cloud computing as an entrance for start
... This master thesis focuses on factors impacting the decision to adopt Cloud ERP solutions among the
organizational setting of start-ups. The literature argues that Cloud Computing and its service models
fit the needs of smaller firms perfectly as they cannot afford high-cost structures for software
Export marketing strategy implementation, export marketing
... effectiveness. We suggest that, together, these two aspects of
implementation effectiveness may explain the frequently
observed gaps between deliberate and emergent strategies
and between desired and realized strategic goals (e.g.,
Mintzberg and Waters 1985).
Next, we turn to the second question of ...
4 - Bournemouth City College
... dress combinations, texture, design and colour. What holds good in the South does not hold good in
the North. Even in the same region, different sections of people have varying preferences.
Module 16 Strategic Marketing Management
THREE ESSAYS ON ADVERTISING, CUSTOMER SATISFACTION
... already suggests that customer satisfaction is a complex construct composed of multiple
elements. To further complicate matters, customer satisfaction can be evaluated at various
levels including satisfaction with a product, a consumption experience, an attribute, a store, a
brand, or a company (Yi ...
Foreign Direct Investment
... terms of why firms use FDI not other forms
like exporting or licensing! So shift to the
Eclectic Paradigm is a very interesting one:
location-specific advantages for FDI
including resource endowments or assets
So it is:
Location specific assets + firm’s own
capabilities = FDI
Optimal Sales Force Compensation
... a combination thereof – indeed often maximize firm profits. In particular, we are the first to
show that combining a commission with a quota-based bonus can be an optimal compensation
In our model, a sales agent has to decide whether to work hard or not to sell a product in
each of two perio ...
Why Should Small Firms Adopt eBusiness? A Framework for
... There has been considerable research conducted over the last few decades into small and medium enterprise
(SME) adoption of IT, IS and, more recently, eBusiness. Our earlier examination of literature from 120 SMEeBusiness journal articles from 2003 to 2006 found that research in this area has focuse ...
The Effect of Competitive Advertising Interference on Sales for
... ronment are typically much higher (Kent 1995). Fourth,
Kent and Allen (1994) argue that a further external validity
problem of Burke and Srull’s (1988) and Keller’s (1987,
1991) studies is their use of fictitious or unfamiliar brands.
Kent and Allen (1993, 1994) find that competitive interference ef ...
CEOs With Marketing Backgrounds: When Are They Appointed And
... We use the extent to which a firm pursues a differentiation strategy (its differentiation
emphasis) as an indicator of the importance of marketing to its overall strategy. We expect that
an executive with a marketing background is more likely to be appointed CEO when a firm’s
strategy places a grea ...
Study on Adoption of E-commerce in SMEs
... only on a few people, which leads to a high identification with the business, a stable culture, and high
commitment. Due to their relatively small size, simple product range and less market share, they are
faced with problems such as the lack of human and financial resources leading to that SMEs ten ...
an empirical investigation of entrepreneurial marketing dimensions
... Marketing as practiced by firms today has significantly evolved during the past four decades. Once thought to be
an act of selling and advertising, marketing has been pushed into this new direction by shifts in various elements
(Day and Montgomery, 1999). Today, marketing is no longer seen as a func ...
Click here for PDF - University Blog Service
... Academic studies offer a generally positive portrait of the effect of customer relationship management (CRM) on
firm performance, but practitioners question its value. The authors argue that a firm’s strategic commitments may
be an overlooked organizational factor that influences the rewards for a f ...
FREE Sample Here
... 17. A competitive advantage is some unique aspect of a firm’s offering, or of the firm itself, that causes
target customers to patronize the firm rather than its competition.
TOP: AACSB Reflective Thinking
KEY: CB&E Model Strategy
MSC: BLOOMS Level II Comprehension
Marketing of a Legal Firm in Bloemfontein by J.P. OTTO (LLB, LLM
... Strategic marketing, if correctly formulated and applied, could be very beneficial for
both the firm and the clients the firm are rendering services to. Strategic marketing
enables a firm to identify new and current untapped markets which, if entered, will
have the potential to be of value to the fi ...
RELATIONSHIP MARKETING – THEORETICAL CONSIDERATION
... theory, it can be stated that relational marketing is considered a strategic process for the companies
that embrace the marketing vision. The purpose of the relationship marketing strategy is to initiate,
develop and maintain a profitable relationship portfolio for the company.
Perspective of relati ...
FREE Sample Here
... for celebrity endorsements. If endorsements by these athletes create a clear understanding
among consumers of the companies' products in comparison to competing products, they can
help with the firm's __________ strategy.
... The specific marketing strategy in an export venture is influenced by product characteristics (Craig C, Julian, O Cass 2004; Luis Filipe
Leges 2000). Product attributes can affect the positional competitive advantage (Neil A Morgan 2004), which influence export
marketing strategy include cultural- s ...
Marketing: architectural firms
... characteristics—the ideas, values, philosophy, features, and history that make it
unique. The firm’s brand image represents all internal and external assets—the
name, iconography, literature, signs, vehicles, and culture of a firm.” Richard Staub,
a marketing consultant in New York, explains that po ...
An evaluation of divergent perspectives on customer relationship
... right type of relationships can have a substantial positive
impact on corporate profitability. Hence, closely associated
with this view of CRM is the notion that customer relationships should be treated as a portfolio of assets or investments
that need to be actively managed to maximize profitabilit ...
Discussion Papers in Economics Explaining Vertical Integration in
... Most newly approved drugs are awarded a period of marketing exclusivity by the federal government. For example, a drug containing a new chemical entity is usually protected by a patent on the API
as well as by a five-year period of data exclusivity. The term “data” in data exclusivity refers to the
FREE Sample Here
... TOP: AACSB Reflective Thinking | TB&E Model Strategy
3. With hospitals nationwide facing budget cuts and slimmer profit margins, Dekalb County's Medical
Center decided to cash in on one of the most consistently profitable services--delivering babies. It
initiated a three-year project to build a $55 ...
Strategic Planning for Competitive Advantage
... 5. Heinz has announced that they plan to grow the company through an accelerated push into emerging
markets such as China, Indonesia, and India in the next ten years. This is an example of:
a. tactical objectifying
b. contingency plan
c. strategic planning
d. marketing implementation
e. horizon plan ...
The resource-based view (RBV) as a basis for the competitive advantage of a firm lies primarily in the application of a bundle of valuable tangible or intangible resources at the firm's disposal (Mwailu & Mercer, 1983 p142, Wernerfelt, 1984, p172; Rumelt, 1984, p557-558; Penrose, 1959). To transform a short-run competitive advantage into a sustained competitive advantage requires that these resources are heterogeneous in nature and not perfectly mobile (: p105-106; Peteraf, 1993, p180). Effectively, this translates into valuable resources that are neither perfectly imitable nor substitutable without great effort (Barney, 1991;: p117). If these conditions hold, the bundle of resources can sustain the firm's above average returns. The VRIO and VRIN (see below) model also constitutes a part of RBV. There is strong evidence that supports the RBV (Crook, Ketchen, Combs, and Todd, 2008). RBV has been extensively applied in management and marketing (Kozlenkova, Samaha, and Palmatier). Identify the firm’s potential key resources. Evaluate whether these resources fulfill the following criteria (referred to as VRIN): Valuable – A resource must enable a firm to employ a value-creating strategy, by either outperforming its competitors or reduce its own weaknesses (: p99;: p36). Relevant in this perspective is that the transaction costs associated with the investment in the resource cannot be higher than the discounted future rents that flow out of the value-creating strategy (Mahoney and Pandian, 1992, p370; Conner, 1992, p131). Rare – To be of value, a resource must be rare by definition. In a perfectly competitive strategic factor market for a resource, the price of the resource will be a reflection of the expected discounted future above-average returns (Barney, 1986a, p1232-1233; Dierickx and Cool, 1989, p1504;: p100). In-imitable – If a valuable resource is controlled by only one firm it could be a source of a competitive advantage (: p107). This advantage could be sustainable if competitors are not able to duplicate this strategic asset perfectly (Peteraf, 1993, p183; Barney, 1986b, p658). The term isolating mechanism was introduced by Rumelt (1984, p567) to explain why firms might not be able to imitate a resource to the degree that they are able to compete with the firm having the valuable resource (Peteraf, 1993, p182-183; Mahoney and Pandian, 1992, p371). An important underlying factor of inimitability is causal ambiguity, which occurs if the source from which a firm’s competitive advantage stems is unknown (Peteraf, 1993, p182; Lippman and Rumelt, 1982, p420). If the resource in question is knowledge-based or socially complex, causal ambiguity is more likely to occur as these types of resources are more likely to be idiosyncratic to the firm in which it resides (Peteraf, 1993, p183; Mahoney and Pandian, 1992, p365;: p110). Conner and Prahalad go so far as to say knowledge-based resources are “…the essence of the resource-based perspective” (1996, p477). Non-substitutable – Even if a resource is rare, potentially value-creating and imperfectly imitable, an equally important aspect is lack of substitutability (Dierickx and Cool, 1989, p1509;: p111). If competitors are able to counter the firm’s value-creating strategy with a substitute, prices are driven down to the point that the price equals the discounted future rents (Barney, 1986a, p1233; Sheikh, 1991, p137), resulting in zero economic profits. Care for and protect resources that possess these evaluations, because doing so can improve organizational performance (Crook et al., 2008).The VRIN characteristics mentioned are individually necessary, but not sufficient conditions for a sustained competitive advantage (Dierickx and Cool, 1989, p1506; Priem and Butler, 2001a, p25). Within the framework of the resource-based view, the chain is as strong as its weakest link and therefore requires the resource to display each of the four characteristics to be a possible source of a sustainable competitive advantage (: 105-107).