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"How can firm x engage in new market development without changing its core competence and networking structure?

Kandemir, Selim (2012) "How can firm x engage in new market development without changing its core competence and networking structure?

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Abstract:Currently, Firm X is aiming at targeting new markets without drastically changing its networking structure and core competence of developing e-­‐procurement software. Therefore, it is of critical importance to investigate possible new business opportunities in new customer segments for Firm X. This research was committed to investigate relevant factors for the adoption of e-­‐procurement systems and analyze the current adoption trends in different industries. Managers’ perceptions of e-­‐procurement’s task improving capability was investigated, as well as the current internal support in organizations for the adoption of e-­‐procurement systems, the extent of normative pressures which companies were subject to and the relationship between firm size and e-­‐procurement intention. Also, the perceived value of Firm X’s current offerings and total value proposition was investigated in different industries. This research comprises a sample of 128 managers, each representing the company they are currently employed in. The most important findings of the research were that the factors task improvement, internal support, normative pressure and firm size, all had a significant positive relationships with an organization’s e-­‐procurement intention. The results show that, on average e-­‐procurement systems were perceived as task improving across al industries and firm types. However, the average degree of internal support and normative pressure were observed to be moderately low. This implies that Firm X should emphasize e-­‐ procurement’s task improving capability in its marketing strategy. In doing this, Firm X should convince managers of the benefits of e-­‐procurement to gain their support and increase the chance of adoption in organizations. Also, Firm X should target markets with a high degree of normative pressure, which will increase the chance of e-­‐ procurement adoption. In addition, this research found that e-­‐procurement intentions and perceptions differ between different industries, firm types and firm sizes. These findings imply that Firm X should target the industries that score the highest on the measured adoption variables and attach lower priority to the industries, which score the lowest. Firm X should target large public organizations in the ICT, Health, Service and Electronic industries. This paper also shows that, on average, the modules offered by Firm X, which scored relatively high, were the E-­‐procurement module, the Invoicing module and the Connect (interfacing) module. The least valuable module rated by the managers was the Staffing module. Firm X can choose to dedicate more resources to the development of popular modules and decrease the amount of resources dedicated to the lowest rated modules. Also, the most valued modules differed per industry, which means that Firm X should target the right industries with the right e-­‐procurement modules. This research also investigated the business case for providing software as a service. The results indicate that Software as a Service was valued the highest in the Retail industry and was considered to have a moderately high value across all industries. In conclusion, we can state that Firm X can engage in new market by targeting large public companies in industries with the highest e-­‐procurement intentions and providing them with the highest valued modules in those specific industries.
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration BSc (56834)
Link to this item:http://purl.utwente.nl/essays/64231
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