Intangibles, Global Networks & Corporate Social Responsibility

Network organisations emphasise the importance of corporate and product intangible assets. In global competition, the managerial economics of intangibles imposes new network policies of corporate social responsibility, dominated by global social issues such as economic sustainability, eco-responsibility, worker protection and so on.Intangible Assets; Network; Global Competition; Corporate Social Responsibility DOI:http://dx.doi.org/10.4468/2010.2.02brondoni

Market-Driven Management, Competitive Customer Value and Global Network

Market-Driven Management is a corporate strategy that presupposes direct, continuous benchmarking with competitors, in a context of customer value management. Market-driven management therefore favours an 'outside-in' vision, based on: the identification of products with a higher value than that of the competition to provoke the intersection with demand ('Before and Better than Competitors'). In global over-supplied markets, a firm's success is conditioned rather by the intensity of the presence and by the level of sophistication of intangible corporate asset; in other words, the peculiar managerial capabilities that regard brand equity, information system and corporate culture.Market-Driven Management; Global Competition; Global Managerial Economics; Brand Equity; Information System; Corporate Culture

Ouverture de ‘Over-Supply and Global Markets – 2’

Globalisation and over-supplied markets impose new behaviour to achieve stable performance, with corporate strategies based on: downsizing, networking, merging, development of intangibles. Global markets redefine competition space (market-space competition) and assert global managerial economics which interfaces with a competition space where markets are open and highly permeable to information; trade conditions development with an active role as intermediary on a global scale; and finally, companies –manufacturing,commercial and retail– grow with networking models.Global Competition; Over-Supply; Market-Space; Private Labels; Global Managerial Economics

Ouverture de "Marketing Channels and Global Markets"

An over-supply condition and the global markets favour a 'widespread selectivity' of consumption, and they require, on the one hand, new rules for competition between manufacturers, and on the other, they also stimulate new marketing channels strategies, as an economic and relational entity as a whole. From this point of view, it is important first analyse some key issues relating to marketing channels, and then focusing attention on certain aspects, such as innovation, the impact of technology on the consumer buying process and on his own buying habits, and finally the extension of the retailers offer to non-core services, particularly financial services.Marketing Channels; Global Markets; Over-Supply; Channel Innovation; Buyer Behaviour; Retail Financial Services

Market-Driven Management, Competitive Customer Value and Global Networks

Market-Driven Management is a corporate strategy that presupposes direct, continuous benchmarking with competitors, in a context of customer value management. Market-driven management therefore favours an 'outside-in' vision, based on: the identification of products with a higher value than that of the competition to provoke the intersection with demand ('Before and Better than Competitors'). In global over-supplied markets, a firm's success is conditioned rather by the intensity of the presence and by the level of sophistication of intangible corporate asset; in other words, the peculiar managerial capabilities that regard brand equity, information system and corporate culture

Ouverture de 'Corporate Responsibility & Market-Space Competition'

Business globalisation has led to a growing awareness of social and environmental issues, and – in more general terms - the sustainable growth of those organizations involved. Firms are nowadays exposed to socio-environmental forces on a vast scale. This calls for a modern code of corporate social responsibility that clearly demonstrates the company's global corporate responsibility in the overall framework of sustainable growth

Ouverture De 'Intangible Assets & Global Competition'

Since the early '80s, the global economy has radically changed companies, manufacturing system and products. Global managerial economics demands ramified, far-flung and strongly interconnected organisations (networks). These complex structures favour knowledge management skills, competitive alliances and outsourcing agreements (with co-makers and external partners). Market-space competition also emphasises global economies of scale, whose value does not depend on the level of exploitation of elementary manufacturing factors but on the 'intensity of sharing' of specific resources in a networking system. In highly competitive markets, therefore, lasting corporate development does not depend primarily on the volumes of individual products (easily imitated in their tangible characteristics). In fact, corporate success on global markets is conditioned more by the level of sophistication of the intangible assets, developed, maintained and even modified, with targeted spending and investment plans

Network Culture, Performance & Corporate Responsibility

The growth and sustainability of free market economies highlights the need to define rules more suited to the current condition of market globalisation and also encourages firms to adopt more transparent and accountable corporate responsibility (and corporate social responsibility, namely the relationship between the company, environment and social setting). From a managerial perspective, corporate responsibility is linked to ensure the lasting pursuit of the company mission, seeking increasing levels of quality and efficiency. Corporate responsibility in global markets aims to pursue business results (local and corporate) that feature high levels of profitability and efficiency, but also a priority concern for sustainable development. In global companies, corporate social responsibility is targeted at managing the stakeholder system (i.e. all those with an organizational, social or environmental interest)