Export Support by Regions: Experience of the Republic of Tatarstan

The article presents an argument for participation of federative units in the formation of the territories’ export potential and determines the main directions of organizing support for exporters on regional level.Article studies the variety of approaches described in the scientific literature to the forming of infrastructure for export development, implementation and ensuring the effectiveness of measures to support exporters, building up export potential, assimilation of modern technologies for sales organization. The export promotion activities of the Republic of Tatarstan are classified according to the main trends identified in the work. There are described practices of the Republic of Tatarstan on the formation and implementation of export potential, which are of interest for study and implementation by other constituent entities of the Russian Federations.Topical areas of further work include the implementation of a program-targeted approach for supporting the export of small and medium-sized businesses, improving the forms of online sailing and promoting goods, enhancing interaction with trade missions of the Russian Federation and foreign missions of the Russian Export Center.

Selling to enabled purchasers: the effect of perceived supply risk and profit impact on the buyer–seller interaction

Purpose Based on insights from the buying process, the purpose of this study is to align selling firms to the buyer’s efficiency needs that are grounded on the different types of purchases. Design/methodology/approach Using thematic analysis, this study conducted 35 in-depth interviews with business-to-business buyers and salespeople on the changing buyers’ sourcing needs. Findings In line with buyer enablement, buyers prefer personal selling when they perceive the sales offer as highly risky for the buying organization, whereas they have a strong preference for a direct marketing approach by the selling firm when they are purchasing low-risk purchases. Research limitations/implications This paper is a qualitative study. Future research should collect secondary company data to validate the results. Practical implications This paper addresses the buyer’s sourcing needs and presents how direct marketing channels and personal selling should be balanced to increase the return on salesforce resources. Originality/value This is one of the first studies to examine how sales organizations can create value by facilitating the buying process. Depending on the buyer’s categorization of the sales offer, this study highlights how a choice between direct marketing or personal selling improves the buyer’s perception of the sales organization.

RETAIL SALES ORGANIZATION: MODERN TRENDS

Sales organization is the main goal of any business, regardless of its size and objectives. After all, any business should earn money, and it is impossible to do it without the sale of its goods or services. However, not all business managers and owners are well aware of what a sales organization really is. The article examines some modern approaches to building organizational structures in trade.

POSTCORONAVIRUS MARKETING POLICY OF RETAINING LOYAL CONSUMERS OF HOTEL AND RESTAURANT PRODUCT

The article is devoted to the study of post-coronavirus marketing policy of retaining loyal consumers of hotel and restaurant products. The understanding of the complex hotel and restaurant product, which is the final product of the hotel and restaurant industry, which covers the processes of production, sales, organization of consumption in accordance with the theory of marketing services. The specific features of the hotel and restaurant product in the concept of modern consumption are highlighted. The scheme of a complex hotel and restaurant product is offered. The profile of the segment of loyal consumers is made. The definition of the term "loyal consumer" is defined as a certain segment of the market of buyers of a complex hotel and restaurant product, which has chosen the range of goods, services and services of a hotel and restaurant enterprise, formed an appropriate and justified by its own decisions and impressions degree of commitment positive emotional attitude to it, demonstrates the rejection of alternative competitors. Criteria for forming loyalty for the consumer are defined. The main benefits of retaining loyal customers for the hotel and restaurant business are outlined. The basic requirements to the enterprise-manufacturer of a complex hotel and restaurant product from loyal consumers are grouped. The priority vectors of attention of the management of the hotel and restaurant firm in the formation of post-coronavirus marketing policy of consumer retention are indicated. The types of analysis that should precede policy development are substantiated. The main purpose and tasks of the postcoronavirus policy of retaining loyal consumers are formulated. Postcoronavirus directions of formation of a set of marketing functions concerning interaction with a segment of supporters of a product of the company are offered. The list of measures for effective interaction and management of a certain microsegment of the market of loyal consumers is made. Further scientific developments should be promising in the direction of creating a digital accounting system for the segment of loyal customers of the enterprise.Keywords: marketing, product, hotel, restaurant, loyal customer. Стаття присвячена дослідженню питань посткоронавірусної маркетингової політики утримання лояльних споживачів готельно-ресторанного продукту. Уточнено розуміння поняття комплексного готельно-ресторанного продукту, виокремлено його специфічні риси та запропоновано схему. Надано визначення терміну «лояльний споживач». Окреслено вигоди від утримання лояльних споживачів для готельно-ресторанного підприємства. Згруповано базові вимоги до підприємства-виробника комплексного готельно-ресторанного продукту з боку лояльних споживачів. Позначено пріоритетні вектори уваги менеджменту фірми при формуванні посткоронавірусної маркетингової політики утримання споживачів. Сформу-льовано головну мету і задачі розробленої політики. Запропоновано посткоронавірусні напрямки формування набору маркетингових функцій щодо взаємодії з сегментом прихильників продукту компанії. Ключові слова: маркетинг, продукт, готель, ресторан, лояльний клієнт.

“Now You Are in Business for Yourself”

The California Perfume Company (CPC) was the only direct sales organization to hire women exclusively as its sales representatives. The size of the force increased from about 10,000 in 1910 to more than 30,000 by 1929. A demographic profile built from an analysis of company newsletters and census data shows that the vast majority of CPC representatives worked in small rural towns of fewer than 1,000 people. Most were married and were forty years of age or older. Selling door-to-door allowed women to bridge the gap between home and work. CPC promised women an independent business opportunity, and their testimonials showed that most regarded the work as business, not labor. Their sales records, however, suggest that only a minority of women would rely on CPC as their main source of income.

Sustained Competitive Advantage Based on Industry-Specific Institutional Frameworks

This study investigates the relationships between industry-specific institutions, industry structure, and industry performance. The Norwegian Pelagic value chain’s harvesting industry and its processing industry comprised the empirical context. The study findings reveal that the harvesters (the fishers), on average, achieved nearly twice the return on assets relative to the processors. Furthermore, the fishers’ cash flow margin was, on average, more than eight times higher, and their annual growth rate was approximately 70% above the corresponding figures of the processing industry. This study argues that the two industries’ performance differences are related to the variations in their institutional setups. The processing industry is subject to the general Norwegian business environment, whereas the fish harvesting industry benefits from a sector-specific framework that supports its relative competitiveness. The fishers have collectively established a legally supported sales organization, thereby strengthening their bargaining power, vis-à-vis the processors (buyers). The fishers’ rivalry is curbed by catch share regulations, and incumbent fishers are protected from intruders through entry barriers, for example, license requirements. Moreover, the processing industry’s potential threat to vertically integrate upstream into the fish harvesting industry is blocked through legislation. Finally, in contrast to the processing industry, the fish input cost is free for the harvesting industry. This study concludes that the fish harvesting industry has gained a sustained competitive advantage over the processing industry, based on a more supportive industry-specific institutional framework.

Make Way for the Algorithms: Symbolic Actions and Change in a Regime of Knowing

When actors deem technological change undesirable, they may act symbolically by pretending to comply while avoiding real change. In our study of the introduction of an algorithmic technology in a sales organization, we found that such symbolic conformity led unintendedly to the full implementation of the suggested technological change. To explain this surprising outcome, we advance a regime-of-knowing lens that helps to analyze deep challenges happening under the surface during the process of technology introduction. A regime of knowing guides what is worth knowing, what actions matter to acquire this knowledge, and who has the authority to make decisions around those issues. We found that both the technologists who introduced the algorithmic technology, and the incumbent workers whose work was affected by the change, used symbolic actions to either defend the established regime of knowing or to advocate a radical change. Although the incumbent workers enacted symbolic conformity by pretending to comply with suggested changes, the technologists performed symbolic advocacy by presenting a positive side of the technological change. Ironically, because the symbolic conformity enabled and was reinforced by symbolic advocacy, reinforcing cycles of symbolic actions yielded a radical change in the sales' regime of knowing: from one focused on a deep understanding of customers via personal contact and strong relationships, to one based on model predictions from the processing of large datasets. We discuss the theoretical implications of these findings for the introduction of technology at work and for knowing in the workplace.