London Creative and Digital Fusion

date-added: 2015-03-24 04:16:59 +0000 date-modified: 2015-03-24 04:16:59 +0000date-added: 2015-03-24 04:16:59 +0000 date-modified: 2015-03-24 04:16:59 +0000The London Creative and Digital Fusion programme of interactive, tailored and in-depth support was designed to support the UK capital’s creative and digital companies to collaborate, innovate and grow. London is a globally recognised hub for technology, design and creative genius. While many cities around the world can claim to be hubs for technology entrepreneurship, London’s distinctive potential lies in the successful fusion of world-leading technology with world-leading design and creativity. As innovation thrives at the edge, where better to innovate than across the boundaries of these two clusters and cultures? This booklet tells the story of Fusion’s innovation journey, its partners and its unique business support. Most importantly of all it tells stories of companies that, having worked with London Fusion, have innovated and grown. We hope that it will inspire others to follow and build on our beginnings.European Regional Development Fund 2007-13

Understanding take-up of broadband by small and micro-enterprises: a case study

The paper examines patterns of broadband take-up, implementation and effects within small and micro-sized enterprises. The research focuses on the ‘onlincolnshire’ initiative, a local government-led programme which aims to encourage broadband take-up through provision of connection subsidies to SMEs in rural areas of Lincolnshire

SMEs e-business behaviour: a demographics and strategic analysis

The aim of this research was to understand the strategic uses of e-business systems and technologies by classifying companies and particularly small and medium businesses according to demographics as well as e-business behavior variables.The study was based on data from a large quantitative survey of European E-business W@tch for the period 2007 using questionnaire interviews (N=409). We employed two-step cluster analysis, multinomial logistic regression and stepwise descriminant analysis as the most appropriate methods for our analysis. The findings revealed six clusters associated to e-business adoption. The six groups differ in terms of demographic characteristics as well as e-business applications they use. We found that the following clusters exist: (a) Leaders: large companies that extensively use ebusiness in a strategic manner (b) innovators: use e-business in an way that allows them to innovate and differentiate from other companies (c Beginners: small and medium companies across all sectors that only recently start to use e-business (d) Unready Adopters: micro and small companies that lag behind (e) Late Adopters: small-size companies but larger that the Unready Adopters, that appear not to be interest in the advances of ICTs and (f) Laggards: micro companies with little use of e-business.The results of our survey can positively contribute to managers aiming to take advantage of technological advances in electronic business as well as to any researcher who study e-business management and applications

An evaluation of the economic impact of broadband in Lincolnshire: updated final report

The Lincolnshire Broadband Initiative, ‘onlincolnshire’, was launched in 2003 to bring a range of broadband supply and demand stimulation activities to businesses across the county. The initiative has used £15 million of European funding, together with matched funding from Lincolnshire County Council, to support a series of significant Information and Communication Technology (ICT) interventions to provide support and financial assistance to eligible Lincolnshire businesses. The ‘onlincolnshire’ initiative has four long term strategic objectives. By 2010: • Lincolnshire will be the foremost rural County in the UK, with regards to ICT usage and skills and will have a commercial environment that embraces ICT; • The main employment sites and premises will have attracted increased and more diverse investment; • ICT will have made a major contribution to business competitiveness, expansion and diversification of the economy – measured through an increase in ICT related employment and a range of ICT based activities; • To have engaged individuals and employers in improving ICT skills to increase local competitiveness, raise the standards, participation and achievement in ICT throughout the County

The adoption of e-business technology by SMEs

The paper examines the key factors influencing the adoption ofe-business technology by SMEs. To this end, the paper draws on a rangeof literatures on the diffusion of new information and communicationtechnologies (ICTs), many of which have hitherto been treated asseparate. The reasons for this are two-fold. First, e-businesstechnologies are the latest in a line of new ICT technologies. Whenexploited successfully, ICTs have increased firm competitiveness eitherby raising the efficiency of internal communication and organisationand/or supply chain relationships, or by facilitating the development ofnew/improved products and services. Second, it is hypothesised that manyof the factors affecting the successful adoption of new technologies aregeneric in nature. With regards to SMEs specifically, consideration ofearlier research may assist us in identifying a set of enablers andbarriers to e-business adoption. Hence, by explicitly acknowledging thecontext and prior history of research in the area, we are able to mapout the dimensions of future theoretical and empirical research ine-business adoption by SMEs. In addition to drawing together factors identified by existing research,the paper highlights the implications of network externalities for thetiming of technology investments and the returns that accrue to earlyand late adopters. It also draws attention to a number of problemsassociated with the analytical concept of ‘the SME’ when it is appliedto this area. The research proceeds by clearly defining thetechnological and organisational characteristics of the e-business modeland a brief consideration of the trends in adoption in the UK vis-à-visadoption in the other G7 countries. Together these set up a detailedconsideration of the internal and external factors influencing adoption.A qualitative approach, in the form of a detailed case study, is thenused to explore the potential usefulness of the factors that have beenidentified. The results of these findings are then drawn together in theconcluding section of the paper.economics of technology ;

Evaluation of business steps extension (e-business)

Evaluation of the Business Steps (e-business) programme, delivered in the East Midlands between August 2007 and March 2010 to improve business take-up of ICTs ('e-adoption'). Based on 500 beneficiary survey responses to investigate Strategic Added Value (SAV) and desk research to investigate net impact in GVA

The optimal omnichannel strategy for SMEs apparel retailers

The omnichannel transition took mainly place in big companies within the apparel retailing while in SMEs it was usually performed far less. Multichannel presents a structure of independent different channels, whereas a full channel integration is reached within an omnichannel strategy, which can deliver a seamless customer experience in all touchpoints. Nowadays, customers are more independent than ever, thus the drivers of purchase have changed. Considering this tendency, current academic research about this topic, with the concern of its implementation in smaller apparel retailers, is limited. The thesis aims to analyze the current condition of channel strategies in the apparel retailing, mostly in Italy and Portugal, to build an implementation process for an omnichannel shift for multichannel apparel of SME’s retailers, as well as its main characteristics. Therefore, qualitative research was conducted through the analysis of 14 semi-structured interviews with four different categories in the apparel industry. The findings show that small apparel retailers have not developed this strategy yet because of the fear of uncertainty, lack of consumer knowledge, inefficient warehouse and inventory management, and basic knowledge concerning the topic. Hence, it was concluded that omnichannel is a customer-oriented strategy in which elements of the marketing mix need to be aligned to guarantee a unified offer regarding communication and availability. This is reachable only through a cloud-based operation system and logistic partnerships. Lastly, SMEs can pursue this transformation by following a seven-step approach that requires long term vision and investments in digitalization.A transacção para estratégias omnicanalizadas deu-se maioritariamente em grandes empresas de retalho de moda, enquanto que a sua performance em PMEs é baixa. As estratégias multicanalizadas estruturam-se em diferentes canais independentes, enquanto a integração total está contida na estratégia omnicanalizada, podendo oferecer uma experiência de cliente perfeita em todos os pontos de contacto. O consumidor de hoje está o mais independente, tendo assim o comportamento de compra mudado. Considerando esta tendência, a investigação no tópico referente à sua implementação em retalhistas de moda mais pequenos é limitada. A presente dissertação tem como objectivo a análise das condições atuais em estratégias no retalho de moda maioritariamente em Itália e Portugal, por forma a construir um processo de implementação de estratégias omnicanal para PMEs multicanalizadas e das respectivas principais características. Como tal, a investigação qualitativa consistiu na análise de 14 entrevistas semi-estruturadas com quatro categorias nesta indústria. Os resultados mostram que os pequenos retalhistas de moda ainda não desenvolveram tal estratégia dada a aversão à incerteza, falta de conhecimento sobre o consumidor, gestão de armazém e inventário ineficientes e conhecimento básico sobre tópico. Consequentemente, concluiu-se que a omnicanalidade é uma estratégia orientada para o cliente, na qual os elementos do marketing mix precisam estar alinhados para garantir uma comunicação e disponibilidade unificadas da oferta. Isto é alcançável por meio de sistemas operacionais cloud-based e de parcerias logísticas. Por fim, as PMEs podem procurar alcançar esta transformação seguindo uma abordagem de sete passos, que requer visão a longo prazo e investimentos em digitalização

E-commerce as a successful strategy of internationalization : Business plan

55 páginasEste trabajo pretende aportar una visión estratégica sobre cuáles son los factores de éxito de una estrategia de comercio electrónico internacional teniendo en cuenta el fenómeno real de la rápida internacionalización de las PYMES y las start-ups denominado Born Global. Esta investigación puede caracterizarse como una integración de la estrategia empresarial, el marketing, los negocios internacionales y el objetivo personal de convertirse en una empresa a gran escala sobre la base del mercado de mascotas y su rendimiento en los mercados nacionales e internacionales. Este trabajo establece una revisión bibliográfica sobre el concepto de comercio electrónico, la diferencia entre negocio electrónico y comercio electrónico, el fenómeno Born Global, la internacionalización de las PYME y Born Global a través del comercio electrónico, y sus factores de éxito aplicados a un plan de negocio estratégico de un modelo de negocio en el sector de las mascotas.This paper aims to provide a strategic vision on what are the success factors of an international e-commerce strategy taking into account the real phenomenon of the rapid internationalization of SMEs and start-ups called Born Global. This research can be characterized as an integration of business strategy, marketing, international business, and the personal goal of becoming a large-scale venture on the basis of the pet market and its performance in domestic and international markets. This paper establishes a literature review on the concept of e-commerce, the difference between E-business and E-commerce, the Born Global phenomenon, the internationalization of SMEs and Born Global through e-commerce, and its success factors applied to a strategic business plan of a business model in the pet industry.Maestría en Gerencia InternacionalMagíster en Gerencia Internaciona

Mobile Value Added Services: A Business Growth Opportunity for Women Entrepreneurs

Examines the potential for mobile value-added services adoption by women entrepreneurs in Egypt, Nigeria, and Indonesia in expanding their micro businesses; challenges, such as access to digital channels; and the need for services tailored to women

Online Store Locator: An Essential Resource for Retailers in the 21st Century

Most retailers use their websites and social media to increase their visibility, while potential customers get information about these retailers using the Internet on electronic devices. Many papers have previously studied online marketing strategies used by retailers, but little attention has been paid to determine how these companies provide information through the Internet about the location and characteristics of their stores. This paper aims to obtain evidence about the inclusion of interactive web maps on retailers’ websites to provide information about the location of their stores. With this purpose, the store locator interactive tools of specialty retailers’ websites included in the report “Global Powers of Retailing 2015” are studied in detail using different procedures, such as frequency analysis and word clouds. From the results obtained, it was concluded that most of these firms use interactive maps to provide information about their offline stores, but today some of them still use non-interactive (static) maps or text format to present this information. Moreover, some differences were observed among the search filters used in the store locator services, according to the retailer’s specialty. These results provided insight into the important role of online store locator tools on retailers’ websites