Disruptive Innovation-Based Model of Sustainable Competitiveness Development in Small and Medium Food Industries
18 Jul 2019-pp 153
TL;DR: In this paper, the authors developed a model for increasing the competitiveness of SMFIs based on disruptive innovation and identifying constraints faced by SMFs if the model is implemented, which is composed of six subsystems, namely input, production process, post production, marketing, and supporting institutions.
Abstract: Small and Medium Food Industries (SMFIs) play an important role in the national economy but its competitiveness is low due to the limited innovation applied by business managers. Current innovation research is partial and excludes disruptive innovation and sustainable competitiveness. This research fills the gap by developing a model for increasing the competitiveness of SMFIs based on disruptive innovation and identifying constraints faced by SMFIs if the model is implemented. Data was collected through Focus Group Discussions and surveys using questionnaires. With a model framework approach, the model is composed of six subsystems, namely input, production process, post production, marketing, and supporting institutions. The potential for disruptive innovation lies in the quality of functional food products and low production costs because resources are available locally. However, the potential for disruptive innovation has not been utilized optimally by SMFI due to various obstacles. The role of government is very important to optimize the competitiveness potential of SMFI.
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01 Aug 2015
TL;DR: Kunci et al. as discussed by the authors proposed a balanced scorecard strategy map, which is based on a framework of strategy map and benchmarking, dengan UKM Pelangi Rasa and Ibu Khayati berencana.
Abstract: ABSTRAK Usaha Kecil Menengah Pelangi Rasa merupakan salah satu UKM yang memproduksi olahan pisang. Pemilik UKM Pelangi Rasa yakni Ibu Khayati berencana untuk meningkatkan penjualan dan memperluas area pemasaran. Namun, UKM Pelangi Rasa memiliki kendala dalam melakukan komunikasi pemasaran. Alat komunikasi pemasaran atau yang disebut bauran komunikasi pemasaran yaitu, Advertising, Sales Promotion, Personal Selling, Public Relation, Direct Marketing, Interactive Marketing, Event & Experience dan Word of Mouth Marketing. Dalam mencapai tujuan UKM Pelangi Rasa dilakukan perancangan strategy map dengan mempertimbangkan empat perspektif dalam balanced scorecard sebagai framework strategi dan untuk merumuskan bauran komunikasi pemasaran yang dapat diaplikasikan oleh UKM Pelangi Rasa dapat menggunakan metode benchmarking dengan membandingkan terhadap UKM yang telah sukses dalam melakukan komunikasi pemasaran. Dalam merancang strategy map perlu memperhatikan empat perspektif seperti perspektif finansial, perspektif pelanggan, perspektif proses bisnis internal dan perspektif pertumbuhan dan pembelajaran. Empat perspektif tersebut menjadi acuan dalam menentukan strategi pemasaran dari aspek sumberdaya finansial, target pelanggan, proses komunikasi pemasaran, dan proses pengaplikasiannya. Dalam penentuan program komunikasi pemasaran dilakukan identifikasi komunikasi pemasaran antara UKM Pelangi Rasa dan pesaing dijadikan pembanding dan ditentukan indikator pembandingnya, setelah itu dilakukan proses benchmarking untuk melihat perbedaan diantara keduanya, dan untuk mengetahui kesenjangan antara kedua objek benchmark tersebut dilakukan analisis gap, setelah kesenjangan didapat maka dilakukan target improvement. Target ini ditentukan sebagai acuan dalam melakukan perbaikan. Berdasarkan hasil perancangan strategy map dan benchmarking UKM Pelangi Rasa mendapat suatu usulan strategi komunikasi pemasaran yang sesuai dengan kemampuan sumber daya yang dimiliki. Strategi komunikasi pemasaran yang dapat diterapkan antara lain perluasan area pemasaran dan saluran distribusi serta program komunikasi pemasaran seperti perbaikan kemasan, penggunaan media sosial facebook dan program reseller. Strategi yang diusulkan tersebut telah disesuaikan dengan sumber daya UKM Pelangi Rasa sehingga dapat di aplikasikan oleh UKM Pelangi Rasa. Kata Kunci : Komunikasi Pemasaran,Strategy Map, Balanced Scorecard, Benchmarking, Gap, Target Improvement.
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References
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TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.
46,648 citations
"Disruptive Innovation-Based Model o..." refers methods in this paper
...In the company’s internal perspective, Barney (1991) developed a company-based internal resource theory framework, known as Resource-Based View (RBV)....
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Posted Content•
TL;DR: In this article, the authors propose a set of rules for managers to measure when traditional good management principles should be followed or rejected, based on the analysis of the disk drive industry, and demonstrate how a manager can overcome the challenges of disruptive technologies using these principles of disruptive innovation.
Abstract: Analyzes how successful firms fail when confronted with technological and market changes, prescribing a list of rules for firms to follow as a solution. Precisely because of their adherence to good management principles, innovative, well-managed firms fail at the emergence of disruptive technologies - that is, innovations that disrupt the existing dominant technologies in the market. Unfortunately, it usually does not make sense to invest in disruptive technologies until after they have taken over the market. Thus, instead of exercising what are typically good managerial decisions, at the introduction of technical or market change it is very often the case that managers must make counterintuitive decisions not to listen to customers, to invest in lower-performance products that produce lower margins, and to pursue small markets. From analysis of the disk drive industry, a set of rules is devised - the principles of disruptive innovation - for managers to measure when traditional good management principles should be followed or rejected. According to the principles of disruptive innovation, a manager should plan to fail early, often, and inexpensively, developing disruptive technologies in small organizations operating within a niche market and with a relevant customer base. A case study in the electric-powered vehicles market illustrates how a manager can overcome the challenges of disruptive technologies using these principles of disruptive innovation. The mechanical excavator industry in the mid-twentieth century is also described, as an example in which most companies failed because they were unwilling to forego cable excavator technology for hydraulics machines. While there is no "right answer" or formula to use when reacting to unpredictable technological change, managers will be able to adapt as long as they realize that "good" managerial practices are only situationally appropriate. Though disruptive technologies are inherently high-risk, the more a firm invests in them, the more it learns about the emerging market and the changing needs of consumers, so that incremental advances may lead to industry-changing leaps. (CJC)
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Abstract: This edited collection applies the network approach to the analysis of business relationships in a global context. Drawing on a number of international case studies, a "network approach" is developed, giving rise to theoretical and practical managerial insights and a different way of conceptualizing companies within markets. New angles emerge on traditional problems of business management, with some novel implications which should challenge established ways to analyze business markets. Previous publications by these authors include, "Corporate Technological Behaviour", "Professional Purchasing" and "Managing Innovation Within Networks".
3,385 citations
"Disruptive Innovation-Based Model o..." refers background in this paper
...…studies on driving factors of SME competitiveness, innovation is identified by researchers as a key driver of competitiveness (Porter, 1980; Kadocsa and Borbas, 2010; Callon et al., 1992; Hakansson and Snehota, 1995; Branzei and Vertinsky, 2006; Forsman and Temel, 2011; Russell and Millar, 2014)....
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TL;DR: The Innovator's Solution as discussed by the authors is a must-read for all senior managers and business leaders responsible for innovation and growth, as well as members of their teams, and is a necessary addition to any innovation library.
Abstract: An innovation classic. From Steve Jobs to Jeff Bezos, Clay Christensen's work continues to underpin today's most innovative leaders and organizations. A seminal work on disruption--for everyone confronting the growth paradox. For readers of the bestselling The Innovator's Dilemma--and beyond--this definitive work will help anyone trying to transform their business right now. In The Innovator's Solution, Clayton Christensen and Michael Raynor expand on the idea of disruption, explaining how companies can and should become disruptors themselves. This classic work shows just how timely and relevant these ideas continue to be in today's hyper-accelerated business environment. Christensen and Raynor give advice on the business decisions crucial to achieving truly disruptive growth and propose guidelines for developing your own disruptive growth engine. The authors identify the forces that cause managers to make bad decisions as they package and shape new ideas--and offer new frameworks to help create the right conditions, at the right time, for a disruption to succeed. This is a must-read for all senior managers and business leaders responsible for innovation and growth, as well as members of their teams. Based on in-depth research and theories tested in hundreds of companies across many industries, The Innovator's Solution is a necessary addition to any innovation library--and an essential read for entrepreneurs and business builders worldwide.
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Book•
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TL;DR: Resource-based theory as discussed by the authors is the research frontier of strategic management, and it is the future of resource-based theories, as well as the strategic management question and the emergence of resourcebased theory.
Abstract: Resource-based theory. The strategic management question and the emergence of resource-based theory ; Strategic factor markets and competitive advantage ; Firm resources and sustained competitive advantage -- RBT and organizational capabilities. Culture as a source of sustained competitive advantage ; Trust as a source of sustained competitive advantage ; Human resources as a source of sustained competitive advantage ; Information technology as a source of sustained competitive advantage -- RBT and organizational strategies. Resource-based theory and vertical integration ; Resource-based theory and corporate diversification ; Resource-based theory and mergers and acquisitions -- RBT : the research frontier. Resource-based theory : empirical research ; The future of resource-based theory.
1,090 citations