Responding to Changes in Environmental Turbulence - A Strategy to Driving Business Growth in Facing Economic Downturns

Arifiani, Librita; Prabowo, Harjanto; Furinto, Asnan; Kosasih, Wibowo

doi:10.5772/intechopen.95054

Cited by 3 publications

(2 citation statements)

References 49 publications

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“…Market turbulence is erratic and severely impacts business in the industry. It is difficult for salespeople to gauge customer behavior, especially in a volatile environment, and sometimes modify their selling approach (Arifiani et al , 2021). Decision-making becomes difficult in such turbulent times.…”

Section: Methodsmentioning

confidence: 99%

Exploring new-product selling challenges in the FMCG sector: a qualitative method approach

Sharma

Sagar

2023

QMR

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Purpose The study aims to identify salespeople’s challenges while selling newly launched products in the fast-moving consumer goods (FMCG) sector by examining the holistic environment in which they perform their selling tasks. Furthermore, it develops a hierarchical model mapping the interrelationships between identified challenges to explore their dependence and driving power through qualitative research techniques. Design/methodology/approach The current study is exploratory and inductive in its research design. It used focus-group discussion (FGD), semistructured interviews and thematic content analysis (TCA) to identify new-product selling challenges in the FMCG sector. The identified factors were then worked into a hierarchical model using total interpretive structural modeling (TISM) to analyze their relationship. The factors were further classified into clusters based on their driving and dependence power, with the help of the Matrice d’Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) technique Findings The TISM and MICMAC results identified salespeople’s most critical new-product selling challenges in the FMCG sector: product innovation, product differentiation, customer perception and market turbulence. An enhanced organizational focus on these factors will ensure that salespeople get adequate input to tackle the challenges they face while selling newly launched FMCG products. Research limitations/implications The study was confined to identifying challenges in the FMCG sector alone but offered scope for application in other sectors. Practical implications This study will help organizations to identify and close gaps in the new-product selling process, thereby improving the performance of salespeople and contributing to a new product’s success. The study findings have a bearing on various stages of product development, management and life cycle. They also highlight the need for greater synergy between an organization’s sales force and other departments. Originality/value To the best of the authors’ knowledge, this research is unique in identifying new-product selling challenges in the FMCG sector. It also delineates the complex Web of interrelationships between them and classifies the identified factors based on their driving and dependence on power. The research results can help in organizational decision-making and sales practices, empowering salespeople in their new-product selling tasks.

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Section: Methodsmentioning

confidence: 99%

Exploring new-product selling challenges in the FMCG sector: a qualitative method approach

Sharma

Sagar

2023

QMR

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“…However, the competition faced by high-tech industries has become cutthroat. The major reason for this is environmental turbulence (Arifiani et al, 2020). The term "environmental turbulence" refers to uncertainty and predictability due to the constant changes in consumers' demands and technologies, making the environment dynamic and volatile (Calantone et al, 2003).…”

Section: Introductionmentioning

confidence: 99%

Effect of Environmental Turbulence on New Product Development: A Case of Serial Mediation of Strategic Flexibility and Bricolage in High-Tech Industries of Chengdu, China

Kuankuan¹,

Zhang²

2022

Preprint

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Few studies have examined the role of mediating mechanisms played by bricolage in the relationship between strategic flexibility and new product development, even though most of the studies view strategic flexibility as a capability to cope with environmental turbulence and promote product innovation. The bricolage approach embraces the resource-based understanding of the product development process as a concrete process of recombining resources in the process and exploring the mechanisms behind the bricolage approach. This study is the first of the kind that has examined the empirical effect of environmental turbulence on new product development through serial mediation of strategic flexibility and bricolage. Based on our results, environmental turbulence positively and significantly affects new product development through the serial mediation of strategic flexibility and bricolage. Bricolage is one of the mechanisms by which strategic flexibility may play a part in supporting product innovation. Our contribution to strategic flexibility research comes from examining the effect of strategic flexibility on bricolage and new product development from the point that environmental turbulence compels the high-tech industries to remain strategically flexible for their sustainability and growth. Besides providing new evidence on the relationship between environmental turbulence and product innovation, this research also provides new insight into the economic opportunity of new product development in transition economies such as China.

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What drives strategic agility? Evidence from a fuzzy-set qualitative comparative analysis (FsQCA)

2022

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Strategic agility is a topic that has not reached maturity and is of increasing interest for companies and academics alike. Yet few studies assess what drives strategic agility in organisations. This paper aims to review how companies are currently obtaining strategic agility and to identify the individual factors and configurations that lead to it. The study draws on a survey carried out with 40 Spanish companies in the services sector. The study then uses Qualitative Comparative Analysis (QCA) to identify the different configurations of factors that lead to strategic agility. Finally, we complement QCA analysis by performing a case study for each of the configurations that lead to strategic agility. The study reveals that there is no necessary condition to reach strategic agility and that companies reach it in five main ways, depending on different combinations of six factors: firm size, firm age, whether the firm is international, whether it competes in a turbulent environment, and whether the firm invests in i) capabilities and technologies, and ii) additional revenue models or cost-cutting mechanisms or not.

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Responding to Changes in Environmental Turbulence - A Strategy to Driving Business Growth in Facing Economic Downturns

Cited by 3 publications

References 49 publications

Exploring new-product selling challenges in the FMCG sector: a qualitative method approach

Exploring new-product selling challenges in the FMCG sector: a qualitative method approach

Effect of Environmental Turbulence on New Product Development: A Case of Serial Mediation of Strategic Flexibility and Bricolage in High-Tech Industries of Chengdu, China

What drives strategic agility? Evidence from a fuzzy-set qualitative comparative analysis (FsQCA)

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