Jun'23
The IUP Journal of Business Strategy
Dimensions of Market Conduct for Indian Real Estate Industry: A Theoretical Review
To analyze competitiveness in any sector, a deep analysis of the competitive behavior is imperative. The current study focuses on the 'Conduct' part of Mason's Structure Conduct Performance (SCP) Paradigm, which was popularized by Bain and has been adopted by numerous schools of thought over time. This paper examines the research on SCP paradigm and real estate literature in order to find the importance of market behavior of developers in the real estate industry. Several behavior characteristics have been found that might assist real estate developers in improving their performance and gaining a competitive advantage in the market. The SCP paradigm places a high value on conduct. As a result, finding other areas of conduct that real estate companies can employ to obtain a long-term competitive edge is crucial. The paper is based on a careful assessment of the relevant literature. The results of the literature review as well as the implications for future research are discussed.
Strategic CSR and Talent Attraction: A Perception Study of Senior Managers in India
Corporate Social Responsibility (CSR) has become an important part of an organization's strategy, not just in marketing, but in talent attraction too. Individuals tend to be more attracted to organizations known for CSR. The relationship between CSR and talent attraction has been widely investigated. Past studies have indicated that an organization's CSR values can have a positive impact on talent attraction. However, little attention has been paid to the role of CSR as a strategy to attract talented employees. This study examines whether CSR plays a vital role in attracting talent in the organization. An empirical study was conducted in selected companies of Sambalpur district, Odisha, by collecting data from senior managers. A five-point Likert scale was used in the questionnaire to seek their perceptions. Also, an open-ended questionnaire was used to gather their comprehensive views. Mixed method was used for data analysis, and quantitative analysis was done using regression model to establish the relationship. Further, MAXQDA software was used to analyze the qualitative responses. The results confirm that strategic CSR plays a key role in talent attraction.
Netflix's Blue Ocean Strategy: An Empirical Study on Its Shareholder Returns
Given the highly competitive global marketplace, companies are working day in and day out to chart out strategies to get ahead of competition. Rather than contesting in the same markets or engaging in price war, firms generally try to move to uncontested markets by creating a "blue ocean strategy". Nowadays, it is quite evident that a formulation of the blue ocean strategy is not good enough. It must be backed up by competitive advantages which must be sustainable in the long run. Many firms which once enjoyed monopoly power in the market, have perished or have become sick firms. Competitive strategies are not sustainable without the support of internal resource that firms have or firms acquire. For example, firms pursue aggressive growth strategies, but do not have enough resources to support the growth. This paper takes the case of a latecomer firm Netflix to illustrate how a firm can develop an uncontested market or blue ocean strategy. The study concludes that the blue ocean strategy should culminate in superior financial performance than average industry performance. Netflix has converted its early days film DVD renting business model into online video streaming services and content creation, which presently caters to 137.5 million (statista.com) subscribers (part of television viewers) in approximately 160 countries. Now, Netflix has become a media giant in less than two decades and its market capitalization grew at least 7-8 times in the last seven years. This study is an attempt to identify and evaluate the strategies of Netflix from Resource-Based View (RBV) to recognize how it created catch-up strategies by creating Valuable, Rare, Inimitable and Non-Substitutable (VRIN) resources or maybe simply adapting copy-paste method. The study also argues that the blue ocean strategy is more dependent on building internal capabilities rather than attractiveness of an industry.
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