scholarly journals The Peculiarities of Sales Management in Business Organizations of Various Industries

2020 ◽  
Vol 9 (512) ◽  
pp. 276-283
Author(s):  
V. O. Danyliuk ◽  
◽  
D. R. Dashkevych ◽  
Keyword(s):  
Service Sector ◽  
Sales Management ◽  
General Strategy ◽  
Business Organization ◽  
Business Organizations ◽  
Light Industry ◽  
Organization Management ◽  
Sales Incentives ◽  
Effective Organization ◽  
The Cost

The article is aimed at distinguish the peculiarities of the process of management of sales activities of business organizations working in agriculture, processing industry, engineering, trade, light industry and service sector, and identifying specific aspects arising at the junction of sales management and other functional spheres of business organization management. A number of universal principles for any business organization that should be taken into account in the process of forming a general strategy and planning and implementing sales management is provided. Specific features of construction of channels for distribution of finished products in business organizations of different activities are analyzed. The main aspects of interaction of business organizations with other subjects of sales activity are considered and recommendations on its more effective organization are made. It is defined that the main methods of product promotion to achieve the goals of the sales subsystem in the process of sales management are: advertising, sales incentives and personal sales. The main differences in the work of the sales subsystem of business organizations of different industries are identified and the peculiarities of sales management are singled out. It is shown that a feature of sales activities of business organizations in the service sector is the use of a zero sales channel, but for the vast majority of engineering business organizations it is important to operate a «marketing center» organized on a functional principle, the purpose of which is to interact with all departments of the business organization, and for industrial business organizations in which the supply of products to the place of sale depends on the location of production, it is crucial to comply with such conditions as achieving maximum satisfaction of the consumers’ needs and optimizing the cost of supplying products.

scholarly journals ADAPTED CONFLICT RESOLUTION MODEL IN BUSINESS ORGANIZATIONS

2019 ◽  
Vol 17 (Suppl.1) ◽  
pp. 548-554
Author(s):  
Ivaylo Ivanov
Keyword(s):  
Conflict Resolution ◽  
Conflict Theory ◽  
Business Organization ◽  
Business Organizations ◽  
Management Activity ◽  
Organization Management ◽  
Scientific Discussion ◽  
Priority Task ◽  
Resolution Model ◽  
Modern Business

The success of any modern business organization increasingly depends on its ability to manage and resolve conflicts. The development and implementation of an adequate conflict management technology in business becomes a priority task for Bulgarian business organizations. Conflict resolution, as part of the overall process of Business organization management, is a key driver for efficiency gains. The present paper provides an adapted model for conflict resolution in business organizations as a whole. The aim of the paper is to provoke a scientific discussion of the problem presented here. Such kind of development would provoke a scientific search for other, more efficient ways of putting existing conflict theory and methodology into practice. The development of this specific management activity is on the agenda for both scientists and practitioners. The cooperation between them is crucial for the development and implementation of adequate best practices in this area of study.

BUSINESS ANALYSIS: TRENDS AND IMPORTANCE

2020 ◽  
Author(s):  
Валентина Владимировна Ермолаева ◽  
Вероника Евгеньевна Балашова
Keyword(s):  
Business Intelligence ◽  
Organization Management ◽  
Business Analysis ◽  
Effective Organization

Проанализированы тенденции бизнес-аналитики в условиях развития цифровизации. Рассмотрены основные поставщики и потребители на рынке бизнес-аналитики. Обоснована важность применения инструментов бизнес-аналитики для эффективного управления организацией. The trends of Business Analysis during digitalization were analyzed. The main suppliers and consumers of the Business Intelligence market were considered. The importance of using Business Intelligence tools for effective organization management was proved.

scholarly journals Creativity Management way to Enhance Competitiveness in Business Organizations

2017 ◽  
Vol 1 (2) ◽  
pp. 493-510
Author(s):  
Farman Jarad Mjazab
Keyword(s):  
Analytical Approach ◽  
Market Value ◽  
Competitive Environment ◽  
Business Organizations ◽  
Data Collection And Analysis ◽  
Questionnaire Administration ◽  
Pressure Variable ◽  
Strategic Goals ◽  
New Variables ◽  
The Cost

The organization business activities and functions in an environment characterized by change . accelerated unitcompetition calculation of new variables contently that would require you to find sources willing to support the directions of the administration , in achieving the strategic goals the organization . the creative management one of the elements of alts and column roller bearings which contributes to meet the changing needs of customers as well as strengthening the profitability of the organization and improve its position among competitors. I,ve become the need of the organization innovation is an important lite system seeking to maintain its viability in a competitive environment the intensified competition between brooucts whenever doubled the presser on the administration to adopt creativity in their work. Targeting research to diagnose the dimension of each of the creativity administrative in the finger of his fluency, flexibility, and risk, competitive product and in profitability and market value , and The cost of manufacture , in the field the respondent's as well as identify and measure the role that the practice of creative management in enhancing the competitive position of organization respondents , adoption of the study the descriptive analytical approach in data collection and analysis , were used to from the questionnaire administration to collect in the field aspect , data have undergone many males statistical to achieve the goals of the research , and come to many conclusions including that addressing environmental challenges quires the adoption administration approach to creative and funky to deal with the pressure variable , since we believe that creativity safety and this is exactly that he lost face the requirements of the environmental chang.

Theory A, Theory B and Theory C of managing people at work

2021 ◽  
Vol 5 (1) ◽  
pp. 69-75
Author(s):  
Birendra Nath Singh
Keyword(s):  
Empirical Studies ◽  
Shop Floor ◽  
Scientific Management ◽  
Business Organization ◽  
Business Organizations ◽  
Research Gaps ◽  
Future Studies ◽  
Modern Business ◽  
And Control ◽  
The Impact

Managing people and productivity are prime concerns of modern business organizations. Many empirical studies were conducted during the era of scientific management (Taylor, 1911) to investigate What and How? McGregor’s (1960) epic theory — Theory X and Theory Y, categorizing all employees into two groups and prescribing methods to motivate and control them was the best. However, his findings also suffered strong criticisms, creating research gaps. The objective of this study was to investigate further and to conclude that there are three major groups named Theory A, Theory B, and Theory C. Amongst them, a middle group — Theory B is most dominant, having all capabilities to significantly influence productivity and prosperity of organizations. The methodology used was qualitative, based upon intensive and critical shop-floor observations. Since this study was not empirical, it had many limitations requiring further researches. Therefore, rightly recommended that future studies should correlate the impact of technological advancements upon motivations and productivity of the modern business organization (Veitch, 2018).

Business Process Management as a Critical Success Factor in EIS Implementation

2010 ◽  
pp. 1884-1895
Author(s):  
Vladimír Modrák
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Success Factor ◽  
Enterprise Information System ◽  
Enterprise Information ◽  
Organization Management ◽  
Critical Success ◽  
Effective Organization

Nowadays, the implementation of business process management modern tools in companies becomes a mater of acceptation of an effective organization management. The first ultimate precondition for achieving this goal is a properly structured company. An attention in the study is placed on business process reengineering due to preparing preconditions for smooth implementation of enterprise information system (EIS). Since there are differences between tools of business processes redesign and information systems development, then a main focus was on overcoming existing semantic gaps. With aim to solve this problem the specific modeling method has been used that was clear for company’s staff and usable for EIS designers. Used modeling approach was supported by QPR software.

Business Process Management as a Critical Success Factor in EIS Implementation

2010 ◽  
pp. 508-520
Author(s):  
Vladimír Modrák
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Success Factor ◽  
Enterprise Information System ◽  
Enterprise Information ◽  
Organization Management ◽  
Critical Success ◽  
Effective Organization

Nowadays, the implementation of business process management modern tools in companies becomes a mater of acceptation of an effective organization management. The first ultimate precondition for achieving this goal is a properly structured company. An attention in the study is placed on business process reengineering due to preparing preconditions for smooth implementation of enterprise information system (EIS). Since there are differences between tools of business processes redesign and information systems development, then a main focus was on overcoming existing semantic gaps. With aim to solve this problem the specific modeling method has been used that was clear for company’s staff and usable for EIS designers. Used modeling approach was supported by QPR software.

Offshoring in the ICT Sector in Europe

2011 ◽  
pp. 328-355
Author(s):  
Esther Ruiz Ben ◽  
Michaela Wieandt ◽  
Martina Maletzky
Keyword(s):  
Service Sector ◽  
Intercultural Training ◽  
The European Union ◽  
Host Countries ◽  
Nearshore Processes ◽  
Eu Policies ◽  
Ict Service ◽  
Country Selection ◽  
Ict Industry ◽  
The Cost

In the context of globalization and internationalization, offshoring processes in the ICT Industry have increased considerably in the software and service sector in recent years due to the cost saving strategies and market entry policies of ICT organizations. Through the heterogeneity of the European ICT sector a regionalization trend regarding host country selection for ICT offshore is, nevertheless, observable. Historical and cultural ties between host and home countries as well as related national stereotypes play an important role in the regionalization process. Moreover, due to favorable EU policies and regulations, off- and nearshoring within the European Union acquire an additional attractive character for some major European producers, such as, for example, Germany. Thus the Eastern European Member States, which already build out certain sectoral specialization in regard to ICT service provision, have benefited from direct foreign investments. Off- and nearshoring also imply risks and hidden costs linked to structural aspects in host countries as well as to the overestimation of cultural and historical nearness. In our chapter we discuss the trends of the internationalization process in the European ICT sector taking into account related risks in off- and nearshore processes. We argue, furthermore, that long-term cooperation and intercultural training, with the support of local and European institutions, should be considered to confrontin a better way the challenges of the internationalization of ICT in Europe.

Do Managers Understand Importance of Securing IT Resources?

2015 ◽  
Vol 7 (1) ◽  
pp. 52-64
Author(s):  
Nadianatra Musa ◽  
Vishv Malhotra ◽  
Trevor Wilmshurst
Keyword(s):  
Information Infrastructure ◽  
Senior Management ◽  
Business Organization ◽  
Critical Component ◽  
Business Organizations ◽  
Direct Role ◽  
Information Infrastructures ◽  
It Resources ◽  
Modern Business ◽  
And Control

Information infrastructures and resources has become critical component of the modern business and non-business organizations. In turn this dependence makes these organizations vulnerable to any significant failure in their information infrastructures and resources. Literature is full of examples of the companies suffering major losses and even demise as a result of information infrastructure and resources failures. To mitigate this vulnerability the senior management and governance of the organizations needs to pay direct role and attention to protect their critical information infrastructures and resources. This paper provides some results of a study we conducted recently to determine how the senior management of Malaysian business organizations view and control the information infrastructure and resources in their organizations to mitigate vulnerabilities to this critical component of their business organization.

Effect of interactive marketing channels on service customer acquisition

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kashef A. Majid
Keyword(s):  
Service Sector ◽  
Marketing Channels ◽  
Marketing Communications ◽  
Hazard Models ◽  
Customer Acquisition ◽  
Service Firms ◽  
Interactive Marketing ◽  
Content Type ◽  
The Cost ◽  
Over Time

Purpose The cost of customer acquisition is one of the largest expenses that service firms incur due to loss-generating quotes/proposals. This paper aims to connect interactive marketing communications channels with increased customer acquisition and non-interactive marketing communications channels with decreased customer acquisition by service firms. Design/methodology/approach Two field studies using hazard models were used to assess the probability of acquiring a new customer after the prospect first contacts the firm. Multiple discrete hazard models were used to compare channels against each other. Findings Three interactive marketing communications channels (word-of-mouth, online review forum, search engine optimization) increased the rate of acquiring a customer over time. I also compared non-interactive channels (billboard/signage, direct mail), but the analysis did not reveal any significant impact on acquisition rate by the non-interactive marketing communications channels. Originality/value The present study illustrates why the cost of acquisition is so high in the service sector and takes the unique step of linking interactive marketing communications channels with higher customer acquisition rates over time in a services context. Specifically, interactive marketing channels enable customers to find firms that offer the attributes that they seek, thereby increasing acquisition probabilities and decreasing acquisition costs.

scholarly journals Definition of a Framework for Acquiring and Acquisition Subprocesses in a Collective Knowledge Processing in the Integrated Management Information System

2019 ◽  
Vol 06 (03) ◽  
pp. 257-272
Author(s):  
Marcin Hernes ◽  
Ngoc Thanh Nguyen
Keyword(s):  
Decision Making ◽  
Integrated Management ◽  
Business Organization ◽  
Business Organizations ◽  
Multi Agent Systems ◽  
Collective Knowledge ◽  
Management Information ◽  
Efficient Operation ◽  
Multi Agent ◽  
Definition Of

Efficient operation of the integrated management information systems (IMISs), especially multi-agent systems, is related to their ability to automatically process collective knowledge. On the basis of this knowledge the decision-making process is realized in the business organizations. This paper presents issues related to framework for acquiring and acquisition subprocesses in a collective knowledge of business organization processing in IMIS. The main novelty of the developed framework is the coverage of all the areas of operation of an organization. Additionally, the inter-area knowledge for automatic strategic-level decision-making has been taken into consideration. The main improvements of this framework are that it allows for processing of the whole collective knowledge of business organization and it can be directly implemented in IMIS.

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