The Future US Business Environment with Strategic Marketing Implications for European Exporters

1989 ◽  
Vol 23 (5) ◽  
pp. 58-74 ◽  
Author(s):  
Syed H. Akhter ◽  
Gene R. Laczniak
Keyword(s):  
Business Environment ◽  
Strategic Marketing ◽  
The Future

scholarly journals ANALISIS PAKAR TERHADAP TINGKAT TURBULENSI LINGKUNGAN ORGANISASI BISNIS TELEKOMUNIKASI SELULAR DI INDONESIA

2017 ◽  
Vol 9 (2) ◽  
Author(s):  
Dwi Idawati ◽  
Arya Hadi Dharmawan ◽  
Sjafri Mangkuprawira
Keyword(s):  
New Technologies ◽  
Secondary Data ◽  
Business Environment ◽  
Telecommunication Industry ◽  
Success Factor ◽  
Mobile Telecommunication ◽  
Corporate Leadership ◽  
The Past ◽  
Turbulent Environments ◽  
The Future

The key challenge for the telecommunication business industry in the global world’s is “assuring competitiveness and profitability” for their companies in turbulent environments. Never in history has the pace of change in the business environment been as rapid as it is now. Recent developments such as the global marketplace, customers’ demands that are differentiated by different buying power and product preferences in this environment, technological leadership is one of the key success factor. New technologies and new industries develop rapidly and customers are prepared to pay for the most newest technology. The company’s strengths and successful strategies of the corporate leadership in the past are likely to remain relevant in the future. The research findings revealed that the turbulent environment level in the mobile telecommunication industry was in the discontinuous –strategic level, where the future is not extension of the past. This environment situation facing by Indonesia’s telecomunication industry need the corporate leadership to challenge the organisation survival. This research is based on the qualitative descriptive method by using data obtained from telecommunication industry experts and secondary data.

scholarly journals Strategi Menyiasati Perubahan Bisnis: Kasus BMT Al-Ittihad

2018 ◽  
Vol 6 (1) ◽  
pp. 52-62
Author(s):  
Nofrizal Nofrizal ◽  
Prama Widayat
Keyword(s):  
Vertical Integration ◽  
Research Method ◽  
Business Environment ◽  
Market Development ◽  
Market Penetration ◽  
Internal Environment ◽  
Horizontal Integration ◽  
Matrix Space ◽  
The Future ◽  
Space Matrix

This research aims to formulate and select BMT Al- Ittihad Rumbai strategy to face the changing of business environment both from internal environment such as organization resources, finance, member and external  business such as competitor, economy, politics and others. This research method used Analysis of EFAS, IFAS, IE Matrix, SWOT-8K Matrix, SPACE Matrix and TWOS Matrix. our hope from this research it can assist BMT Al-Ittihad in formulating and selecting strategies for the sustainability of BMT Al-Ittihad in the future. The sample in this research is manager and leader of BMT Al-Ittihad Rumbai Pekanbaru. The result of this research shows that the position of BMT Al-Ittihad using IE Matrix, SWOT-8K Matrix and SPACE Matrix is in growth position, stabilization and aggressive. The choice of strategy after using TWOS Matrix is market penetration, market development, vertical integration, horizontal integration, and stabilization  

The Strategic Use of Social Media in the Fashion Industry

2018 ◽  
pp. 1209-1233
Author(s):  
Hanna Kontu ◽  
Alessandra Vecchi
Keyword(s):  
Social Media ◽  
New Media ◽  
Business Environment ◽  
Critical Assessment ◽  
Strategic Marketing ◽  
Competitive Advantages ◽  
Fashion Industry ◽  
Research Findings ◽  
Marketing Tool ◽  
Use Of Social Media

The importance of social media is evident as millions of people use it to connect with others, share content, and discuss different topics (Kaplan & Haenlein, 2010; Kim & Ko, 2010). Although it is clear that social media is powerful and ubiquitous, many fashion brands have been reluctant or unable to develop strategies and allocate resources to effectively engage with the new media. The goal of this chapter is to critically review the literature that explicitly addresses the adoption, application, and impact of social media by fashion brands. In particular, the purpose of this chapter is to provide a critical assessment of the adoption of social media amongst three well-established fashion brands in order to identify the importance of social media as a strategic marketing tool and to propose a number of alternative social media strategies for fashion brands. Such a critical assessment is necessary since, as demonstrated by the research findings, implementing these strategies will allow brands not only to survive, but also to create new competitive advantages and thrive in the new global fashion business environment.

Developing the Disruptors

2020 ◽  
pp. 23-40
Keyword(s):  
New Technologies ◽  
Deep Understanding ◽  
Major Change ◽  
Wicked Problems ◽  
Business Environment ◽  
Strategic Process ◽  
The Future ◽  
The Right ◽  
Current Business

Disruptive leaders possess a deep understanding of the nonobvious. Developing solutions with a heightened creativity, solving problems and addressing risks, finding the right tradeoffs, and recognizing the wicked opportunities in the wicked problems, disruptive leaders scan the environment, identify trends, and envision the future. Often, this is done by finding superior solutions, products, and services. However, this is done with a strategic process and plan. In our current business environment, right when we get comfortable, we find ourselves having to adjust to a major change that requires us to shift time, energy, and resources to solve a problem or stay ahead of the market, or change our market. Every change that we encounter creates winners and losers. If we are disruptive in our leadership, these changes can bring about fabulous innovation and create new technologies that benefit humankind. Building a disruptive organization is the best way to thrive. This chapter explores developing the disruptors.

scholarly journals Importance of professional ethics and corporate social responsibility within business studies curriculum within context global economy

2020 ◽  
Vol 74 ◽  
pp. 04004
Author(s):  
Tatjana Daudisa ◽  
Velga Vevere
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Global Economy ◽  
Quantitative Research ◽  
Business Students ◽  
Research Question ◽  
Business Environment ◽  
The Future ◽  
Mba Curriculum ◽  
Corporate Social

Businesses today have to juggle between the need to survive due to increased competition and the pressure to become socially and environmentally responsible business entity. Consistent with the intensification of discussion about the importance of embracing CSR among businesses, the issues now has expanded to the concern over the future of CSR. In view of this, the future of CSR will depend on how the future generations perceive the importance of embracing CSR in business operations. The purpose of the current study is to research the business students’ perception of importance of ethics and corporate social responsibility courses within their curriculum. The quantitative research design is applied in the study – the target group survey using 7-point Likert scale questionnaire, nonprobability purposive sampling (n=131). The research question posed in the current article is the following: Does business students’ attitude towards CSR and ethics depend upon taking these courses as part of BBA and MBA curriculum? The result of the study – the mapping of students perceptions and attitudes towards ethical aspects taught at the university. The practical implications of the current study are of improvement of BBA and MBA curriculum to meet the needs of the 21st century in the globalized business environment.

Cost Engineering for the Future Business Environment

2000 ◽  
Vol 20 (1) ◽  
pp. 83-92
Author(s):  
Brian Hilton ◽  
Andrew Williamson
Keyword(s):  
Business Environment ◽  
Cost Engineering ◽  
The Future ◽  
Future Business

The interaction of strategy and technology in an era of business re-invention

2018 ◽  
Vol 46 (1) ◽  
pp. 10-15 ◽  
Author(s):  
Saul Berman ◽  
Philip Dalzell-Payne
Keyword(s):  
Digital Technology ◽  
Customer Value ◽  
Business Environment ◽  
Strategy Development ◽  
Cognitive Computing ◽  
Content Type ◽  
Extensive Field ◽  
The Future ◽  
Traditional Strategy ◽  
Practical Implications

Purpose The authors extensive field experience and analysis suggests that the traditional strategy approach is increasingly ill equipped for a business environment that is being radically changed by new digital technology. Design/methodology/approach They explore some of the ways in which strategy development approaches need to be revised to remain relevant in the world of artificial intelligence, digital reengineering and cognitive computing. Findings Digital technology is both a means to tactical advantage and the key to transformational strategic opportunities. Practical implications Today’s strategies need to allow companies to proactively discover what is going to drive customer value, and also spontaneously react to changing market conditions. Originality/value Re-conceptualizing the future with advanced digital technologies -- “Digital Reinvention” -- starts with working with customers to anticipate and characterize what, how, when and where they wish to engage in the future.

scholarly journals The strategic marketing planning – General Framework for Customer Segmentation

10.26458/1416 ◽  
2014 ◽  
Vol 14 (1) ◽  
pp. 49
Author(s):  
Alina Elena OPRESCU
Keyword(s):  
Strategic Planning ◽  
General Framework ◽  
Business Environment ◽  
Customer Segmentation ◽  
Strategic Marketing ◽  
Sequential Process ◽  
Marketing Activity ◽  
Strategic Resources ◽  
Marketing Planning ◽  
Customers Segmentation

Any approach that involves the use of strategic resources of an organisation requires a responsible approach, a behaviour that enables it to properly integrate itself into the dynamic of the business environment. This articles addresses in a synthetic manner, the issues of specific integration efforts for customers’ segmentation in the strategic marketing planning. The essential activity for any organisation wishing to optimise its response to the market, the customer segmentation will fully benefit from the framework provided by the strategic marketing planning. Being a sequential process, it not only allows time optimisation of the entire marketing activity but it also leads to accuracy of the strategic planning and its stages.    

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