PRODUCT PORTFOLIO ANALYSIS - ARTHUR D. LITTLE MATRIX

In recent decades we have witnessed an unseen dynamism among companies, which is explained by their desire to engage in more activities that provide a high level of development and diversification. Thus, as companies are diversifying more and more, their managers confront a number of challenges arising from the management of resources for the product portfolio and the low level of resources with which companies can identify, at a time. Responding to these challenges, over time were developed a series of analytical product portfolio methods through which managers can balance the sources of cash flows from the multiple products and also can identify the place and role of products, in strategic terms, within the product portfolio. In order to identify these methods the authors of the present paper have conducted a desk research in order to analyze the strategic marketing and management literature of the last 2 decades. Widely were studied a series of methods that are presented in the marketing and management literature as the main instruments used within the product portfolio strategic planning process. Among these methods we focused on the Arthur D. Little matrix. Thus the present paper has the purpose to outline the characteristics and strategic implications of the ADL matrix within a companyâ€(tm)s product portfolio. After conducting this analysis we have found that restricting the product portfolio analysis to the A.D.L. matrix is not a very wise decision. The A.D.L. matrix among with other marketing tools of product portfolio analysis have some advantages and disadvantages and is trying to provide, at a time, a specific diagnosis of a companyâ€(tm)s product portfolio. Therefore, the recommendation for the Romanian managers consists in a combined use of a wide range of tools and techniques for product portfolio analysis. This leads to a better understanding of the whole mix of product markets, included in portfolio analysis, the strategic position held by each product within a market, the performance potential of product portfolio and the financial aspects related to the resource allocation process for the products within the portfolio. It should also be noted that the tools and techniques specific to product portfolio analysis do not give accurate answers, despite the appearances created by the analysis stage, where the products are plotted rigorously. However, their main virtue is simplicity, as these highlight the managersâ€(tm) need for further investigations.product portfolio, ADL matrix, life cycle, competitive position, strategic analysis

THE PREMISES OF STRATEGIC MARKETING PLANNING IMPLEMENTATION WITHIN SMALL AND MEDIUM SIZED ENTERPRISES

The main purpose of the present paper is to identify the framework and the necessary conditions for the small and medium sized enterprises (SMEs) to be able to adopt the strategic marketing planning. Also, the paper aims to underline the importance of the strategic marketing planning and the manner in which the SMEs can adopt, implement and operationalize the strategic marketing planning instruments, whose correct understanding and usage ensure the capacity to generate competitive advantage, the key element both from the perspective of the fierce competition and the perspective of the future development of the SMEs. Within SMEs the implementation of marketing becomes an evident requirment, mostly due to the relationship that these have with the market, thus, leading towards market orientation of the activities, a new approach developed by the marketing vision on managing the activities from these types of organizations. Regarded upon, from the marketing perspective, the activities from the SMEs, especially the marketing activities, cannot take place randomly. Resource allocation, a characteristic of these types of organizations, and the objectives with regards to superior customer needs satisfaction and economic efficiency maximization, claim thorough plannification and deployment of the activities in a sequence that represents the implementation of a strategy previously assumed. Within this framework, the strategic marketing planning appears as a complex process employing all scientific instruments that comprise segmentation, positioning and marketing mix. Utilizing the strategic marketing planning within SMEs depends to further extend on marketing integration; process directly related with a series of factors such as the nature of the market, development stage, product type, management quality and the influences of the marketing department of the SME. The implications onto the marketing activities from SMEs are reflected upon each strategic marketing planning instrument, where we can find, under correct understanding and application, objectives and market and penetration strategies as product, price, distribution and promotion strategies.marketing, SMEs, segmentation, positioning, marketing mix

PRODUCT PORTFOLIO ANALYSIS - ARTHUR D. LITTLE MATRIX

In recent decades we have witnessed an unseen dynamism among companies, which is explained by their desire to engage in more activities that provide a high level of development and diversification. Thus, as companies are diversifying more and more, their managers confront a number of challenges arising from the management of resources for the product portfolio and the low level of resources with which companies can identify, at a time. Responding to these challenges, over time were developed a series of analytical product portfolio methods through which managers can balance the sources of cash flows from the multiple products and also can identify the place and role of products, in strategic terms, within the product portfolio. In order to identify these methods the authors of the present paper have conducted a desk research in order to analyze the strategic marketing and management literature of the last 2 decades. Widely were studied a series of methods that are presented in the marketing and management literature as the main instruments used within the product portfolio strategic planning process. Among these methods we focused on the Arthur D. Little matrix. Thus the present paper has the purpose to outline the characteristics and strategic implications of the ADL matrix within a company’s product portfolio. After conducting this analysis we have found that restricting the product portfolio analysis to the A.D.L. matrix is not a very wise decision. The A.D.L. matrix among with other marketing tools of product portfolio analysis have some advantages and disadvantages and is trying to provide, at a time, a specific diagnosis of a company’s product portfolio. Therefore, the recommendation for the Romanian managers consists in a combined use of a wide range of tools and techniques for product portfolio analysis. This leads to a better understanding of the whole mix of product markets, included in portfolio analysis, the strategic position held by each product within a market, the performance potential of product portfolio and the financial aspects related to the resource allocation process for the products within the portfolio. It should also be noted that the tools and techniques specific to product portfolio analysis do not give accurate answers, despite the appearances created by the analysis stage, where the products are plotted rigorously. However, their main virtue is simplicity, as these highlight the managers’ need for further investigations

THE PREMISES OF STRATEGIC MARKETING PLANNING IMPLEMENTATION WITHIN SMALL AND MEDIUM SIZED ENTERPRISES

The main purpose of the present paper is to identify the framework and the necessary conditions for the small and medium sized enterprises (SMEs) to be able to adopt the strategic marketing planning. Also, the paper aims to underline the importance of the strategic marketing planning and the manner in which the SMEs can adopt, implement and operationalize the strategic marketing planning instruments, whose correct understanding and usage ensure the capacity to generate competitive advantage, the key element both from the perspective of the fierce competition and the perspective of the future development of the SMEs. Within SMEs the implementation of marketing becomes an evident requirment, mostly due to the relationship that these have with the market, thus, leading towards market orientation of the activities, a new approach developed by the marketing vision on managing the activities from these types of organizations. Regarded upon, from the marketing perspective, the activities from the SMEs, especially the marketing activities, cannot take place randomly. Resource allocation, a characteristic of these types of organizations, and the objectives with regards to superior customer needs satisfaction and economic efficiency maximization, claim thorough plannification and deployment of the activities in a sequence that represents the implementation of a strategy previously assumed. Within this framework, the strategic marketing planning appears as a complex process employing all scientific instruments that comprise segmentation, positioning and marketing mix. Utilizing the strategic marketing planning within SMEs depends to further extend on marketing integration; process directly related with a series of factors such as the nature of the market, development stage, product type, management quality and the influences of the marketing department of the SME. The implications onto the marketing activities from SMEs are reflected upon each strategic marketing planning instrument, where we can find, under correct understanding and application, objectives and market and penetration strategies as product, price, distribution and promotion strategies

Key Factors Which Contribute to the Participation of Consumers in Demand Response Programs and Enable the Proliferation of Renewable Energy Sources

Consumer behaviour in the energy field is playing a more important role in the new approach dominated by the proliferation of renewable energy sources. In this new context, the grid has to balance the intermittent and uncertain renewable energy generated, and find solutions, also, on the consumer side for increasing the stability and reliability of the energy system. The main de-mand response solutions are price and incentive based, but there is a need to identify the main factors which can influence their efficiency due to the fact that there is a lack of knowledge about the preferences of consumers. The main goal of this article is to identify the main demand response solutions and the related key factors which influence the participation of consumers in demand response programs and may contribute to the spread of renewable energy sources. For this research, semi-structured interviews were organised with experts in energy from Romania, Hungary and Serbia, as well as workshops with experts in energy, and an online survey with customers for electricity. This article reduces the gap between the results of technical studies, related in demand response programs, and their practical implementations, where the consumer behaviour and its social dimensions are neglected even though, in reality, they are playing the main role. The results suggest that the consumer’s participation in demand response programs is highly influenced by different aspects related to the promotion of the renewable energy and the reduction of CO2 emissions and the global warming impact

Key Factors Which Contribute to the Participation of Consumers in Demand Response Programs and Enable the Proliferation of Renewable Energy Sources

Consumer behaviour in the energy field is playing a more important role in the new approach dominated by the proliferation of renewable energy sources. In this new context, the grid has to balance the intermittent and uncertain renewable energy generated, and find solutions, also, on the consumer side for increasing the stability and reliability of the energy system. The main de-mand response solutions are price and incentive based, but there is a need to identify the main factors which can influence their efficiency due to the fact that there is a lack of knowledge about the preferences of consumers. The main goal of this article is to identify the main demand response solutions and the related key factors which influence the participation of consumers in demand response programs and may contribute to the spread of renewable energy sources. For this research, semi-structured interviews were organised with experts in energy from Romania, Hungary and Serbia, as well as workshops with experts in energy, and an online survey with customers for electricity. This article reduces the gap between the results of technical studies, related in demand response programs, and their practical implementations, where the consumer behaviour and its social dimensions are neglected even though, in reality, they are playing the main role. The results suggest that the consumer’s participation in demand response programs is highly influenced by different aspects related to the promotion of the renewable energy and the reduction of CO2 emissions and the global warming impact