MANAJEMEN STRATEGIK PEMASARAN PENDIDIKAN BERBASIS MEDIA SOSIAL DI MADRASAH ALIYAH YAYASAN PONDOK PESANTREN BABAKAN JAMANIS PARIGI PANGANDARAN

This study describes an overview of the use of social media as a management marketing strategy at Madrasah Aliyah Yayasan Pondok Pesantren Babakan Jamanis. The benefits of social media as a marketing tool in the world of education in the era of the 4.0 industrial revolution are the right choice because it is increasingly accessible to various groups. This research is qualitative research with data collection methods through observation, in-depth interviews, and documentation. The results show that the social media-based educational marketing strategy management is used, namely: Facebook, Instagram, and Youtube by first identifying in the community which then becomes an educational marketing strategy by highlighting the achievements of these institutions. The management of private education, supported by stakeholders and adequate facilities has provided a distinctive feature and strength in the management of educational marketing strategies at Madrasah Aliyah Yayasan Pondok Pesantren Babakan Jamanis

The Japanese model in retrospective : industrial strategies, corporate Japan and the 'hollowing out' of Japanese industry

This article provides a retrospective look at the Japanese model of industrial development. This model combined an institutional approach to production based around the Japanese Firm (Aoki's, J-mode) and strategic state intervention in industry by the Japanese Ministry of International Trade and Industry (MITI). For a long period, the alignment of state and corporate interests appeared to match the wider public interest as the Japanese economy prospered. However, since the early 1990s, the global ambitions of the corporate sector have contributed to a significant 'hollowing out' of Japan's industrial base. As the world today looks for a new direction in economic management, we suggest the Japanese model provides policy-makers with a salutary lesson in tying the wider public interest with those of the corporate sector

Sustainability as corporate culture of a brand for superior performance

This is the post-print version of the final paper published in the Journal of World Business. The published article is available from the link below. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. Copyright @ 2012 Elsevier B.V.Sustainability research highlights new challenges and opportunities for businesses. This paper reviews the literature to understand the ability of sustainable green initiatives when practiced as a corporate culture to individually create new opportunities for operations, management and marketing. According to current research, business opportunities exclusively available to different functions of a firm can drive its performance. The role of marketing in the achievement of superior performance by virtue of sustainability practices is also explained by the existing literature. Branding literature, however, fails to explain the influence of a brand on sustainability-driven opportunities available to a firm for superior performance. The objective of this study is to explore if a brand can strengthen the ability of sustainability-based green initiatives of managers to drive opportunities available to a firm for superior performance. A conceptual framework grounded in the triple bottom line theory is presented based on the assumption that brand as a stimulating factor can accelerate the conversion of opportunities available to a business into superior performance. Academic and managerial perspectives have been used to draw upon the implications of the model. Both practitioners and academic researchers will benefit from future research on this topic

Contested resources: unions, employers, and the adoption of new work practices in US and UK telecommunications

The pattern of adoption of high-performance work practices has been explained in terms of strategic contingency and in terms of union presence. We compare the post-deregulation/privatization changes in work practice at AT&T, Bell Atlantic and British Telecom. On the basis of these cases, we argue that the choice of new work practices should be understood as a consequence not only of the company's resources or changes in its environment, nor of a simple union presence, but also as a consequence of the practices' effects on union power, the nature of the union's engagement, and the union's strategic choices

Expanding the Fight Against Shutdowns

[Excerpt] The Midwest Center for Labor Research has been involved, in both direct and secondary ways, in fighting dozens of plant closings. We\u27ve studied similar efforts of labor-community coalitions around the country, beginning with the Ecumenical Coalition\u27s fight to save Youngstown Sheet & Tube in 1977. We also have several years\u27 experience in building community-based economic development projects on Chicago\u27s West Side and in Northwest Indiana. This article argues that, as the crisis of manufacturing has deepened, the fight against shutdowns has accumulated a rich mine of experience and insight upon which it is now possible to wage a series of more effective struggles. It argues that, while fighting shutdowns on one front, labor must take the lead in building diverse local coalitions engaged in systematic efforts to retain and create jobs in the community. This is not only essential for immediate objectives, but can provide an opportunity for labor to begin to mount an aggressive political and economic offensive in the broad public interest

Cooperate, Hell: Unions Get What They Fight For

[Excerpt] Officialdom\u27s call for labor and management to cooperate is a recurring theme in American industrial life. It all seems so reasonable: instead of knocking heads, let workers and bosses put their heads together -- and knock the competition for a loop. The trouble is, it doesn\u27t work. In steel, auto and other industries where management and labor agreed to joint participation plans, local unions are scrapping the arrangements and local union leaders who backed them are being turned out of office by angry rank-and-filers. What began as a new era of harmony is ending in disillusion. The novelty wears off, and unions still have to fight to defend their members\u27 interests

How should a small company interact in its business network to sustain its exchange effectiveness?

This paper investigates the dynamic alignment of network and business\ud development of two small firms in the printing industry. Developments are\ud followed over more than 8 years. The aim of the paper is to understand how\ud small firms can manage their network relations by maintaining both their\ud efficiency in existing business and flexibility to develop new business. The case comparison suggests that different networking approaches drive business\ud development. For successful business development both strong and varied ties\ud as well as the existence of different intermediary functions of partners are\ud necessary