How to Leverage Technology for Business Growth in the U.S.

Assumptions, Limitations and Delimitations. The next subsection discusses the study's assumptions, limits, and delimitations. The study had assumptions that I felt to be accurate but had no way of substantiating with evidence, and constraints identified the study's flaws. Delimitations refer to the constraints of the study's scope. The subsection begins with Assumptions. Assumptions are things I believe to be true but am unable to verify. Cross-selling: Cross-selling is described as offering new products to the same consumer that differ from what the customer previously purchased or shown interest in (Schmitz, You-Cheong, & Lilien, 2014). Organic growth occurs when firms use their existing resources to pursue new market possibilities (Locket & Wild, 2013). Outsourcing is the process of receiving conventionally produced products or services from a source outside of the company (Dolgui & Proth, 2013). Melnyk, Narasimhan, and DeCampos (2014) define supply chain management as the process of managing an organization's upstream and downstream supply entities in order to reduce costs and improve responsiveness.

Up-selling is defined as increasing order volume by selling additional units or upgrading the customer to a higher version of the same product (Schmitz et al., 2014).

Researchers make assumptions because they have limited influence over validating the facts. (Martin and Parmar, 2012). Addressing assumptions is crucial to preventing data misinterpretation (Parker, 2014). I anticipated that the study participants would respond honestly. Furthermore, I believed that the respondents to the focus group discussion were honest and not influenced by their peers' or superiors' perspectives. I also assumed that the artifacts presented as supporting evidence were genuine and had been used with the intended purpose. Limitations are flaws in the study that question the analysis process (Brutus, Gill, & Duniewicz, 2010). The study's principal weakness was the inability to get respondents' financial papers due to Dubai cultural taboos. The lack of financial figures to verify the impact of strategy decisions became a significant study restriction. Furthermore, the study was constrained in terms of time and breadth. The time constraint results in sample size limits, whereas the scope constraint results in geographic constraints, which in this case study are limited to the city of Dubai in the UAE. The delimitations define the study's scope (Mitchell and Jolley, 2010). 

Through the proposed study

 

I hoped to better understand organizational strategies rather than the outcomes of their actions. Given the restrictions, I wanted to capture the qualitative aspects of processes and validate them using a qualitative methodological triangulation procedure. Analyze and quantify financial Measurements and papers to validate performance are beyond the scope of the study. The study was mostly based on respondents' feedback, not written proof. Significance of the Study corporate managers are accountable for improving shareholder value by generating profits from corporate operations (Neumann, 2013). For example, Chinese company leaders adjusting their market positioning demonstrates a management strategic response to environmental change (Pollman, 2012). This report may serve as a resource for Dubai business managers seeking to establish long-term plans to address operational difficulties that impact profitability. Contribution to Business Practice. Many business managers may see goal setting as a strategy or develop one based on platforms of their own perceived logics (Rumelt, 2011). In instances where strategy is viewed as a goal-setting process or as an interpretation of one's own reasoning, the process is misleading, and many of these tactics die ineffectively (Rumelt, 2011). Understanding some of the successful implementations in the same operating environment may lessen the need for trial and error processes and give a foundation for optimal resource use. The literature evaluation includes research studies and literature reviews that focused on cost-cutting strategies for operational costs, cost-cutting initiatives for goods and services offered, and revenue growth initiatives as ways to maintain profitability.

Implications of Social Change

In this study, I present a platform for business managers to evaluate various possibilities in managing their organizations profitably while paying staff. Strategies for Maintaining Profitability Organizations view cost reduction and revenue growth as broader indicators for sustaining profitability (Rust, Moorman, & Dickson, 2002). Improving internal efficiency by lowering inputs is critical in cost reduction initiatives, whereas customer-focused and market-oriented tactics increase income for firms. Parnell, Lester, Long, and Koseoglu (2012) evaluated the literature on cost-cutting and revenue-enhancing strategies and investigated the role of perceived environmental uncertainty in small and medium-sized enterprises (SMEs). across this study, Parnell et al. discovered that cost, differentiation, and focus-based strategic methods were widespread across China, Turkey, and the United States, albeit market-specific approaches varied. Strategic intent shapes how an organization tackles business decisions and rivals, as it has a direct impact on a company's performance (Mariadoss, Johnson, & Martin, 2014). Furthermore, Kaplan and Norton (1992) stated that the organization's financial performance is the result of operational actions. BSC's financial objectives are met by increasing revenue and profitability through customer and internal process objectives, while cost efficiencies and profitability are accomplished through innovation and learning objectives (Kaplan & Norton, 1992).