Marketing Concept - The St. Gallen Management Approach

2021 ◽  
Author(s):  
Thomas Bieger
Keyword(s):  
Service Provision ◽  
Business Processes ◽  
Added Value ◽  
Management Approach ◽  
First Year ◽  
Marketing Concept ◽  
Communication Policy ◽  
Price Distribution ◽  
Marketing Planning ◽  
Controlling Processes

This book presents marketing and business processes as an integral part of the St. Gallen Management Model. It provides a tight introduction into the field of marketing and puts the added value in the center of a market-oriented management approach. The book addresses relevant topics such as market analysis, marketing planning, marketing strategy, positioning, application of marketing tools, product design, price, distribution and communication policy, service provision, innovation and controlling processes. This book aims at students in the first year as well as at practitioners who wants to obtain a quick overview of this field.

scholarly journals ParlTech: Transformation Framework for the Digital Parliament

2021 ◽  
Vol 5 (1) ◽  
pp. 15
Author(s):  
Dimitris Koryzis ◽  
Apostolos Dalas ◽  
Dimitris Spiliotopoulos ◽  
Fotios Fitsilis
Keyword(s):  
Business Processes ◽  
Rapid Evolution ◽  
Open Data ◽  
Added Value ◽  
User Perspective ◽  
Novel Technologies ◽  
Innovative Methods ◽  
Data Production ◽  
Governance Institutions ◽  
Transformational Framework

Societies are entering the age of technological disruption, which also impacts governance institutions such as parliamentary organizations. Thus, parliaments need to adjust swiftly by incorporating innovative methods into their organizational culture and novel technologies into their working procedures. Inter-Parliamentary Union World e-Parliament Reports capture digital transformation trends towards open data production, standardized and knowledge-driven business processes, and the implementation of inclusive and participatory schemes. Nevertheless, there is still a limited consensus on how these trends will materialize into specific tools, products, and services, with added value for parliamentary and societal stakeholders. This article outlines the rapid evolution of the digital parliament from the user perspective. In doing so, it describes a transformational framework based on the evaluation of empirical data by an expert survey of parliamentarians and parliamentary administrators. Basic sets of tools and technologies that are perceived as vital for future parliamentary use by intra-parliamentary stakeholders, such as systems and processes for information and knowledge sharing, are analyzed. Moreover, boundary conditions for development and implementation of parliamentary technologies are set and highlighted. Concluding recommendations regarding the expected investments, interdisciplinary research, and cross-sector collaboration within the defined framework are presented.

RELATIONSHIP OF ACCOUNTING AND STATISTICAL ACCOUNTING OF LOGISTIC COSTS IN THE INTEGRATED BUSINESS STRUCTURE

2021 ◽  
Vol 16 (3) ◽  
pp. 106-111
Author(s):  
Olga Gizatullina
Keyword(s):  
Supply Chains ◽  
Business Processes ◽  
Management Accounting ◽  
Added Value ◽  
Economic Activities ◽  
Legal Form ◽  
Economic Entity ◽  
Accounting Management ◽  
Supply Costs

For economic entities, business partnerships are not based on individual competition or improving individual business processes, but on improving supply chains. When making management decisions, the question arises about the performance indicators of business processes both at the level of an economic entity and at the macro level. When assessing the effectiveness of supply chains, it is necessary to assess the costs arising in the course of financial and economic activities. The logistics component has a large share in the supply costs. A full accounting of logistics costs allows you to obtain reliable information for the analysis and development of measures to reduce them, which increases the efficiency of the entire economic activity of an economic entity. The article proposes a classification of logistics costs according to the degree of added value creation and dependence on the volume of production, including the allocation of transaction costs, which make up a significant share in the overall structure of logistics costs. The classification of logistics costs should be transformed depending on the organizational and legal form of the organization and the field of activity. The system of accounting for the logistics costs of economic entities should highlight them when implementing all logistics functions; study information about the most significant logistics costs and the nature of their occurrence; study the interdependencies of logistics costs throughout the entire supply chain. The developed system allows keeping separate accounting of logistics costs on a separate account, which makes it possible to control them. In modern conditions, organizations are faced with the need to integrate various types of accounting, including accounting, management and statistical. The algorithm for the implementation of this task includes four stages: development of a methodology for the integration of accounting, management and statistical accounting; formation of management accounting policies; development of data transformation regulations; selection of software for the automation of statistical, accounting and management accounting

Lessons learned in intellectual capital management in Germany between 2000 and 2020 – History, applications, outlook

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manfred Bornemann ◽  
Kay Alwert ◽  
Markus Will
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Business Models ◽  
Business Processes ◽  
Lessons Learned ◽  
Strategy Development ◽  
Management Approach ◽  
Content Type ◽  
Over Time ◽  
Made In

PurposeThis article reports on the background, the conceptual ideas and the lessons learned from over more than 20 years of IC Statements and Management with a country focus on Germany and some international developments. It calls for an integrated management approach for IC and offers case study evidence on how to accomplish this quest.Design/methodology/approachReport on the German initiative “Intellectual Capital Statement made in Germany” (ICS m.i.G.). A brief review of the literature describes the background and theoretical foundation of the German IC method. A short description of the method is followed by four detailed case studies to illustrate long-term impact of IC management in very different organizations. A discussion of Lessons Learned from more than 200 implementations and an outlook on current and future developments finalizes the article.FindingsIC Statements made in Germany (ICS m.i.G.) was successful in providing a framework to systematically identify IC, evaluate the status quo of IC relative to the strategic requirements, visualize interdependencies of IC, business processes and business results as well as to connect IC reporting with internal management routines and external communication. However, ICS is not an insulated method but delivers the maximum benefit when integrated with strategy development, strategy implementation, business process optimization accompanied by change management routines. Strong ties to human resource management, information technology departments, quality management, research and development teams as well as business operations as the core of an organization help to yield the most for ICS m.i.G. Over time, the focus of managing IC changes and maturity leads to deutero learning.Practical implicationsICS m.i.G. proved easy to apply, cost efficient for SMEs, larger corporations and networks. It helps to better accomplish their objectives and to adjust their business models. The guidelines in German and English as well as a software application released were downloaded more than 100,000 times. A certification process based on a three-tier training module is available and was successfully completed by more than 400 practitioners. ICS m.i.G. is supporting current standards of knowledge management, such as ISO 9001, ISO 30401 or DIN SPEC PAS 91443 and therefore will most likely have a continuing impact on knowledge-based value creation.Originality/valueThis paper reports lessons learned from the country-wide IC initiative in Germany over the last 20 years initiated and supported by the authors. Several elements of the method have been published over time, but so far no comprehensive view on Lessons Learned had been published.

Strategy for Performing Critical Projects in a Data Center Using DevSecOps Approach and Risk Management

2020 ◽  
Vol 13 (1) ◽  
pp. 61-73
Author(s):  
Edgar Oswaldo Diaz ◽  
Mirna Muñoz
Keyword(s):  
Risk Management ◽  
Customer Satisfaction ◽  
Qualitative Analysis ◽  
Data Center ◽  
Added Value ◽  
Management Approach ◽  
Service Levels ◽  
Service Oriented ◽  
Levels Of Service ◽  
Timely Delivery

This article describes the new needs that launched the evolution of the DevSecOps + Risk Management approach as well as a brief description of it. Also, the article presents two cases in which the DevSecOps approach was implemented. The results of implementing the approach showed that the implantation allows: (1) reinforcing the implementation of critical projects in the data center; (2) providing a strategy to automate the processes of critical mission projects in a successfully way; (3) generating added value in the timely delivery of information, with levels of service oriented to the end customer satisfaction; (4) enabling the establishment of adequate service levels to keep operational continuity and; (5) allowing both a quantitative and qualitative analysis of risk.

scholarly journals Creation of added value in the context of measurement complexity of the digital economy

E-Management ◽  
2020 ◽  
Vol 3 (1) ◽  
pp. 68-74
Author(s):  
Ya. V. Miller
Keyword(s):  
Large Scale ◽  
Business Processes ◽  
International Comparisons ◽  
Value Added ◽  
Digital Economy ◽  
Added Value ◽  
Digital Data ◽  
Demand And Supply ◽  
The World ◽  
Key Indicators

In the last decade unprecedented technological changes have taken place, resulting in the emergence of a fundamentally new economic model. Based on the widespread spread of smartphones, the world has become more “connected”. The digitalization of demand and supply contributed to the creation of entirely new digital markets managed by platform enterprises based on an open business model, that enabled external consumers and producers to connect and interact with each other. A more interconnected world generates vast amounts of data, allowing platform companies to invest in machine learning and artificial intelligence and ultimately improve their efficiency. Finally, a steady digitalization of business processes, markets and global value chains is observed. In these circumstances, approaches to value addition are fundamentally changing in the context of new dimensions of the digital economy, the analysis of which was the purpose of our study. It has been identified, that in the absence of a standardized international methodology for measuring the digital economy, the latter is so far possible on disparate development-left and national statistics. Initiatives taken at the international level to overcome national differential approaches are still insufficient, as there is a lack of statistics and variables related to digital data. It has been revealed, that the lack of quality statistics on key indicators of the digital economy makes it difficult to assess the value added in the world economy scale and international comparisons. Much of the challenges of measuring value added in the digital economy, as shown in the article, are related to the principle of “scale without mass,” the intangible nature of capital, the intense growth of large-scale cross-border data flows, and the emergence of new sources of value creation.

Management accounting in forest processing: market research and forecast of planned actions

2021 ◽  
pp. 28-41
Author(s):  
Gamlet Yakovlevich Ostaev ◽  
Grigory Rolanovich Alborov ◽  
Konstantin Akakievich Dzhikiya
Keyword(s):  
Business Processes ◽  
High Efficiency ◽  
Consumer Preferences ◽  
Management Accounting ◽  
Objective Assessment ◽  
Management Approach ◽  
Main Task ◽  
Market Conditions ◽  
Industrial Enterprises ◽  
Management Actions

The article reveals the key points of accounting and management actions in terms of studying market conditions, PR and forecasting planned actions. The main accounting and management tools in management accounting are: planning, management, accounting, organization, analysis and monitoring of business processes. Determination of the incurred costs of the business and its further sustainable development is the conceptual basis of management accounting. The aim of the study is to develop criteria for management accounting in the study of the sawn timber market and to study consumer demand for this product, identify consumer preferences, assess the frequency of purchasing products and factors affecting demand. The subject of the research is management accounting as a complex mechanism in terms of research (monitoring) market conditions, PR and forecast of planned actions. In accordance with this goal, the main task was determined: to predict the development of the market, adequately (in a timely manner, taking into account all factors) to respond to them, thereby ensuring high efficiency of economic activity, and strengthening its competitiveness in the Udmurt Republic. It is concluded that, despite the complexity and specifics of this type of activity, with a competent management approach, industrial enterprises in order to gain competitive advantages must constantly collect and process accounting and management information, including marketing information for an objective assessment of the external environment, analyze their own activities in order to reduce financial risks.

Continuous Improvement in e-Teams for Collaborative Marketing Planning

2013 ◽  
pp. 167-191
Author(s):  
Tania von der Heidt
Keyword(s):  
Information And Communication Technologies ◽  
Teaching And Learning ◽  
Communication Technologies ◽  
First Year ◽  
Marketing Plan ◽  
Curriculum Innovation ◽  
University Curriculum ◽  
Marketing Planning ◽  
Business Course ◽  
Information And Communication

Academics are charged with continuous and evidence-based curriculum improvement in a move toward more learner-centred teaching and assessment, whereby information and communication technologies increasingly facilitate this call. This chapter looks at technology enhanced teaching and learning in a university curriculum innovation. A major collaborative marketing plan assessment was designed to be undertaken in virtual or eteams in a compulsory first-year Marketing unit within a Bachelor of Business course. Using the Plan-Do-Study-Act improvement cycle, the efficacy of teamwork is evaluated for two successive delivery periods in 2011. Improvements to the eteam design are identified and implemented. It is found that external students can successfully conceptualise new products and develop marketing plans in a fully online learning environment. Further, with the improved eteam design, initial results suggest that teamwork is shifting from simply cooperative to genuinely collaborative.

Application Service Provision

2005 ◽  
pp. 99-133
Author(s):  
Matthew W. Guah ◽  
Wendy L. Currie
Keyword(s):  
Web Services ◽  
Business Model ◽  
Service Provision ◽  
Business Processes ◽  
Research Work ◽  
The Internet ◽  
Internet Age ◽  
Application Service ◽  
Implementation Program ◽  
The Impact

The Application Service Provision (ASP) business model offers a pragmatic adoption path for inter-organizations in the Internet Age. Given this pragmatic adoption path, academics are beginning to question the following: Where are enterprises adopting ASP technology first? Why are they choosing these areas? Where will they apply the evolving Web services technology next? This chapter’s primary purposes are to point out a number of issues that concern management of inter-organizations of the Internet Age and to explore the impact of ASP on such organizations. It will examine the strategies that will enable inter-organizations to better manage ASP resources for competitive advantage. While the phenomenon of ASP is still in an embryonic stage, we draw from seminal works of IS pioneers like Markus, Porter, Checkland, Maslow, and others. Their intellectual contributions, plus findings from research work at Brunel University, provide a framework for discussion. By shedding light on patterns of ASP’s trajectory, drivers, benefits, and risks, the chapter will help managers and academics to reflect on determining where ASP—and associated technologies—might be deployed and define a broad implementation program to exploit the potential of the ASP business model. The chapter seeks to find if Web services architectures are distinctively able to enhance the flexible coordination of business processes, which span various enterprises and rely on inter-organization information systems in the Internet Age.

Business Process Management in the Computer Games Industry

2011 ◽  
pp. 383-400
Author(s):  
Fernando Belfo
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
User Interfaces ◽  
Computer Games ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Computer Game ◽  
Management Approach ◽  
Definition Of

Computer games conceptualization and development are processes that have particular features with significant complexity. The life cycle at computer games development should attend the dynamism, the challenge and the opportunities of the game market. Business process management (BPM) pretends to give an alternative perspective of management to the departmental and hierarchical one. Game firm’s business should be seen with an integrated attitude, incentivising employees from different departments to work together in the same process with a common mission and persecuting same objectives. The importance of integrating the strategic level plans and the task level deployment is crucial for increased alignment and so, organizational performance. This can be better done if there is a process strategy definition, which links strategic initiatives with all needs of a process infrastructure. The processes´ standardizing tendency opens the chance to outsource parts of them bringing possible benefits to game firm and customers. The definition of a clear framework at the strategic level allows lower processes description and global business process architecture specification. Other important aspects of business process management approach at computer games industry should include ownership clarification, performance measurement mechanisms and obviously the identification and activation of improvement opportunities. Author elects business processes customization, integration of flows between firm and its supply chain partners and superior user interfaces using specialized workflow tools as being three improvement opportunities at games industry. In addition to those components, three additional extra concepts are considered critical to have a complete understanding of BPM. They are the conscious process management, the macro process management and the centrality of process. This chapter is going to follow these vectors in order to understand possible opportunities powered by BPM to gain competitive advantages in computer game industry.

A New Way of Conjoint Added Value N Generation in Collaborative Business Processes

2010 ◽  
pp. 1087-1092
Author(s):  
Dirk Werth
Keyword(s):  
Business Process ◽  
Core Competence ◽  
Business Processes ◽  
Added Value ◽  
Collaborative Network ◽  
Collaborative Relationships ◽  
Economic Organizations ◽  
Collaborative Business Process ◽  
Crucial Part

Nowadays, economic organizations are dramatically changing towards networked structures (Österle, Fleisch, & Alt, 2000). These are characterized by core competence specialized value units (Prahalad & Hamel, 1990) that intensively interact along the added value in order to cooperatively generate the intended product. This intensification of exchanges leads to strong, collaborative relationships (also called collaborative business (cf. Camarinha-Matos, 2002). In these structures, the generation of added value is highly distributed through the network. In this respect, the relationships between such enterprises are more than simple supplier-purchaser-relations. They represent a crucial part of the output generation chain, or in other words, of the collaborative business process. The latter means the sequence of activities within this collaborative network that result in the generation of the intended output. However, the conventional understanding of business processes is limited to a single enterprise (e.g,. in Davenport, 1993; Hammer & Champy, 1993; Scheer, 1999). Attempts to extend the business process concept to inter-enterprise environments only substitute the department of an enterprise by a whole enterprise itself (e.g., Hirschmann, 1998). However, this understanding does not reflect the special properties of collaborations that cannot be considered as a huge corporation-like enterprise. Therefore, this article investigates the collaboration in regards to the business process aspects and reveals the special properties that differentiate collaborative business processes from “simple” crossorganizational ones and others.

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