Web 2.0 shaping the future of retail : the rise of social commerce through instagram in the portuguese market

Supersonic change is the most accurate expression to describe the current Digital context: throughout the past years, through the constant innovation, the Digital has gained a massive relevance in our lives being present in every phase of our day fulfilling informational, social or functional needs. Bringing together Digital and Business is not only the recognition of an incredibly powerful channel, but also an unavoidable step. Within this reflection, Social Media Networks arise as the new platforms to explore business opportunities for e-commerce practices, creating a new way of buying for customers. Instagram, is currently emerging as the most relevant player within the social commerce scene, introducing recently ‘buy buttons’, offering its users shopping experiences while scrolling through feeds. The present paper wishes to conclude which are the underlying motivations that drive the Portuguese consumers to resort to Instagram to purchase FCA, as well as assess which are the discouragements that keep him from doing so, presenting and building on the contextualization of the current market landscape and the consumer behaviour patterns already recognized. The results obtained were supported by an interview and survey research and show that, within different levels of relevance, convenience, peers feedback and consumer-brand relationship work as drivers of the purchase decision, while lack of trust and sensory experience work as obstacles to it.Mudança supersónica é a expressão mais adequada para descrever o atual contexto do Digital: nos últimos anos, mediante constante inovação, o Digital ganhou extrema relevância na nossa vida, estando presente em cada fase do nosso dia, suprindo necessidades de informação, sociais ou funcionais. Conciliar o Digital com os Negócios, consiste não só no reconhecimento de uma oportunidade incrivelmente poderosa, como também de um passo inevitável. Dentro desta corrente de pensamento, as Redes Sociais estão atualmente a emergir como as novas plataformas para explorar oportunidades de negócio para práticas de e-commerce, criando uma nova forma de comprar para o cliente. O Instagram, atualmente emerge como o player mais relevante no cenário de compra através de redes sociais, introduzindo recentemente ‘botões de compra’, oferecendo aos seus utilizadores experiências de compra enquanto deslizam pelo seu feed. A presente investigação pretende concluir quais são as motivações subjacentes que impulsionam os consumidores portugueses a recorrer ao Instagram para a compra de roupas ou acessórios femininos, assim como avaliar quais os elementos desencorajadores que o impedem de o fazer, apresentando e construindo sobre a contextualização do cenário atual de mercado e os padrões de comportamento do consumidor. Os resultados obtidos foram suportados por entrevistas e questionários online e mostraram que, ainda que em diferentes níveis de relevância, a conveniência, feedback dos pares e relação marca-consumidor funcionam como elementos motivadores da decisão de compra, enquanto que a ausência de confiança e de experiência sensorial funcionam como obstáculos

Knowledge Management As an Economic Development Strategy

The United States is shifting to an information economy. Productive capability is no longer completely dependent on capital and equipment; information and knowledge assets are increasingly important. The result is a new challenge to the practice of local economic development. In this information economy, success comes from harnessing the information and knowledge assets of a community and from helping local businesses succeed in the new environment. Knowledge Management (KM) can provide the tools to help economic development practitioners accomplish that task. KM is a set of techniques and tools to uncover and utilize information and knowledge assets -- especially tacit knowledge. Economic development organizations can use KM tools to enhance external communications of local companies including marketing and to promote internal communications within local businesses and help companies capture tacit knowledge. More importantly, they can use those tools to uncover and develop local intellectual assets, including helping develop information products, and helping identify entrepreneurial and business opportunities. KM tools are also useful in developing local economic clusters. Finally, these tools can be used to enhance external knowledge sharing among the economic development community and to capture and share tacit knowledge within an economic development organization

Cities Online: Urban Development and the Internet

Examines how institutions in Austin, Texas; Cleveland, Ohio; Nashville, Tennessee; Portland, Oregon, and Washington, D.C., are adapting to the Internet as an economic development and community building tool

The internet, E-commerce and older people: an actor-network approach to researching reasons for adoption and use

Many older people are discovering the Internet, and some are also making good use of electronic commerce and all that goes with it. Others, however, are not adopting these technologies. This paper questions why some older people adopt Internet technologies while others do not, and offers a research framework, based on actor-network theory, for investigating adoption of Internet technologies by older people. In this paper, innovation translation is used to illustrate how specific cases of adoption have occurred. Innovation translation presents a different view of innovation than the better known theory of innovation diffusion, but one that the authors argue is better suited for research in socio-technical situations like this

Greater return on women's enterprise (GROWE) : final report and recommendations of the women's enterprise task force. SEEDA, women’s enterprise task force.

This Women’s Enterprise Task Force (WETF) report, Greater Return On Women’s Enterprise (GROWE), sets out the economic case for women’s enterprise and advises partners and stakeholders how to achieve a greater economic return from investment in women’s enterprise. The Task Force has framed its recommendations to maximise existing investment and resources. We are mindful of the Government’s Business Support Simplification Programme and the effect the recession will continue to have on public spending, and so suggest that relevant Government departments and private sector organisations work together to streamline support and make best use of existing investment. In providing thought leadership to increase the quantity, scalability and success of women’s enterprise in the UK, the WETF has informed the national agenda on women’s enterprise for the last three years, concentrating its efforts on five specific Pillars: 1. gender-disaggregated business data 2. female-friendly business support 3. access to finance and technology 4. supplier diversity and procurement 5. strategic influencing and awareness raising. WETF highlights of the past three years include paving the way for a Business Link national data disaggregation methodology whilst influencing and shaping the establishment, direction and implementation of Aspire, a £12.5m women’s co-investment fund to support high-growth women-owned businesses. Alongside this, the WETF has played an important role in raising awareness of the economic case for women’s enterprise and the potential of female entrepreneurs in aiding the UK’s economic recovery. Perhaps most importantly, the WETF met with the Prime Minister and saw important policy developments taken forward in the Government’s Enterprise Strategy of March 2008. In 2009 the WETF contributed to the enterprise knowledge bank by producing two research reports into women’s enterprise: Impact of the Recession on Women’s Enterprise and Myths and Realities of Women’s Access to Finance. The Task Force welcomes progress made by the Ethnic Minority Business Task Force (EMBTF) in the advocacy of complementary areas which include the need for access to finance, disaggregated data and supplier diversity. Much of the groundwork for the WETF’s work was laid out in the Government’s 2003 publication, A Strategic Framework for Women’s Enterprise. In 2003, it was estimated that women constituted around 27% of self-employed people in the UK, and that only 12-14% of businesses were majority-owned by women (compared to 28% in the USA). From the Strategic Framework for Women’s Enterprise, to the establishment of the WETF and the Enterprise Strategy, Government has shown the importance that it attaches to women in enterprise and its recognition of the increased economic benefits women can contribute to UK plc. This must be even more important in emerging from recession. Recently, Government has a produced a policy statement, Building Britain’s Future: New Industry, New Jobs (NINJ), which sets out Government’s vision for economic recovery and growth by targeted intervention aimed at hightech, high-growth firms. The WETF has several recommendations for how enterprising women can take advantage of these interventions. Enterprise has a significant role to help women remain economically active and increase the productivity and international competitiveness of the UK. Recent figures from 2009 show that women, who make up 46% of the workforce, now constitute nearly 29% of the self-employed in the UK (up 2 percentage points). 15% of the 4.8 million enterprises in the UK are now majority-led by women. The longer-term quantitative targets outlined in the Framework included women accounting for 40% of customers using Government sponsored business support services; and women-owned businesses accounting for 18-20% of the UK total. Government has gone some way towards achieving these targets. Today, women-owned businesses account for around one third of Business Link customers, a major increase on the 22.3% or nearly 150,000 women customers in Q1 of 2005/6. However, overall progress has been very slow and neither of the Framework targets set for completion by 2006 has yet been met. More work needs to be done to address this and the other issues facing women’s enterprise today. This report examines how to further increase the current £70 billion Gross Value Added (GVA) and £130 billion turnover annual contribution made by women’s enterprise to the UK economy. Recent figures suggest that 900,000 more businesses would be created if the UK achieved the same levels of female entrepreneurship as in the US, resulting in an additional £23 billion GVA to the UK economy, thus largely closing the productivity gap with the US.1 In Britain alone, 150,000 extra businesses would be created per annum if women started businesses at the same rate as men.2 This is especially pertinent in this time of recession. With effective, targeted support, increasing the number of women entrepreneurs will be an important factor in driving economic recovery

A Strategy for the Commons: Business-driven Networks for Collective Action and Policy Dialogue. The Example of Global Compact Local Networks

The current challenges involved with ensuring global sustainability are daunting. Climate change is increasing the incidence of severe weather events, natural resources are undergoing rapid depletion, labor conditions in global supply chains are often inhumane and degrading, and corruption around the globe is undermining competition and destroying wealth. These and other global challenges pose serious problems not only to mankind in general, but also to the sustainability of companies. Indeed, companies rely on enabling environments, local and global alike, for long-term success. Companies depend on a reliable legal framework conducive to investment and competition, a healthy and viable natural environment, and a secure social environment that facilitates the wellbeing of its inhabitants. However, given the overexploitation of shared resources, also known as the “tragedy of the commons,” companies often find it difficult to address global sustainability challenges and invest in enabling environments. All sustainability challenges face this tragedy: Although each societal actor ought to have an interest in creating or ensuring the viability of these common goods, the incentive to “free ride” on the efforts of others and let them bear the costs is exceedingly high. As a result, short-term profit maximization often damages the longterm growth prospects of companies. Since governments lack the capacity to address the complexity and global scope of sustainability challenges alone, a “strategy for the commons” is needed that allows companies, governments and other actors to overcome the free rider dilemma and invest in sustainable development