Searching in the Past New Strategic Approaches

2017 ◽  
pp. 40-54 ◽  
Author(s):  
Tommaso Savino ◽  
Antonio Messeni Petruzzelli ◽  
Vito Albino
Keyword(s):  
Competitive Advantage ◽  
The Past ◽  
Strategic Approach

Starting from the increasing difficulties for firms to create new value for customers and consequently to achieve competitive advantage, the present paper proposes an alternative strategic approach based on the notion of tradition. Specifically, tradition is defined as the whole set of competencies, knowledge, values, and culture that characterize a specific firm, territory, and/or age. Analyzing three successful Italian companies (Barilla Group, Brunello Cucinelli Group, Aboca), the paper clearly shows how tradition may be effectively employed to face competition, allowing companies both to create and to appropriate value.

scholarly journals Внешняя политика США в восприятии и оценках современного американского общества

2020 ◽  
Vol 46 (2) ◽  
pp. 57-66
Author(s):  
Лариса ГАРУСОВА
Keyword(s):  
Foreign Policy ◽  
Republic Of China ◽  
The Past ◽  
Strategic Approach ◽  
The Us ◽  
Informational Basis ◽  
American Research ◽  
American Society ◽  
The Relationship

Анализируется взаимосвязь и корреляция современной внешнеполитической стратегии США с общественной рефлексией на неё. Информационной основой работы являются результаты социологических опросов ведущих американских исследовательских центров, статистические данные, статьи, официальные документы. Прослежена связь официальных внешнеполитических доктрин и мнения американских граждан в отношении России и Китая. Выявлена корреляция между усилением антикитайских настроений в США за последние два года и появлением новой официальной стратегии Вашингтона в отношении КНР («Стратегический подход США к КНР») от 20 мая 2020 г. внешняя политика, США, стратегия, рефлексия, общественное мнение, Россия, Китай, национальная безопасность This article analyzes the relationship and correlation of the US modern foreign policy strategy with public reflection on it. Washington's active foreign policy and US claims to the role of world leader are supported by American society in recent decades. The informational basis of this work is the analysis of the sociological surveys of leading American research centers, statistics, academic articles, as well as official documents on the studied issues. The study revealed the peculiarities of the perception of traditional and new threats to national and international security by the American elite and society. The author traces the connection between official foreign policy doctrines and the opinions of American citizens regarding Russia and China. A correlation was found between the strengthening of anti-Chinese sentiment in the US over the past two years and the appearance of a new official strategy of Washington towards the PRC (“United States Strategic Approach to The People’s Republic of China”) in May 20, 2020. foreign policy, USA, strategy, reflection, public opinion, Russia, China, national security

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.

Big Data, Knowledge, and Business Intelligence

2018 ◽  
pp. 943-950
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Business Analytics ◽  
The Past ◽  
The People ◽  
Tools And Techniques

Knowledge management (KM), intellectual capital (IC), and competitive intelligence are distinct yet related fields that have endured and grown over the past two decades. KM and IC have always differentiated between the terms and concepts of data, information, knowledge, and wisdom/intelligence, suggesting value only comes from the more developed end of the range (knowledge and intelligence). But the advent of big data/business analytics has created new interest in the potential of data and information, by themselves, to create competitive advantage. This new attention provides opportunities for some exchange with more established theory. Big data gives direction for reinvigorating the more mature fields, providing new sources of inputs and new potential for analysis and use. Alternatively, big data/business analytics applications will undoubtedly run into common questions from KM/IC on appropriate tools and techniques for different environments, the best methods for handling the people issues of system adoption and use, and data/intelligence security.

E-CRM

2010 ◽  
pp. 436-444 ◽  
Author(s):  
María Rosa Llamas-Alonso ◽  
Ana Isabel Jiménez-Zarco
Keyword(s):  
Competitive Advantage ◽  
Market Share ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
The Past ◽  
The Cost ◽  
Business Philosophy ◽  
Number Of Firms

As competition and the cost of acquiring new customers continue to increase, the need to build and enhance customer relationships has become paramount for businesses. The building of strong customer relationships has been suggested as a means for gaining competitive advantage (Mckenna, 1993) so, in today’s marketplace, a growing number of firms seek to develop profound, close and long-lasting relationships with their customers since it is much more profitable to keep and satisfy current customers than to manage an ever-changing customer portfolio (Reinartz & Kumar, 2003; Ross, 2005; Llamas-Alonso et al. 2009). This one is a consequence of many paradigmatical changes in the marketing field during the past decades, such as a transition from a focus on the product, transactional marketing, acquiring clients (responsive marketing approach) and market share towards a customer centric approach, relationship marketing, two-way communication, retaining customers (proactive and holistic marketing approaches) and share of customer. Thus, in this fastmoving and highly competitive scenario Customer Relationship Management (hereafter referred to as CRM) emerges as a business philosophy devoted to enhance customer relationships and consequently create value for both the company and the customer.

Strategic Brand Management in SMEs for Competitive Advantage

2021 ◽  
pp. 846-866
Author(s):  
Neeta Baporikar ◽  
Rosalia Fotolela
Keyword(s):  
Competitive Advantage ◽  
Brand Management ◽  
Practical Significance ◽  
Unique Contribution ◽  
Strategic Approach ◽  
Exploratory Approach ◽  
Depth Interview ◽  
First Choice ◽  
Brand Strategies ◽  
Company Growth

This study aimed to explore how SME owner-managers perceive their roles in marketing and brand management as a strategic approach to enhance their competitiveness to ensure profits, growth, and sustainability. For any organization to grow and thrive it is essential to become customers first choice and for that it is critical to communicate their brand content through effective and strategic brand management. Hence, adopting a qualitative, exploratory approach, 10 owner-managers of SMEs and entrepreneurs in Windhoek, Namibia, were interviewed using semi-structured in-depth interview protocol. Findings reflect that SME brand strategies both in modern and traditional aspects enhance company growth. The study also proposes a framework that is of practical significance for future entrepreneurs, SMEs and brand consultants to enable SMEs to create and develop their brands for better and competitive positioning in the markets. The unique contribution of this study is how SME-focused brand strategies can act as a driver and provide impetus to profits, growth, and sustainability.

Creating and Delivering a Successful Knowledge Management Strategy

2010 ◽  
pp. 261-276 ◽  
Author(s):  
Jiming Wu ◽  
Hongwei Du ◽  
Xun Li ◽  
Pengtao Li
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Management Strategy ◽  
Management Support ◽  
Knowledge Management Strategy ◽  
Top Management Support ◽  
The Past ◽  
Km Strategy ◽  
Key Driver

Over the past decade, the rapid proliferation of knowledge management (KM) has been one of the most striking developments in business. Viewing KM as a key driver of competitive advantage, we attempt to provide managers with important guidance on how to create and deliver a successful KM strategy. Specifically, we develop a framework of three factors that are vital to KM success: top management support, a culture of organizational learning, and effective measures of KM performance. To offer a better understanding of the factors, their multiple facets are further investigated and discussed.

ORGANISED CRIME AND PROSTITUTION: ‘DUBAI-ING’ AS A NEW CONCEPT OF HUNGARIAN PROSTITUTION

2020 ◽  
Vol 136 (4) ◽  
pp. 94-108
Author(s):  
ISTVÁN KOVÁCS
Keyword(s):  
Organised Crime ◽  
Source Analysis ◽  
The Past ◽  
Strategic Approach ◽  
Rich People ◽  
History Of ◽  
Criminal Groups ◽  
Rich Countries ◽  
Work Done

The study deals with a brief history of organised crime in Hungary in the past and today. One of the biggest sources of revenue for organised crime is prostitution. Hundreds of victims are reported daily. In addition to this, a new strategic approach has emerged, linked to the upward management of organised crime. Prostitutes volunteer for work, the organised groups do not use violence, and illicit earnings are distributed among themselves on the basis of work done. The girls are transferred to rich countries where rich people can enjoy their services through a built-in agency system. Many girls are referred to Dubai, where the new form of Hungarian prostitution is thriving: the ‘dubai-ing’ phenomenon. The study presents, through a case study, the phenomenon of ‘dubai-ing’, and the activities of organised criminal groups. The method used is critical source analysis, basic historical research, as well as case and judgement/verdict analysis. This is not a classic analysis, but a criminal analysis of specifi c cases. The strategic aim is to collect data which can show the new profi le of organised crime in the 21st century.

scholarly journals Az elektronikus kereskedelem alkalmazása a hazai vállalatok körében - a piacorientáció és a marketingkörnyezet szerepe (E-commerce practises of the Hungarian companies – Role of market orientation and marketing environment)

2012 ◽  
pp. 90-96
Author(s):  
Krisztina Kolos ◽  
Mirkó Gáti
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Research Program ◽  
Internet Applications ◽  
Marketing Environment ◽  
Research Results ◽  
The Past ◽  
The World ◽  
The Future

A szerzők tanulmányának célja, hogy bemutassa, milyen célokra alkalmazzák az internetet a hazai vállalatok, milyen várakozásaik vannak az e-kereskedelem versenyben betöltött szerepével kapcsolatban, és hogyan észlelik annak előnyeit. Vizsgálják azt is, hogy az elmúlt öt évben milyen változások tapasztalhatók a vállalatok gyakorlatában e téren. Elemzik továbbá, hogy a piacorientáció és a vállalat külső marketingkörnyezete hogyan befolyásolja az e-kereskedelem megítélését és alkalmazását. Elemzésük a "Versenyben a világgal" kutatási program 2009-ben készült felmérésének eredményeire támaszkodik, amelyben 300 vállalat szakembereit kérdezték meg. Kutatásukban megerősítést nyert, hogy Magyarországon az elektronikus kereskedelem jelentősége nő. A vállalatoknak kedvezőek az elektronikus kereskedelem jövőjével kapcsolatos várakozásaik, és úgy vélik, hogy ez versenyelőny forrása lehet. A vállalat piacorientációja erőteljesen befolyásolja azt, hogy egy vállalat milyen mértékben alkalmazza az internetet, és hogyan viszonyul az elektronikus kereskedelemhez / === / The objective of the authors’ research is to show how internet is used among Hungarian companies, to analyse their expectations with regard of the role e-commerce plays in competition, and the benefits resulting from e-commerce. They also focus on the changes that have taken place the past five years in the practice of Hungarian companies. The authors investigate how market orientation and the external marketing environment of firms influence evaluations of e-commerce and its implementation. Their analysis is based on the results of the research program „Competing with the world” , which includes the answers of 300 companies. Their research results confirm that the importance of e-commerce is growing in Hungary and overall Hungarian firms have positive expectations with regard of the future of e-commerce and consider it a source of competitive advantage. Market orientation of the firm strongly influences the extent of internet applications and attitudes toward ecommerce.

scholarly journals Real-time Visibility, Operational Insights and Actions with SAP Operational Process Intelligence, powered by HANA

2021 ◽  
Author(s):  
Harsh Jegadeesan
Keyword(s):  
Big Data ◽  
Competitive Advantage ◽  
Real Time ◽  
Sustainable Competitive Advantage ◽  
Business Outcomes ◽  
Operational Process ◽  
The Past ◽  
Business Operations ◽  
Operational Intelligence ◽  
Operational Data

Abstract Over the past decade, business operations in organizations are increasingly generating vast amounts of data. This steep increase in operational data – often known as big data – is a result of organizations capturing data at more fine-granular levels in business operations. Leveraging operational big data to improve business operations can create a sustainable competitive advantage to organizations. In this paper, we argue that operational big data is ”dead data” unless it is contextualized and made actionable for line-of-business users. Moreover, we explain how organizations can use SAP Operational Process Intelligence and the power of HANA to first, contextualize operational big data for real-time operational intelligence, second, provide line-of-business users visibility into business operations and business situations as they evolve and third, propose appropriate actions to respond to these business situations and help them reach business outcomes.

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