survey data. Previous empirical research has shown that drivers of new product performance are a mix of strategic, development process, organizational, and market environmental factors. This chapter attempts (1) to understand how introduction of IoT sensors embedded in customer appliances or wearable's sending real time customer information coupled with rapid prototyping using remotely located 3D printers can help address design considerations for new products, and (2) to provide an overview of how using IoT data and 3D printers for new product development and prototyping as an early stage activity can be done without using human imagination of restricted market survey data.

BSC-Based Framework for E-Business Strategy

2011 ◽  
pp. 536-547
Author(s):  
Fen Wang ◽  
Guisseppi Forgionne
Keyword(s):  
Business Strategy ◽  
Business Models ◽  
Business Management ◽  
Management Control ◽  
Strategy Development ◽  
Business Climate ◽  
Business Decisions ◽  
The Balanced Scorecard ◽  
New Business ◽  
And Performance

E-business is far more about strategy than technology (Raisinghani & Schkade, 2001). An effective e-business strategy is concerned with e-business multidimensional characteristics associated with different levels, parties, elements, and growth pattern features (Bakry & Bakry, 2001). In the process, the strategy must incorporate the effects of the instant and global Internet communication mechanism on the company’s business management architecture. The global reach and interconnectivity of the Internet have spawned new models of e-business strategy and radically transformed existing ones (Pant & Ravichandran, 2001). Indeed, what distinguishes many of the dot-coms is not their new technical power, but the radical new business models (Hamel, 2000). Aided by such innovative e-business models, managers will be able to identify the major decision factors involved in their business strategies and generate strategies that would improve their overall performance and profitability. In the current context, four essential perspectives are identified to be associated with an e-business strategy: financial, customer, internal processes, and learning and growth. These four perspectives were first introduced in early 1990s as the balanced scorecard concept (BSC) (Kaplan & Norton, 1992). Because the BSC methodology explicitly focuses on links among business decisions and outcomes, it is intended to guide strategy development, implementation, and provide reliable feedback for management control and performance evaluation. This BSC rationale is thereby appealing to managers who face new challenges in the current turbulent e-business climate. The real challenge is to determine how the BSC can be successfully applied in the context of e-business’s constantly changing environment of interdependencies (Hasan & Tibbits, 2000). E-business introduces new business objectives and strategies and the old measures of success may no longer apply. It is anticipated that the departure from the original BSC for a strategic e-business management framework would be more radical than the existing BSC adaptations (e.g., Martinson’s balanced IS scorecard; Martinsons, Davison, & Tse, 1999).

Who are these emerging markets anyway? A taxonomic approach integrating institutional and culturalist perspectives

2020 ◽  
Vol 20 (3) ◽  
pp. 271-300
Author(s):  
Alexander A Assouad ◽  
K Praveen Parboteeah ◽  
Rebecca Guidice
Keyword(s):  
Emerging Markets ◽  
International Business ◽  
International Organizations ◽  
Emerging Market ◽  
Business Management ◽  
International Management ◽  
Business Research ◽  
International Business Research ◽  
Taxonomic Approach ◽  
Political Economic

To date there has been little to no widespread, universally accepted and theoretically driven examination of what an emerging market is and how best to capture its principle characteristics. Major international organizations, institutions, and scholars, all classify these countries utilizing a multitude of different perspectives. Applying institutional theory as a framework yet bowing to the unique pervasiveness of culture research, this study develops a more nuanced reclassification of emerging markets. Utilizing cluster analysis and dendogram interpretation, the application of this multidimensional and multidisciplinary framework results in eight categories of emerging markets and shows how social, political, economic, and spatial can contribute to the emergent status of a country. This study also serves as a vehicle to show how both the institutional and culturalists perspectives on international business management and strategy can be combined. These theoretically grounded findings from the study provide new boundary conditions for national contexts to be applied in future international business research and further inform international management and strategy stakeholders of a means to reduce the clouds of uncertainty surrounding these countries.

Book Review: New Product Venture Management

1975 ◽  
Vol 39 (2) ◽  
pp. 116-116
Author(s):  
Elmer Lotshaw
Keyword(s):  
New Product ◽  
Venture Management
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