Forty Years of AlMansoori Focused Workforce Engagement. A Catalyst for Customer Value, International Growth, Profitability with Happy Clients and Happy Employees!

The Wal-Mart Corporation is one of those companies that have been impacted by change at all levels as they conduct business and expand their operations throughout the globe. Wal-Mart has also greatly benefited from deeply-held universal values, philosophies, and management practices which have made them successful in diverse countries. In a short span of about forty years, this company has become the envy of any and every major corporation in the world. This case presents how Wal-Mart has achieved this enormous success, its best practice in the global retail industry, international growth trends and challenges, and various lessons that have been learned from their expansion in foreign countries. The case focuses on customer value delivery related to low prices, use of technology, and an organizational culture passionate on continuous learning.

Download Full-text

ABBYY: the digitization of language and text

Emerald Emerging Markets Case Studies ◽

10.1108/eemcs-03-2017-0035 ◽

2018 ◽

Vol 8 (2) ◽

pp. 1-26

Author(s):

Andrey Shapenko ◽

Vladimir Korovkin ◽

Benoit Leleux

Keyword(s):

Customer Value ◽

Innovation Management ◽

Emerging Market ◽

Subject Area ◽

Global Market ◽

Growth Strategy ◽

Content Type ◽

B2b Marketing ◽

International Growth ◽

Key Issues

Subject area Entrepreneurship, Innovation Management, Bringing Technology to Market, International Growth Strategy from Emerging Markets, Russia, B2B Marketing. Study level/applicability MBA and executive education programs, technology management programs and electives. Case overview The case investigates the 20-years growth story of ABBYY, one of the most successful Russian technological companies in a global market. It covers the company’s roots, development of unique technology, evolution of products, market development and globalization and discusses a strategic threat from Google Translate to the company’s sustainable position and its business model. Expected learning outcomes The expected learning outcome is to discuss the key issues associated with establishing, growing and globalizing technology-driven business in an emerging market: bringing technology to market, defining customer value proposition, entering overseas markets from Russia, building partnerships, developing organizational structure to fit growth, financing rapid growth and solving “Innovator’s Dilemma”. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

Download Full-text

How do mature born globals create customer value to achieve international growth?

International Marketing Review ◽

10.1108/imr-11-2018-0340 ◽

2020 ◽

Vol 37 (2) ◽

pp. 185-211 ◽

Cited By ~ 3

Author(s):

Svante Andersson ◽

Gabriel Baffour Awuah ◽

Ulf Aagerup ◽

Ingemar Wictor

Keyword(s):

Customer Value ◽

Economies Of Scale ◽

Personal Selling ◽

Secondary Data ◽

Born Global ◽

Born Globals ◽

Content Type ◽

International Growth ◽

Early Stages ◽

Born Global Firms

PurposeThis study aims to investigate how mature born global firms create value for customers to achieve continued international growth.Design/methodology/approachThe study employs a case study approach to investigate the under-researched area of how mature born globals create value for customers and, by doing so, contribute to their continued international growth. This in-depth examination of how three born globals developed over time uses interviews, observation and secondary data.FindingsThe findings indicate that the entrepreneurs of born global firms, that continued to grow, created a culture in the early stages that supported value creation for foreign customers. These firms have built a competitive position by developing international niche products. They have also implemented a combination of proactive and reactive market orientation to facilitate the creation and delivery of value to customers. To maintain growth, they further invest the revenues earned on additional international marketing activities and continuously enhance their focal products.Research limitations/implicationsThe study relies on three cases. We therefore recommend that future studies extend the scope of the research to several companies in various industries and countries, in which the theoretical arguments can be applied. In addition, further studies that test the propositions developed in this study, in different contexts, are highly recommended.Practical implicationsTo gain international growth, managers should create an organizational culture that facilitates satisfying international customer needs. Firms should continuously invest in sales and market development (e.g. social media marketing, personal selling) and undertake technology development of niche rather than new products. To achieve international growth, managers need to standardize part of the offer to achieve economies of scale and adapt the other part to international customers' needs.Originality/valueResearch on born globals has focused on the early stages of their internationalization processes, while largely neglecting the later stages (mature born globals) or the factors that lead to continued international growth. To address this gap, this study explores what happens when born globals ‘grow up’. This study contributes to the literature by capturing the factors and processes underlying how mature born globals create value for customers, for international growth. In particular, the study shows that the culture and strategies developed in the born globals' early stages also lead to international growth in later stages. The mature born globals have also invested in niche products, brand building, and effective market channels and adopted a combination of proactive and reactive market orientations.

Download Full-text

KONFIRMASI LIMA FAKTOR YANG MEMPENGARUHI KEPUASAN PESERTA PEKERJA BUKAN PENERIMA UPAH (PBPU) BPJS KESEHATAN

Jurnal Ilmiah Kesehatan ◽

10.33221/jikes.v18i2.215 ◽

2019 ◽

Vol 18 (2) ◽

pp. 64-74

Author(s):

Maya Fitri Nuraeni

Keyword(s):

Customer Value ◽

Customer Engagement ◽

Cross Sectional ◽

Customer Relation Management

Kepuasan pelanggan merupakan suatu pemenuhan harapan pelanggan yang dirasakan sesuai dengan ekspektasi yang diharapkan. Tujuan penelitian Mengetahui pengaruh langsung dan tidak langsung serta besaranya antara faktor Customer Relation Management (CRM), Customer Engagement, Kualitas Layanan, Trust dan Costumer value Terhadap Kepuasan Peserta PBPU BPJS Kesehatan KC Depok Tahun 2018. Desain penelitian cross sectional. Populasi penelitian keseluruhan peserta di BPJS Kesehatan KC Depok. jumlah sampel dalam penelitian ini adalah smpel 130 peserta PBPU yang berkunjung ke KC Depok. Metode analisis menggunakan SmartPLS 2.0 dan SPSS 16. Hasil penelitian menunjukkan variabel CRM 24,58%, Customer Engagement 19,50 %. Kualitas Layanan 11,93%, Trust 14,36%,Costumer value 6,13%. pengaruh langsung CRM terhadap Customer Engagement 49,96%, CRM terhadap kualitas layanan 66,42%, CRM terhadap Trust 4,38%, CRM terhadap customer value 30,80%, Customer Engagement terhadap kualitas layanan 4,58% Customer Engagement terhadap Trust 15,21%, Customer Engagement terhadap customer value 16,77 Kualitas Layanan terhadap Trust 30,66%, Kualitas Layanan terhadap customer value 11,01%, Trust terhadap customer value 14,54%. Dengan demikian dapat ditarik kesimpulan bahwa paling mempengaruhi Kepuasan Peserta PBPU BPJS Kesehatan KC Depok, dikarenakan CRM merupakan keseluruhan proses membangun dan memelihara hubungan peserta khususnya PBPU dengan BPJS kesehatan yang akan meminimalisir penurunan kualiatas pelayanan sehingga dapat meningkatkan pelayanan yang lebih baik. BPJS Kesehatan KC Depok diharapkan dapat memberikan pelayanan terbaik bagi npeserta sesuai dengan nilai dasar untuk tercapainya kepuasan pelanggan.

Download Full-text