Integrating group Delphi, fuzzy logic and expert systems for marketing strategy development:the hybridisation and its effectiveness

A hybrid approach for integrating group Delphi, fuzzy logic and expert systems for developing marketing strategies is proposed in this paper. Within this approach, the group Delphi method is employed to help groups of managers undertake SWOT analysis. Fuzzy logic is applied to fuzzify the results of SWOT analysis. Expert systems are utilised to formulate marketing strategies based upon the fuzzified strategic inputs. In addition, guidelines are also provided to help users link the hybrid approach with managerial judgement and intuition. The effectiveness of the hybrid approach has been validated with MBA and MA marketing students. It is concluded that the hybrid approach is more effective in terms of decision confidence, group consensus, helping to understand strategic factors, helping strategic thinking, and coupling analysis with judgement, etc

GloStra: a hybrid system for developing global strategy and associated Internet strategy

An intelligent hybrid system, called GloStra (developed by the author), for developing global marketing strategy and associated Internet marketing strategy is reported in this paper. The hybrid system is built to integrate the strengths of expert systems, fuzzy logic, artificial neural networks and decision support technology; and to link the development of global marketing strategy with the formulation of associated Internet marketing strategy. In the paper, the system architecture, the functional modules of the hybrid system and other associated technical issues are addressed. The directions for further research in this field are also highlighted

Distribution of decision power in matrix organizations: A qualitative survey

Matrix organizations were successfully pioneered in the U.S. aerospace industry in the 1960s, which motivated many multinational corporations (MNCs) to implement matrices as a response to a more complex business environment. A vast number of research studies were conducted primarily seeking a single relationship between the strategy and the structure of the MNCs. The approach was mainly quantitative and consisted of studying large samples of MNCs that operated in different industries and countries. Since the late 1980s researchers have lost interest in matrix organizations of MNCs despite the fact that today most MNCs use a matrix organization. This thesis proposes to breach gaps of the present literature and addresses the questions of ‘how’ and ‘why’ German technology MNCs distribute the decision power between headquarters and local subsidiaries. The present study follows a qualitative approach. 31 semi‐structured interviews were conducted with experienced managers in order to gain deep understanding of the challenges faced and to reveal recommendations and conclusions with regard to the ideal fit between strategy and structure. As conclusion the thesis suggests the following six answers to the research questions. First this thesis shows that contemporary MNCs employ various kinds of matrix organizations simultaneously in different parts of the organization because matrices offer a flexible and effective way of concurrently balancing various competing interests. Management and staff are better prepared to mitigate the ambiguity and stress caused by matrix organizations. Both conditions were viewed as primary weaknesses of matrix organizations since its appearance in the 1960s. Second there is no permanent and universally applicable point of decision power distribution, but rather a constantly changing continuum. Decision power depends on many factors such as maturity of the product, capabilities of the local subsidiary, the national historic heritage of the MNC and the general market environment. There is always a matrix and all matrix dimensions are important because of legal, tax and national regulations or because of customers’ requests. Third this study reveals that the distribution of power is primarily applied to decisions regarding financial investments, human resources and customer strategy. These elements represent the three most important stakeholders of MNCs namely shareholders, employees and customers. The fourth assertion of this thesis suggests that MNCs implement the strategy‐structure fit primarily in the matrix dimensions products, regions and customers. This is because these matrix dimensions can be run and measured with an own Profit & Loss (P&L) statement and therefore treated as quasi-independent companies within the MNCs