Institutional Framework for Cross-Border Commodity Trade

2020 ◽  
Vol 9 (3) ◽  
pp. 43-48
Author(s):  
Olesya Doncova ◽  
V. Zas'ko
Keyword(s):  
Success Factors ◽  
Business Models ◽  
Business Processes ◽  
Point Of View ◽  
Global Business ◽  
Commodity Trade ◽  
Key Success Factors ◽  
Cross Border ◽  
Qualified Personnel ◽  
Border Trade

The article analyzes the basic strategies and business models of international commodity trade. The success factors of the organization of an effective system of commodity sales are highlighted: 1) a reliable network of global communication, which is provided by highly qualified personnel; 2) the ability to attract resources in international financial markets; 3) control over the objects of the basic logistics infrastructure of cross-border trade; 4) timely digital transformation of business. The article concludes that the current organizational mechanism for cross-border commodity trade is based on the following key success factors: an effective network of global business contacts, access to Bank financing and risk hedging tools, qualified personnel, and effective digitalization of business processes. The intersection of the competencies that lie in these planes allows us to obtain a stable competitive advantage in the most important commodity markets for the world economy. From a practical point of view, the greatest synergy of the key success factors of cross-border trade is achieved in the main hubs, which is important to take into account when implementing projects to build organizations that are competitive in foreign markets.

scholarly journals Export experience and key success factors in cross-border trade: Evidence from Southern Africa

2017 ◽  
Vol 17 (1) ◽  
Author(s):  
Shepherd Dhliwayo
Keyword(s):  
Financial Management ◽  
Small Firms ◽  
Success Factors ◽  
Southern African Development Community ◽  
Cross Sectional ◽  
African Development ◽  
Key Success Factors ◽  
Cross Border ◽  
Border Trade ◽  
Economic Contribution

Orientation: Cross-border trade (CBT) is an important economic activity that contributes to the development of many economies of the developing world.Research purpose:  The two primary aims of the study were to find out the major factors needed to succeed in cross-border trading and whether the importance of these factors significantly decreased with export experience.Motivation for the study: The economic contribution of cross-border trade (CBT) is often understated. As a result, it does not get the attention it deserves.Research design, approach and method: Data were collected in Gauteng from 146 cross-border traders from 10 Southern African Development Community (SADC) countries. A cross-sectional research design was used.Main findings: The major key success factors were found to be skills/knowledge in; markets and supplies; financial management; and border issues. The importance of these factors was found to not significantly change with levels of export experience.Practical/managerial implications:  Stakeholders should know that small firms of differing export experience require the same interventions to succeed. Interventions should empower traders to better access markets and supplies, improve their financial management skills and ease border constraints.Contribution/value-add: Few studies on cross border trading have been carried out in the Southern African Development Community region. The key success factors and the constraints in this type of trade had not been adequately explored. The economic contribution of CBT, which usually goes unnoticed, was highlighted. Interventions to appropriately address the challenges faced, such as trading legitimacy and border harassment, were suggested.

BUSINESS MODEL AS KEY TO COMMERCIAL SUCCESS

2021 ◽  
Vol 3 (10) ◽  
pp. 97-105
Author(s):  
S. A. Filin ◽  
◽  
K. A. Kholoptseva ◽  
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Processes ◽  
New Products ◽  
Business Development ◽  
Point Of View ◽  
Commercial Success ◽  
Modern Business ◽  
Grouping Study ◽  
Current Stage

The purpose of the article is to propose a recommendation on the formation of a business model effective in modern conditions. Methods of system and factor analysis, economic and mathematical modeling, grouping, study and synthesis of information and assessment were applied. The essence and content of modern business models were analyzed from the point of view of achieving the commercial success of the organization, including using the example of Tinkoff JSC. It was concluded that the success of the organization at the current stage of business development depends on the development and implementation of new products and processes in the production and management of the organization. In the field of management, this idea is manifested in different forms of organizing business processes, for example, in business groups, business models.

E-Marketplace Adoption Success Factors

2011 ◽  
pp. 88-117 ◽  
Author(s):  
Andreja Pucihar ◽  
Mateja Podlogar
Keyword(s):  
Environmental Factors ◽  
Developing Country ◽  
Success Factors ◽  
Business Models ◽  
Business Processes ◽  
Organizational Factors ◽  
Competitive Advantages

This chapter introduces e-marketplace adoption success factors as a challenge and opportunity for a small developing country. The chapter offers insights into e-marketplace definitions with e-marketplaces’ business models and business processes. Further it describes opportunities for, and threats to e-marketplaces’ use. Success factors of e-marketplace adoption are divided into three groups: organizational factors, e-marketplace factors and environmental factors. The authors argue that each of these group influences significantly an organization’s e-readiness for e-marketplace adoption. The importance of each of these factors is described on the basis of the results of research, conducted in 119 large organizations in Slovenia. Furthermore, the authors believe that by understanding these factors, organizations will be able to prepare better for successful e-marketplace adoption and successfully exploit important competitive advantages offered by new e-commerce business models.

Conditions and Key Success Factors for the Management of Communities of Practice

2010 ◽  
pp. 184-207
Author(s):  
Edurne Loyarte ◽  
Olga Rivera
Keyword(s):  
Communities Of Practice ◽  
Social Practice ◽  
Success Factors ◽  
Point Of View ◽  
Competitive Advantages ◽  
Organizational Goals ◽  
Key Success Factors ◽  
Working Environments ◽  
Learning At Work ◽  
Radical Type

Communities of practice (CoPs) have been taken into account by both practitioners and academics during the last ten years. From a strategic point of view, CoPs have shown their importance for the management of organizational knowledge by offering repositories of knowledge, improved capacity of making knowledge actionable and operational (Brown & Duguid, 1998) and by facilitating maintenance, reproduction, and extension of knowledge (Brown and Durguid, 2001). CoPs are also reported to achieve value creation and competitive advantages (Davenport and Prusak, 1998), learning at work (Swan et alt., 2002) that promotes organizational competitiveness (Furlong and Johnson, 2003), innovation, even a radical type (Swan et alt., 2002), responsiveness, improved staff skills and reduced duplication (du Plessis, 2008). This impressive list of achievements is not for free; some authors have pointed out the limits of CoP’s (Duguid, 2005; Roberts, 2006; Amin & Roberts, 2008) from diverse points of view, including diversity of working environments, size, spatial or relational proximity, but mainly emphasizing the specificity of CoPs as a social practice paradigm, as it was defined by Wenger (1999, 2000) credited as the “inventor” of the term “CoP” (Lave and Wenger, 1991). This chapter focuses on the consideration of CoPs as an organizational reality than can be managed (Thompson, 2005), the contradictions that the idea of managing them generates, and how these controversial points can be overcome in a sound and honest way. To do so, we review different cases of CoP’s within organizations intended for the managerial team to achieve important organizational goals. Our analysis provides: (a) a reflection regarding the Key Success Factors in the process of integrating communities of practice, (b) insight to the structure of a model of cultivation, intended as a guideline for new experiences in this area, and (c) an informative account of this model’s adaptation to the studied organizations.

Conditions and Key Success Factors for the Management of Communities of Practice

2010 ◽  
pp. 18-41 ◽  
Author(s):  
Edurne Loyarte ◽  
Olga Rivera
Keyword(s):  
Communities Of Practice ◽  
Social Practice ◽  
Success Factors ◽  
Point Of View ◽  
Competitive Advantages ◽  
Organizational Goals ◽  
Key Success Factors ◽  
Working Environments ◽  
Learning At Work ◽  
Radical Type

Communities of practice (CoPs) have been taken into account by both practitioners and academics during the last ten years. From a strategic point of view, CoPs have shown their importance for the management of organizational knowledge by offering repositories of knowledge, improved capacity of making knowledge actionable and operational (Brown & Duguid, 1998) and by facilitating maintenance, reproduction, and extension of knowledge (Brown and Durguid, 2001). CoPs are also reported to achieve value creation and competitive advantages (Davenport and Prusak, 1998), learning at work (Swan et alt., 2002) that promotes organizational competitiveness (Furlong and Johnson, 2003), innovation, even a radical type (Swan et alt., 2002), responsiveness, improved staff skills and reduced duplication (du Plessis, 2008). This impressive list of achievements is not for free; some authors have pointed out the limits of CoP’s (Duguid, 2005; Roberts, 2006; Amin & Roberts, 2008) from diverse points of view, including diversity of working environments, size, spatial or relational proximity, but mainly emphasizing the specificity of CoPs as a social practice paradigm, as it was defined by Wenger (1999, 2000) credited as the “inventor” of the term “CoP” (Lave and Wenger, 1991). This chapter focuses on the consideration of CoPs as an organizational reality than can be managed (Thompson, 2005), the contradictions that the idea of managing them generates, and how these controversial points can be overcome in a sound and honest way. To do so, we review different cases of CoP’s within organizations intended for the managerial team to achieve important organizational goals. Our analysis provides: (a) a reflection regarding the Key Success Factors in the process of integrating communities of practice, (b) insight to the structure of a model of cultivation, intended as a guideline for new experiences in this area, and (c) an informative account of this model’s adaptation to the studied organizations.

scholarly journals Cross-Border Open Innovation of Early Stage Tech Incubation: A Case Study of FORGE, the First UK-China Accelerator Program

2018 ◽  
Vol 4 (3) ◽  
pp. 37 ◽  
Author(s):  
Yunming Shao ◽  
Lei Shi
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
Early Stage ◽  
Target Market ◽  
Policy Makers ◽  
Cross Border ◽  
The United Kingdom ◽  
Border Trade

This paper is a case study of FORGE, the first UK-China cross border accelerator program, conducted in the context of TusPark Newcastle, an overseas innovation center by TUS Holdings in the United Kingdom. It engages with current research that examines the role of trust, particularly in the area of cross-border trade. We suggest that this is especially pertinent for early stage technology companies, since in many cases, their products, business models and even founder reputations, are more unformed. We also look at the topic of cross-border incubation, particularly with China as the target market, and provide new insights for understanding the channels and barriers for international commercialization in China for early stage tech startups. Finally, we provide some suggestions for policy-makers on both sides to better coordinate efforts to increase innovation relationships like FORGE.

scholarly journals Transformation of Value in Innovative Business Models: The Case of Pharmaceutical Market

2021 ◽  
Vol 15 (3) ◽  
pp. 52-65
Author(s):  
Denis Klimanov ◽  
◽  
Olga Tretyak ◽  
Uri Goren ◽  
Timothy White ◽  
...  
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
Success Factors ◽  
Business Models ◽  
Digital Transformation ◽  
Pharmaceutical Market ◽  
Technological Innovations ◽  
Key Success Factors ◽  
The World ◽  
A Company

Creating and developing innovative business models (BM) is currently one of the key success factors for contemporary business. Rapid complex changes in the world reemphasize the need to better understand how BM can be successfully innovated in different markets. The digital component of BM innovation comes under a special spotlight, using the example of a company within the pharmaceutical industry. In particular, this study demonstrates how BM innovation can be developed and implemented in practice within the pharmaceutical market, which accelerates its digital transformation to increase the value it brings to the healthcare systems around the world while sustaining the ongoing crisis. In order to do that, the current paper offers a framework for BM innovation that defines BM elements, BM innovation aspects, and BM innovation logic. The study covers six markets that represent different value creation systems and mechanisms. This paper demonstrates how technological innovations can be activated using managerial tools and insights and also how they can be combined into the holistic system based on the needs of the key value chain actors.

scholarly journals THE TRANSFORMATION OF BUSINESS PROCESSES IN CONDITIONS OF DIGITALIZATION OF ECONOMIC SYSTEMS

2021 ◽  
Vol 3 (27) ◽  
pp. 14-21
Author(s):  
Tetiana Gorokhova
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Point Of View ◽  
Economic Effects ◽  
Economic Systems ◽  
Management Process ◽  
Business Transformation ◽  
Methods And Techniques

The article considers to the aspects of identifying key directions that determine the successful functioning of an organization in the context of the digital economy development. The key areas of business transformation have been identified, allowing flexible restructuring of the company management process. Methods and techniques for assessing digital transformation in organizations that are tested for both quantitative and qualitative indicators have been considered. It has been proven that considering digital transformation is advisable not only in the context of studying business models in the development of digital technologies, but also from the point of view of what economic effects are achieved through digital transformation and how justified it.

DIGITAL ECOSYSTEMS AS A TOOL FOR CONTROLLING CONSUMER BEHAVIOR

2021 ◽  
pp. 19-33
Author(s):  
Olesya S. Bogdanova ◽  
◽  
Anna G. Golova ◽  
Keyword(s):  
Mobile Communications ◽  
Business Models ◽  
Business Processes ◽  
Point Of View ◽  
Annual Reports ◽  
Press Releases ◽  
Russian Market ◽  
Social Risks ◽  
First Time ◽  
The Internet Of Things

The work considers the concept of the ecosystem from the point of view of business processes and aggregation of digital resources. It defines the ecosystem characteristics which distinguish it from other models of management, indicating its advantages over them. The specifics of the Russian digital market is noted, the features of the approaches of the main players to forming the ecosystems and ways of cooperating with the consumer are analyzed. A concept of the ecosystem competition is indicated. The authors propose the forecast for the development of the ecosystems of the Russian market in the foreseeable future indicating possible prospects. The study is based as on the foreign statistics, studies of international institutions and the data of Russian business aggregators, annual reports of chapters of companies, their positions stated in official press releases. The ecosystem is considered both from the point of view of a business and a person. There is also a consideration of innovations in interfacing the Internet of Things (IoT), financial-technical and mobile communications. For the first time, the article introduces the concept of “consumer capital”, as well as the management and social risks in the acceleration of such business models.

Critical Success Factors for Data Governance of Cross-border e-Trade Data Among ASEAN Member States

2021 ◽  
pp. 263168462098565
Author(s):  
Craig Allen McGee Jones
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Data Governance ◽  
Cross Border ◽  
Critical Success ◽  
Asean Member ◽  
Trading Bloc ◽  
Border Trade ◽  
Trading Partners ◽  
Digital Landscape

Global trading partners continue to adopt increasingly more multilateral and regional trade agreements amidst an overwhelmingly paperless and digital landscape. This can create useful trade alliances and increased efficiencies of digitization, but world trade is still plagued by the near absence of a uniform, harmonised customs and clearance protocol systems which trading partners accept and adhere to. Historically, customs forms and documentation requirements all differ from one nation to the next, and from one trading bloc to another. Un-uniformity in this area thwarts swift and cost-saving exchange of goods. The EU, North America and the northern Asian nations of Japan, China and South Korea have created various constructs to rectify digital trade dissonance. Southeast Asia famously began construction of the ASW (ASEAN Single Window), a single portal protocol intended to harmonise digital trading throughout the process from origin to destination, and its various successes and continuing challenges will be explored in this article. This research article focuses on and explores critical success factors for better governance of cross-border trade in the ASEAN region by conducting a systematic literature review of data governance related to electronic data exchanges by cross-border trading partners. This study uses a realistic approach while attempting to provide a clear view of the overarching picture of the trade world’s digital exchange challenges.

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