Journal of Finance and Marketing

All submissions of the EM system will be redirected to Online Manuscript Submission System. Authors are requested to submit articles directly to Online Manuscript Submission System of respective journal.
Reach Us +44-1518-081136

Short Communication - Journal of Finance and Marketing (2022) Volume 6, Issue 5

Handling through a crisis: Managerial implications for commercial enterprise-to-enterprise firms.

Riya Sitharaman*

Department of Business, Management, Indian Institute of Management Calcutta, Kolkata, India

*Corresponding Author:
Riya Sitharaman
Department of Business, Management
Indian Institute of Management Calcutta, Kolkata, India
E-mail: riy@iimcal.ac.in

Received: 30-Apr-2022, Manuscript No. AAJFM-22-62337; Editor assigned: 03-May-2022, Pre QC No. AAJFM-22-62337(PQ); Reviewed: 17-May-2022, QC No. AAJFM-22-62337; Revised: 19-May-2022, Manuscript No. AAJFM-22-62337(R); Published: 26-May-2022, DOI: 10.35841/aajfm-6.5.123

Citation: Sitharaman R. Handling through a crisis: Managerial implications for commercial enterprise-to-enterprise firms. J Fin Mark. 2022;6(5):123

Visit for more related articles at Journal of Finance and Marketing

The state of affairs technique is widely used to deal with uncertainties plan for change future situations. The widespread studies led to a scattered literature landscape. To organize the sector quantitatively, we conduct Bibliometric overall performance analyses and a bibliographic coupling analysis. Consequences show an elevated hobby in situation research considering 2009 and clear differences between strategic and operational in addition to methodological and carried out studies [1].

Future studies may be anticipated to in addition decorate the method closer to robust selection making and to mix it with strategies trying to find most probable situations, including prediction markets, crowdsourcing, and super forecasting. Additionally, cognitive and behavioural aspects of the usage of the situation approach would possibly draw similarly attention. The scenario approach is anticipated to be applied throughout all industries and will probably play a growing function in currently underrepresented commercial enterprise functions including advertising and innovation. The theory of disruption cites three fundamental conditions: First, a brand new presenting must first of all perform worse than current market offerings from incumbents, in terms of performance [2].

2nd, incumbents enhance their marketplace offerings, to satisfy the maximum demanding clients' wishes alongside a maintaining trajectory, and as a consequence overshoot the needs of mainstream and low-stop clients. 1/3, the disruptive offering develops over time to meet the desires of mainstream clients higher than an “over-engineered” incumbent imparting and takes over principal marketplace percentage, if now not the whole marketplace [3].

Despite the fact that the coronavirus pandemic isn't disruptive in the feel of Christensen's (1997) idea, it could help intensify disruptive techniques in installed business markets. Specially, it clearly has placed pressure on several mounted, “excessivestop” solutions. As an instance, private commercial enterprise meetings with clients had been replaced by video conferences (typically seen as low-give up, low high-quality interaction modes). Even though the excessive-end option isn't being disrupted consistent with se by using the low-give up option, the unavailability of high-quit meetings offers a foothold for the online conferences to disrupt consumer relationships, as exemplified through the fast increase inside the use of Zoom and other on-line assembly structures. After the crisis, we count on that video conferences may hold a widespread marketplace proportion, even if they appear not likely to absolutely update personal conferences [4].

As such, the scenario isn't always an “actual” disruption in the Christensen (1997) feel, but it absolutely is a troubling final results for sure industries (e.g., journey, hospitality), at some point of and after the disaster. On this essay, I adapt an easy, but effective framework to investigate and have a look at the strategic shift affected via companies in unique industries. even though I chorus from a detailed rigorous exploration of companies which have carried out so, I present some anecdotal evidences from industries which have tried to modify their business fashions in these instances so as to triumph over the challenges, albeit brief, that their product characteristics impose however on the identical time capitalize at the commercial enterprise possibilities supplied by the essentiality of their products. I conclude this essay with some questions for deeper notion. it's miles no secret, given that many nations of the arena have imposed restrictions on congregations or people running in proximity to every different, industries that produce and supply facts products and services consequently, have persevered to function; whilst people who manufacture physical products particularly labour-intensive manufacturing firms have been forced to limit operations or a few even temporarily close down. But, in maximum countries, bodily products which had been important in nature were allowed to be synthetic given the want for this merchandise in humans’ regular existence [5].

References

  1. Davison RM. The transformative potential of disruptions: A viewpoint. Int J Inf Manag. 2020;55:102149.
  2. Indexed at, Google Scholar, Cross Ref

  3. Eisenhardt KM, Martin JA. Dynamic capabilities: What are they? Strategic Manag J. 2000;21(10–11):1105–21.
  4. Google Scholar, Cross Ref

  5. Ferràs-Hernández X., Tarrats-Pons E., Arimany-Serrat N. Disruption in the automotive industry: A Cambrian moment. Bus Horiz. 2017;60(6):855–63.
  6. Indexed at, Google Scholar, Cross Ref

  7. Prusa TJ, Schmitz Jr JA. Can Companies Maintain their Initial Innovative Thrust? A Study of the Pc Software Industry. Rev Econ Stat. 1994:76:523-40.
  8. Indexed at, Google Scholar, Cross Ref

  9. Rajan RG. Has Finance Made The World Riskier? Eur J Epidemiol. 2006;12(4):499-533.
  10. Indexed at, Google Scholar, Cross Ref

Get the App