scholarly journals Neuromarketing: gestión de ventas de las empresas comercializadoras de vestido / Neuromarketing: sales management marketing companies of dresses

Ciencia Unemi ◽  
2015 ◽  
Vol 8 (15) ◽  
pp. 32
Author(s):  
Freddy Tejada Escobar ◽  
Ligia Fajardo Vaca ◽  
Carlos Vasquez Fajardo
Keyword(s):  
Competitive Advantage ◽  
Sales Management ◽  
Marketing Strategies ◽  
Promising Technique ◽  
Potential Customer ◽  
Industrial Sectors ◽  
Different Seasons

Las comercializadoras de vestidos tienen una competencia cada vez más agresiva debido a las modas que se dan en las diferentes temporadas del año, lo cual hace trascendente que para obtener una ventaja competitiva en la gestión de ventas se fortalezcan, dado el conocimiento del saber lo que desea el consumidor y/o el potencial cliente para su satisfacción, así como también deben estar enfocadas en estrategias y técnicas de marketing, apoyadas a través de campañas publicitarias, promociones que se ofertan. Las nuevas tendencias en el marketing moderno, dan lugar a una acertada mezcla de la psicología y la mercadotecnia, con la finalidad de conocer oportunamente lo que piensan los consumidores y/o clientes. Dentro de este contexto se combinan las neurociencias y el marketing, dejando como resultado el uso del neuromarketing que es una técnica muy prometedora para el incremento de ventas y la rentabilidad. El presente artículo pretende dar a conocer los beneficios que ofrece el neuromarketing, y como se los puede aplicar con facilidad. Esta investigación se realizó en locales y establecimientos comerciales dedicados a la venta de prendas de vestir dentro de los centros comerciales o sectores comerciales de mayor afluencia en las ciudades de Guayaquil, La Libertad y Milagro, Ecuador. AbstractThe trading of dresses has an increasingly aggressive competition due to trends that occur in the different seasons of the year. Which makes transcendent that to gain a competitive advantage in sales management will be strengthened, given the knowledge of knowing what the consumer wants and / or a potential customer for your satisfaction and should also be focused on marketing strategies and techniques, supported by advertising, promotions that are offered. New trends in modern marketing, leading to a successful blend of psychology and marketing, to make known what the consumers. Neuroscience and commercialization are combined. As a result, the use of neuromarketing is a very promising technique for increasing sales and profitability. This article seeks to highlight the benefits of neuromarketing, and how they can be applied quickly. This research conducted at local and commercial establishments dedicated to the sale of clothing in malls or industrial sectors busiest in the cities of Guayaquil, La Libertad and Milagro, Ecuador.

Interfacing with Diaspora/Ethnic Entrepreneurship

2017 ◽  
pp. 173-187
Author(s):  
Jummy Okoya
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Marketing Strategies ◽  
Successful Outcome ◽  
Firm Organization ◽  
Theory Of Practice ◽  
Industrial Sectors ◽  
Management Roles ◽  
The Uk ◽  
Ethnic Businesses

The chapter deals with the issue of diversity in society and changing markets combined with matters dealing with marketing strategies. The increasing diversity of the UK's ethnic population suggests that firms/organizations have a need to pay closer attention to the needs of different ethnic groups in order to generate value and competitive advantage in the marketplace. One way of understanding those needs involves, not only hiring competent ethnic personnel but allowing them to play substantive strategic management roles in the firm/organization. The paper highlights the opportunities and challenges of an ethnically heterogeneous workplace through illustrations in four industrial sectors in the UK. Consequently, a theory of practice is formulated for a successful outcome of, not only diaspora/ethnic businesses but other non-ethnic and large firms/organizations.

FACTORS AFFECTING THE COMPETITIVE ADVANTAGES OF CITIMART

2014 ◽  
Vol 1 (4) ◽  
pp. 133-148
Author(s):  
Dr. Pham Hung Cuong ◽  
◽  
Nguyen Van Ngan ◽  
Keyword(s):  
Competitive Advantage ◽  
Market Economy ◽  
World Market ◽  
Marketing Strategies ◽  
High Rate ◽  
Business Strategies ◽  
Living Standard ◽  
Competitive Advantages ◽  
Factors Affecting ◽  
Fast Development

According to Porter (1985), in the market of competition, competitive advantage lies in the center of business activities of an enterprise. For this reason, one of the most important factors for any kind of business is to build or construct a good and stable competitive advantage. The wealth of a company cannot be durable if the company does not maintain its competitive advantage. Improving the competitive advantage is one of the first and foremost concerns of every business. In the process of integration, all economies have to try their best to fully compete with each other to gain the best. Among the economy sectors, the retail enterprises are of those who have to apply marketing strategies to strengthen their competitive advantage. With good and suitable marketing strategies, businesses can increase the number of their customer, have goods and products attractive to consumers and finally gain the expected profits. In Vietnam, the market economy started at the end of 1986, much later than the world market economy, so the application of competitive advantages from the macro level to micro level (here the enterprise level) has been slow. For the sector of retailing, especially supermarket retailing, the market scale of Vietnam is much smaller than that of other markets in the region. However, there are basic factors for a fast development in Vietnam such as: big population with the kind of young population, high rate of economic growth rate and non-stop improved living standard. That is the fact that the potential for retailing development in Vietnam is not small and supermarket business in the future is big. In Vietnam, especially in Ho Chi Minh market, there are quite a lot of supermarket chains which are in operation nowadays such as Co-op mart, Citimart, Maximart, B-smart, Shop&Go and so on? These supermarkets are trying their best to gain more customers. For this purpose, the researcher chose Citimart as a case study in this research. Citimart is one of most favorable supermarket in Ho Chi Minh. In this thesis, the researcher studies the factors affecting the competitive advantage of Citimart, and then find out the solutions for the policy makers to have good business strategies of Citimart.

scholarly journals Strategies of Green Marketing as tool of Competitive Advantage

2019 ◽  
Vol 7 (2) ◽  
pp. 257-265
Author(s):  
Arslan Afzal Ansari ◽  
Muhammad Waqas Ameer ◽  
Lubna Tabbassum
Keyword(s):  
Competitive Advantage ◽  
Marketing Strategy ◽  
Great Increase ◽  
Marketing Strategies ◽  
Green Marketing ◽  
Basic Tool ◽  
The Impact

This paper aims to find out the impact of green marketing strategies as tool of competitive advance for the firm. Green marketing is a basic tool and marketing strategy to get competitive advantage on other firms in the market. The firms which are going green are enjoying high returns and a great increase in their profits. Moreover these firms also have competitive advantage on other firms in the market.

Sustainability for SMEs

2013 ◽  
pp. 133-149
Author(s):  
Kaushik V. Pandya
Keyword(s):  
Private Sector ◽  
Competitive Advantage ◽  
Performance Indicators ◽  
Organization Of Work ◽  
The Past ◽  
Industrial Sectors ◽  
Private Organizations ◽  
Current Economic Climate ◽  
Economic Climate ◽  
Potential Benefits

In the past decade, or so, sustainability has become important for businesses. It is not just the preserve of the private sector anymore. Sustainability has been followed by organizations in all industrial sectors. This is not because it is a buzzword, but because it offers genuine competitive advantage to private organizations and green credentials to other. This is true especially to SMEs where, in the current economic climate, their survival relies on any advantage they get, no matter how small. In this chapter on sustainability, various definitions are offered. A discussion is undertaken on the consequences of not considering sustainability as part of strategy and/or operations in an SME. These are not just green, but extended to economic as well. It is proposed that sustainability be part of SME’s strategy, with details of potential benefits. A discussion on the performance indicators for the implementation is shown. It is considered that an agent would be most appropriate to lead the implementation as s/he would be ideal in considering the stake holders requirements. In the chapter, regular questions enable the readers to link the issues in the paper to their organization of work or an organization they are familiar with.

Customer Centric Marketing Strategies

2015 ◽  
pp. 666-708
Author(s):  
Elsa Serpico ◽  
Barbara Aquilani ◽  
Alessandro Ruggieri ◽  
Cecilia Silvestri
Keyword(s):  
Customer Satisfaction ◽  
Competitive Advantage ◽  
Theoretical Framework ◽  
Marketing Strategies ◽  
Joint Effects ◽  
Online Environments ◽  
Tools And Methods ◽  
Strong Relationships

Building strong relationships with customers has become strategic for firms wishing to sustain their competitive advantage. In order to reach this goal, it is fundamental to continuously work towards an even higher experienced customer satisfaction. Thus, the aim of this chapter is: (a) to review customer satisfaction studies in both offline and online environments, (b) to analyze tools and methods already used to measure it, and (c) to propose a new, comprehensive, and complete theoretical framework that helps evaluate e-customer satisfaction. The last point represents a prerequisite to reach a best and exhaustive understanding of e-customer satisfaction, able to take into account the joint effects of its different antecedents and clearly suggest how to design and shape a website in order to generate an even higher overall customer satisfaction online.

Using Social Media Marketing for Competitive Advantage

2016 ◽  
pp. 201-218
Author(s):  
Amir Manzoor
Keyword(s):  
Social Media ◽  
Competitive Advantage ◽  
Marketing Strategy ◽  
Marketing Strategies ◽  
Customer Relationships ◽  
Social Media Marketing ◽  
The Social ◽  
Social Media Tools ◽  
Use Of Social Media

Social media provides companies innovative ways to market their products and services to their customers. The social media tools, such as Facebook, provides new ways to reach customers. With increasing number of people being connected to social media, businesses of all types are targeting social media as a new platform to reach their customers and strengthen customer relationships. Still, many companies are unsure as to how they can use social media for their advantage. There is lack of resources and fear of failure that hold many companies back from using social media in their marketing campaigns. Companies need a set of guidelines to understand how they can develop long-term, successful marketing strategies that involve social media as a significant component. This chapter analyzes use of social media marketing to suggest some ways companies can use social media to generate value both for them and their customers. This chapter also discusses how companies can develop a social media marketing strategy.

scholarly journals Gender and Comparative Advantage: Feminist–Heterodox Theorizing about Globalization

Economies ◽  
2019 ◽  
Vol 7 (2) ◽  
pp. 35
Author(s):  
Shaianne T. Osterreich
Keyword(s):  
Competitive Advantage ◽  
Gender Equity ◽  
Comparative Advantage ◽  
Value Chain ◽  
Manufacturing Sector ◽  
Empirical Work ◽  
Value Chain Analysis ◽  
Trade Patterns ◽  
Industrial Sectors ◽  
The Impact

Heterodox feminist scholars have argued that global trade patterns reflect patterns of competitive advantage—rather than comparative advantage—and that that competitive advantage is gendered. Further, they have suggested that we need more theoretical and empirical scholarship in this area. This paper assesses the state of the literature against this call to action for more feminist–heterodox work on trade, with an emphasis on the manufacturing sector. New strands on the impact of gender on global production have been developed, including (a) integrating gender relations into global value chain analysis, (b) empirical work examining possible trends in the de-feminization of industrial sectors with technological upgrading, and (c) conceptual and empirical work on the interplay between gender, social provisioning, informal work, and the informalization of formal work. The first two strands, although well developed, would benefit from more research that is better integrated with the third strand. Further, this whole range of scholarly work needs to contend more broadly with the causes and effects of persistent gender-based occupational segregation, which underpins all three strands of work. A lot of excellent work has been done, and yet, more scholarship is needed to best understand the extent to which employment in industrial exports can function as a means to gender equity, empowerment, and mobility.

Beyond first or late mover advantages: timed mover advantage

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Frank Tian Xie ◽  
Naveen Donthu ◽  
Wesley J. Johnston
Keyword(s):  
Competitive Advantage ◽  
Marketing Strategy ◽  
Market Performance ◽  
Product Market ◽  
Marketing Strategies ◽  
Content Type ◽  
First Mover Advantage ◽  
The Relationship ◽  
First Mover ◽  
Late Movers

Purpose This paper aims to present a new framework that describes the relationship among market entry order and timing, the advantages accruing to first-movers and late-movers, entry timing premium (ETP), marketing strategy and enduring market performance of the firms. The framework, empirically tested using data from 241 business executives, expands extant research into new territory beyond first- and late-mover advantages in an attempt to reconcile a few streams of research in the area and provides an entry related, strategic assessment tool (ETP) for the managers. Contribution to marketing strategy theory and managerial implications are also presented. Design/methodology/approach Participants included informants in a firm’s strategic business unit who were the most familiar with a new product’s commercial launch, market condition at launch, competitor offerings, marketing activities and capabilities and eventual integration into or withdrawal from the product’s portfolio. Therefore, for the survey, the study targeted chief executive officers, vice presidents of marketing or sales, product or sales managers, general managers and regional managers. Both preference bias (Narus, 1984) and survivor biases among the respondents were addressed. Findings The research result of this study reveals two very significant aspects of marketing and marketing strategies. First, the importance of financial, pricing and cost strategies further attests to the fiercely competitive nature of the global market today and the tendency for firms to commoditize most products and services. An effective financial and pricing strategy, coupled with a higher level of ETP, is capable of leading a firm to initial market success in the product-market in which it competes. Both ETP (a positional advantage and resource of the firm) and financial and pricing strategies (a deliberate strategic decision of the management) are important to achieve this goal. Research limitations/implications This study is limited in several ways. The effects of entry order and timing on market performance could be dependent on the types of industries and types of product categories involved. However, as the hypotheses were well supported, the “industry specific” factors would provide “fine-tuning” in the future study. Second, the nature of the product (goods or services) may also present varying effects on the relationship studied (for differences between manufacturing and service firms in pioneering advantages, see Song et al., 1999). Services’ intangible nature, difficulty in protecting property rights, high involvement of boundary-spanning employees and customers, high reliance on delivery and quality, and ease of imitation may alter the proposed relationships in the model and the moderating effects. Third, although this study used a “retrospective” protocol approach in the data collection by encouraging respondents to recall market, product and business information, this study is not longitudinal. Lack of longitudinal data in any study involving strategic planning, strategy execution and the long-term effects is no doubt a weakness. In addition, due to peculiarity and complexity with regard to regulation and other aspects in pharmaceutical and other industries, the theory might be limited to a certain extent. Practical implications In all, the integrated framework contributes to the understanding of the intricate issues surrounding first-mover advantage, late-mover advantage, entry order and timing and the role of marketing strategy. The framework provides practitioners guidance as to when to enter a product-market to gain advantageous positions and how to maintain that advantage. Firms that use a deliberate late-mover strategy could also benefit from the research finding in mapping out their strategic courses of action. Originality/value This study believes that the halo effect surrounding first-mover advantage may have obscured the visions of some researchers and managers, and the pursuit of a silver bullet has led to frenzied interests in becoming a “first-mover” or a deliberate “late-mover”. The theoretical framework, which is substantiated by empirical testing, invalidates the long-held claim that entry of a particular kind (first-movers or late-movers) yields any unique competitive advantage. It is a firms’ careful selection of marketing strategies and careful execution of the strategies through effective operational tactics that would lead to enduring competitive advantage, under an adequate level of ETP.

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