The Cost of Managing Intangibles in Global Markets

Intangibles are often become the most critical resources for businesses in global competitive markets. Thus, intangible assets and goods must be managed adopting specific strategies that determine costs with different patterns over time: expenses (with a short term span) and investments (with a medium to long term span) and with different underling explications (discretional and causal costs).Intangible Assets, Global Competition, Brand, Brand Equity Patent, Trademark DOI:http://dx.doi.org/10.4468/2010.2.05corniani

Market, Demand Segments and Demand Bubbles

In scarcity markets, corporations use to consider the overall market demand as a group of homogeneous buyers. In controlled competition markets, companies stimulate non homogenous demand reactions to competitive supplies, by segmenting market demand. In over-supply markets, where instability is a key aspect in the supply-demand relationship, corporations activate demand bubbles, i.e. temporary client aggregation that is caused by the innovative supply configuration issued by a company. To create demand bubbles companies must have strong relationships with their stakeholders, and must invest in an advanced intangible assets system. Demand bubbles are the advanced reply to segmentation limits and are generated to grant temporary monopolistic competition conditions to corporations who create them

Innovation, Imitation and Competitive Value Analysis

The most widespread kind of innovation in global markets is incremental innovation, which modifies business processes, typically without visible manifestations outside the company. Incremental innovation is also applied to products, bringing changes to their characteristics, and/or impacting on the supply profile, with the aim of attracting customers and even of stealing them from competitors. These incremental innovations are usually the result of imitation processes that are the effect of the application of passive and competitive value analysis. Value analysis implies the breakdown of processes, products and offers, looking for alternative solutions and improvements that are economically and competitively viable

Business Networks and Local Partners in Global Competition

More and more firms address collaborations and cooperation as strategic topics in order to build competitive networks and broaden the global competences provided by the community thus created. These firms can cooperate with partners to share resources, competences, risks or costs. Besides, penetrating new markets can be easier when associating new partners. The selection process of an adequate partner considered for a specific objective is a key success factor and it varies depending on many aspects, even during the relationship itself

Sistema informativo di marketing e modelli competitivi d'impresa

Dottorato di ricerca in strategia, gestione e metodi quantitativi d'impresa. 12. ciclo. A.a. 1998-99. Tutore S. M. BrondoniConsiglio Nazionale delle Ricerche - Biblioteca Centrale - P.le Aldo Moro, 7, Rome; Biblioteca Nazionale Centrale - P.za Cavalleggeri, 1, Florence / CNR - Consiglio Nazionale delle RichercheSIGLEITItal

Digital Marketing Communication

Digital marketing communication is directed to profiled targets, which are active in the communication process. Every communication flow can ask for an information answer from the market. This opportunity grants immediate feed-backs and feed-forwards, so that digital communication can be easily and cheaply measured; digital communication flows are diffused at costs that are getting lower and lower, but it asks specialized and deep competences to communication managers. The ease in the flowing process granted by digital technologies is also the main negative aspect of digital communication. It is impossible to control digital flows in all their effect and contacts and this limit opens the door to competitor actions and to “rumors”

Demand Bubbles, Virtual Communities and Market Potential

A virtual community is a precious information collation source allowing a company to identify conditions on which to base bubble information and indications regarding the time and manner on which the bubble should be triggered. Observations of virtual community dynamics, people entering and exiting, the length of their stay and so on, are fertile indicators for bubble potential in terms of dimension and timeframe

Managerial Economics and Global Competition

Global managerial economics tends to emerge in conditions of strong, continuous competitive tension, in contexts that are open and subject to political, social and technological instability. Globalisation and new competition boundaries oblige companies to adopt a new ‘market-oriented competitive management philosophy’ (market-driven management), in which customer value management predominates. Global managerial economics thus interfaces with numerous competition spaces, all with different levels of competitive intensity, and market-driven corporate management thus refers to specific competitive conditions, which may typically be summed up as: conditions of scarcity of supply (D>S), with business economics focused on price competition; conditions of controlled competition (D~S), where management economics embodies widespread internationalisation and non-price competition policies; conditions of over-supply (D<S), where management economics underlines the central role of corporate and product intangible assets

Brand Portfolio and Over-Supply

Firms operating in over-supply conditions cannot increase their sales not even through the price reduction as a lever. In such context the intangible assets become predominant and tend to direct the competition within different industries towardsnew, unstable competitive business models based on market-driven management. In fact, the firms have reconsidered their brand portfolio, often by intervening drastically on the number of brands possessed and selling some of them to third parties or, alternatively, abandoning taking into consideration strategic aspects of brand management and its costs. At the business unit level, the brand portfolios are subjected to numerous operations oriented to adapt supply to new competitive conditions