The mediating effect of competitive strategy on the relationship between market development, product development and performance of manufacturing based SMEs in Nigeria

Alkasim, Sidi Bello; Hilman, Haim; Bohari, Abdul Manaf

doi:10.24052/jbrmr/v12is02/tmeocsotrbmdpdapombsin

Cited by 7 publications

(5 citation statements)

References 17 publications

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“…(1) Time in Market: the subjective estimation of time since any fast-food firm was operational in the Kuwait market, the operational life’s effect on marketing strategies and firm performance, mainly market share (2) customer-driven market penetration strategies, (3) culturally-sensitive customer relationship management strategies, and (4) the market share of any fast-food company. The market penetration strategies scale was adapted from studies by Rehab et al [ 48 ] and AlKasim et al [ 74 ]. It was operationalized through items relating to the product, price, and promotional customizations for the target market compared to the competition.…”

Section: Methodology and Datamentioning

confidence: 99%

Can entrepreneurial marketing compensate for late market entry? A moderated mediation analysis

Arshi

Pleshko

Begum

et al. 2023

Heliyon

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Section: Methodology and Datamentioning

confidence: 99%

Can entrepreneurial marketing compensate for late market entry? A moderated mediation analysis

Arshi

Pleshko

Begum

et al. 2023

Heliyon

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“…It also could strengthen the advantage and reduce risk. However, implementing it by gaining a competitive advantage in existing markets necessitated fewer resources to develop new products or transfer the success of existing products (market development) (Alkasim et al, 2017;Kukartsev et al, 2019). Market strategic orientation tended to maximize the approach to product development based on consumer demand (Kim, Im, & Slater, 2013).…”

Section: Prospector By Market Penetration or Market Developmentmentioning

confidence: 99%

Strategic Orientations to Strengthen Policymaking: Study of Small-Scale Cassava-Based Agroindustry in Central Java, Indonesia

Kusnandar

Setyowati

Rahayu

2023

J AGRIB RURAL DEV RES

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The cassava agroindustry is an essential part of the food sub-sector, and as it provides economic benefits for business actors from upstream to downstream. The development of the industry has been focused on aspects of cultivation, whereas the aspects of processing, marketing, management, and business innovation also need support. This study aims to formulate strategic orientations of SMEs in developing cassava-based agroindustry. This exploratory study was conducted on SMEs in the agroindustry with products made from cassava. A total of 115 SMEs in Central Java Province were taken as samples using stratified random sampling. Factor analysis was performed with the Principle Component Analysis (PCA). The strategic orientations covered product focus and short-term orientation to survive; market knowledge and flexibility; long-term orientation for market penetration or development; product development innovation to create differentiation; and reactive strategy orientation for stability. These five aspects should be considered to win the competition, build a competitive advantage, and face changes in the business environment. However, implementing them required the commitment of cassava-based SMEs, government support, and the development of collaboration with larger industries. Thus, the strategic orientations could be applied as a regional policy to improve the business performance in the cassava agroindustry in Central Java.

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“…However, product development is further complicated by external factors, including the market, legislation, and societal influences on the organization's product development process (Blessing, 2003). Product development is essential for boosting SMEs' performance and competitive advantage in the food and beverage sector (Alkasim et al, 2018). Developing new products not only improves organizational performance, but, also attracts customers (Garga & Bambale, 2016).…”

Section: Literature Review Conceptual Review Product Development Stra...mentioning

confidence: 99%

“…Ngulumi (2013) looked at how bank innovations affected financial results. According to Alkasim et al (2018), product creation has a favorable effect on SMEs' performance and increases their competitive advantage. Marketing innovation, product innovation, competitive advantage, and market orientation are all elements that affect marketing success, according to Efrata et al (2019).…”

Section: Source: Author's Computation (2022)mentioning

confidence: 99%

“…The population of the research, which used a survey design, was made up of 12,495 regular workers of six chosen F&B businesses in Lagos State, Nigeria(Berger et al, 2017). Using the researcher advisor sampling table, 491 people from the population were chosen as the sample size(Alkasim et al, 2018). A credible and trustworthy survey with a Cronbach alpha value better than 0.7 was used to obtain the data(Kering, 2015).…”

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confidence: 99%

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Product Development Strategy and Competitive Advantage of Selected Food and Beverage Firms in Lagos State, Nigeria

Okegbemiro,

Onu,

Akinlabi

et al. 2023

CTSMSR

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Organizations nowadays work in a dynamic and intensely competitive environment, and to stay ahead of the competition's trends, key market players are using a variety of strategic alternatives to drive development and gain an advantage over competitors. Depending on the strategies they employ to compete, food and beverage (F&B) businesses may succeed. Due to the non-adoption of product development strategy, many have had difficulties in securing a favorable competitive advantage. Therefore, the purpose of this research was to investigate how product development affected the comparative advantage of a few Nigerian food and beverage companies in Lagos State. 12,495 regular workers of six chosen F&B businesses in Lagos State, Nigeria, were the population of the research, which used a survey design. 491 people were chosen as the sample size using the researcher advisor sampling table. A credible and trustworthy survey with a Cronbach alpha value higher than 0.7 was also used to gather data at the same time. Descriptive and inferential methods were used to analyze the data. Utilizing the Statistical Package for Science Solutions (SPSS) version 24 for linear regression analysis, it was possible to ascertain the effects of the variables. According to the study's results, product development substantially impacted competitive advantage (β = 0.957, t = 55.078, R2 = 0.874, p-value 0.05). According to the study's findings, competitive advantage was impacted by the product development approach. The research made a strong case for food and beverage (F&B) companies to prioritize their efforts in product innovation. The development of items that would provide Food and Beverage (F&B) companies a competitive advantage over their competitors in the market requires careful consideration of the appropriate product specifications. Keywords: Competitive advantage, Diversification, Foods and beverages, Growth strategy, Marketing efficiency, Product development.

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The mediating effect of competitive strategy on the relationship between market development, product development and performance of manufacturing based SMEs in Nigeria

Abstract: The

Cited by 7 publications

References 17 publications

Can entrepreneurial marketing compensate for late market entry? A moderated mediation analysis

Can entrepreneurial marketing compensate for late market entry? A moderated mediation analysis

Strategic Orientations to Strengthen Policymaking: Study of Small-Scale Cassava-Based Agroindustry in Central Java, Indonesia

Product Development Strategy and Competitive Advantage of Selected Food and Beverage Firms in Lagos State, Nigeria

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