Building the single market with information technology - lessons from a transnational IT implementation

The subject company operates in a vigorously growing sector of the packaging market, with plants in most European countries. But could this disparate business function as a single company in a single (European) market? This article sets out some lessons learned from a pilot transnational implementation of a strategic management information system, designed to counter entrenched national business thinking in one European company and its subsidiaries.

Product development: market depends on good processing

The article presents the harvesting techniques, and handling and processing of cultured carps. Carps are harvested similarly with all other species in tropical countries while temperate countries, winter season is much considered. Water quality is an important factor to be considered because it can affect the hygienic and organoleptic quality of fish. Carps were commonly sold live, filleted, cut into sticks, frozen, used as breaded sticks, canned, bottled, and smoked.

Value-added shrimp product is tops: market potential

The article discusses the potential for export of value-added shrimp products from developing countries. European Economic Community is considered to be one of the top consumers, while Thailand and India are two of the top producers.

Trial by market: the Brightstar incubation experiment

Established firms accumulate a significant body of knowledge, expertise and capabilities that are often secondary to their central revenue generating activities. How do they leverage this expertise in non-core technology into future value creation opportunities? In this paper we examine an attempt by the telecommunications firm BT to create value from the accumulated knowledge within its laboratories by setting up an incubator. While conceived by the board as a mechanism for leveraging the value of non-core technology into the workplace, corporate support for the incubator was withdrawn after only three years and prompted the incubator to partner with a venture capital firm, NVP, in the spin-out of ventures. Through analysis of this single case we observe how entering into such a relationship reduces the transaction costs of accessing complementary resources, capabilities and competences, while simultaneously reducing a number of the risks associated with venturing for both parties. Partnering with the venture capitalist allows the established firm to get its intellectual property into the market, for it to be tested by the market and further developed. © 2010 Inderscience Enterprises Ltd.

Market opportunity identification for minor crops for food security through value chain studies

The brochure is to contribute to the overall goal of stimulating the adaptation of pro-poor agri-food systems innovations to improve food security and sustainable natural resource management among rural poor farmers. The paper seeks to identify and exploit opportunities for expanding market access for minor crops and NRM products. The minor crops studied included cow pea, sorghum, groundnut, sweet potato and yam.

Chemical, bacteriological and sensory examination of split, dried, smoked bream on the market in Zambia

A critical examination of the market quality of split, dried and smoked bream (Tilapia spp.) was chemically, bacteriologically and organoleptically conducted for the period of August 1968 to January 1969. The aim of this survey was to obtain basic information for the development of national quality standards for the commodity. Relationships of cooked meat score to pH, fish size, appearance and smell score, and water content wcre significantly correlated and responsive. Therefore, these parameters were proposed to be used as indices for the quality standards of the products.

Beyond niche thinking: Market selection in science-based ventures

Matching a new technology to an appropriate market is a major challenge for new technology-based firms (NTBF). Such firms are often advised to target niche-markets where the firms and their technologies can establish themselves relatively free of incumbent competition. However, technologies are diverse in nature and do not benefit from identical strategies. In contrast to many Information and Communication Technology (ICT) innovations which build on an established knowledge base for fairly specific applications, technologies based on emerging science are often generic and so have a number of markets and applications open to them, each carrying considerable technological and market uncertainty. Each of these potential markets is part of a complex and evolving ecosystem from which the venture may have to access significant complementary assets in order to create and sustain commercial value. Based on dataset and case study research on UK advanced material university spin-outs (USO), we find that, contrary to conventional wisdom, the more commercially successful ventures were targeting mainstream markets by working closely with large, established competitors during early development. While niche markets promise protection from incumbent firms, science-based innovations, such as new materials, often require the presence, and participation, of established companies in order to create value. © 2012 IEEE.

Market-pull and technology-push in manufacturing start-ups in emerging industries

Purpose - As traditional manufacturing, previously vital to the UK economy, is increasingly outsourced to lower-cost locations, policy makers seek leadership in emerging industries by encouraging innovative start-up firms to pursue competitive opportunities. Emerging industries can either be those where a technology exists but the corresponding downstream value chain is unclear, or a new technology may subvert the existing value chain to satisfy existing customer needs. Hence, this area shows evidence of both technology-push and market-pull forces. The purpose of this paper is to focus on market-pull and technology-push orientations in manufacturing ventures, specifically examining how and why this orientation shifts during the firm's formative years. Design/methodology/approach - A multiple case study approach of 25 UK start-ups in emerging industries is used to examine this seldom explored area. The authors offer two models of dynamic business-orientation in start-ups and explain the common reasons for shifts in orientation and why these two orientations do not generally co-exist during early firm development. Findings - Separate evolution paths were found for strategic orientation in manufacturing start-ups and separate reasons for them to shift in their early development. Technology-push start-ups often changed to a market-pull orientation because of new partners, new market information or shift in management priorities. In contrast, many of the start-ups beginning with a market-pull orientation shifted to a technology-push orientation because early market experiences necessitated a focus on improving processes in order to increase productivity or meet partner specifications, or meet a demand for complementary products. Originality/value - While a significant body of work exists regarding manufacturing strategy in established firms, little work has been found that investigates how manufacturing strategy emerges in start-up companies, particularly those in emerging industries. © Emerald Group Publishing Limited.