marketing. But, it has been a part of the traditional marketing approach in which many functions of today’s brand management were performed in a spread out fashion by the marketing manager and a combination of his team members like the sales manager, the advertising and communications manager, and the marketing administration manager to name a few. The terminology of brand management was not used. Brand management, in its present integrated form, has come into limelight and focus over the last 20 years.
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Differences between electronic commerce and traditional commerce 5 New ways of doing business with electronic commerce History of electronic commerce (EC) Planning an e-commerce project Legal, ethical and international issues Case study guidelines 6 8 10 10 11 Module 2 Business decision-making and planning for electronic commerce 17 Objectives Planning an e-commerce project Economic models Competitive advantage and electronic marketplaces Transaction cost economics 17 18 29 30 34 Module 3 Technologies
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EDITION STRATEGIC MANAGEMENT IN ACTION Mary Coulter Missouri State University Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editor in Chief: Stephanie Wall Senior Acquisitions Editor: April Cole Editorial Project Manager: Claudia Fernandes Director of Marketing: Maggie Moylan Senior Marketing Manager: Nikki
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Management in Engineering (JME), as a case study of the CEM refereed journals. The JME’s contents were investigated from its onset in 1985 until 2002. The results of the analysis show that 70% of the published papers focused on four main subjects: management and organization of the firm, project management, industry structure and environment, and management of personnel. Considerable changes occurred within the subjects with the emergence of new topics and the decline of others over the eighteen years of
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We wish to thank the editors, Sten Jönsson and Jan Mouritsen, for their guidance in the process of writing the paper. Further, we thank Fredrik Nilsson and Nils-Göran Olve for their encouraging and helpful comments. All remaining errors are of course the responsibility of the authors. The authors are listed in alphabetic order. 1 Introduction Since the mid 1980’s accounting has attempted to turn strategic. In the area of strategically oriented performance measurement Balanced Scorecard (BSC)
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accounting information systems (AIS) lacks a well-defined body of knowledge. Much controversy exists among college faculty as to what should and should not be covered in the AIS course. To some extent, however, the controversy is being resolved through legislation. The Sarbanes-Oxley Act (SOX) of 2002 established new corporate governance regulations and standards for public companies registered with the Securities and Exchange Commission (SEC). This wide-sweeping legislation impacts public companies
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means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed
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of civilian procurement executives - have redesigned their programs for performance evaluation and management of acquisition systems. They have moved from headquartersbased, process-oriented oversight programs to ones which rely more on self or local assessment of performance against departmental or agency expectations. Through the use of assessment approaches based on performance measurement models developed by a federal interagency team chartered by this Association, the participating procurement
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*** NOT MY ORIGINAL WORK ******* IT IS A COPY FOUND ON INTERNET KNOWLEDGE OBJECTIVES 1. Define competitors, competitive rivalry, competitive behavior, and competitive dynamics. 2. Describe market commonality and resource similarity as the building blocks of a competitor analysis. 3. Explain awareness, motivation, and ability as drivers of competitive behavior. 4. Discuss factors affecting the likelihood a competitor will take competitive actions. 5. Discuss factors affecting the likelihood
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Supply Chain Management and Advanced Planning Hartmut Stadtler ´ Christoph Kilger (Eds.) Supply Chain Management and Advanced Planning Concepts, Models, Software and Case Studies Third Edition With 173 Figures and 56 Tables 12 Professor Dr. Hartmut Stadtler FG Produktion und Supply Chain Management FB Rechts- und Wirtschaftswissenschaften TU Darmstadt Hochschulstraûe 1 64289 Darmstadt Germany stadtler@bwl.tu-darmstadt.de Dr. Christoph Kilger j&m Management Consulting AG Kaiserringforum
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