Market Development Strategies for Vietnamese Pepper in Foreign Markets

Author(s)

Tran Phi Hoang , Vo Huu Khanh , Nguyen Thi Thanh Phuong , Nguyen Son Tung ,

Download Full PDF Pages: 15-24 | Views: 776 | Downloads: 199 | DOI: 10.5281/zenodo.3441933

Volume 5 - December 2016 (12)

Abstract

The study results are to analyze the factors affecting market development strategies for Vietnamese pepper in foreign markets. The qualitative and quantitative research methods are performed to survey 109 managers and professionals working in the field of exporting pepper in Ho Chi Minh City and Vietnamese Highlands in workshops on solutions for Vietnamese pepper industry happening in 2016. The study results show that market development strategies for Vietnamese pepper influence by the following 04 elements: (1) Quality Management, (2) Trade Barriers (3) Supply Capacity, and (4) Promotional Policy. Based on study results, solutions are proposed to improve market development strategies for Vietnamese pepper in foreign markets in the future

Keywords

Pepper, consumption, competitiveness, competitive strategy, quality management, and Vietnam

References

 

i.        Booz, Allen and Hamilton Inc., (1982). New Products Management for the 1980s. Booz, Allen and Hamilton, Inc., New York.

ii.      Booth, L. (1981). Market structure uncertainty and the cost of equity capital. Journal of Banking and Finance, 5 (4), 467-482.

iii.    Brons, M., Pels, E., Nijkamp, P., and Rietveld, P. (2002). Price elasticities of demand for customers: a meta-analysis. Journal of Marketing Management.

iv.     Cravens, David W and Nigel. F Piercy (2009), Strategic Marketing. 9th Edition. New York: Mc Graw-Hill.

v.       European Commission. (1994). Enhancing European competitiveness, 2nd report to the president of the commission. Competitiveness Advisory Group, European Commission, Luxembourg: OPEC.

vi.     Datta, S., Iskandar-Datta, M. and Singh, V. (2013). Product market power, industry structure and corporate earnings management. Journ al of Banking & Finance, Available at: http://dx.doi.org /10.1016/ j.jbankfin. 2013.03.012.

vii.   Hassan, S. (2000). Determinants of market competitiveness in an environmentally sustainable retail industry. Journal of Retail Research.

viii. John Hann (2010). Solutions to enhance the competitiveness of enterprises in the integration. Journal of retail Research.

ix.     Gaspar, J., and Massa, M. (2006). Idiosyncratic volatility and product market competition. Journal of Business, 79 (6), 3125-3152.

x.       Javalgi, R. R. G., Martin, C. L., and Young, R. B. (2006). Marketing research, market orientation and customer relationship management: a framework and implications for service providers. Journal of Services Marketing, 20(1), 12-23

xi.     Kale, J., and Loon, Y.C. (2011). Product market power and stock market liquidity. Journal of Financial Markets, 14 (2), Micheal Porter (2012). Micheal Porter's 5 forces. University of National Economy. 376-410.

xii.   Porter, M.E. and Ketels, C.H.M. (2003). Competitiveness: Moving to the next stage. Strategic Management Journal, 24, 415-431.

xiii. Porter, M.E (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York Free Press.

xiv. Porter, M.E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review.

xv.   Sullivan, T.G. (1978). The cost of capital and the market power of firms. Review of Economics and Statistics, 60 (2), 209–217./.

 

Cite this Article: