B2B Brand Management Philip Kotler ´ Waldemar Pfoertsch B2B Brand Management With the Cooperation of Ines Michi With 76 Figures and 7 Tables 12 Philip Kotler S. C. Johnson & Son Distinguished Professor of International Marketing Kellogg School of Business Northwestern University 2001 Sheridan Rd. Evanston, IL 60208, USA p-kotler@kellogg.northwestern.edu Waldemar Pfoertsch Professor International Business Pforzheim University Tiefenbronnerstrasse 65 75175 Pforzheim, Germany waldemar
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materials, improving supply chain and distribution efficiency, build better products and so on. But those easily copied sources of advantage are being irreversibly eroded, and advantage increasingly lies “downstream”—in the marketplace. Today the strategic question that drives business is not “What else can we make?” but “What else can we do for our customers?” This new center of gravity demands a rethink of long-standing strategy principles: First, the sources and locus of competitive advantage now
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There are numerous assumptions on which the HRM’s soft model can be said to rest on and these assumptions include, for example, that a lot of people have a lazy attitude or mentality towards work in spite of the fact that work is practically a necessity for their existence. In other words then, the reason why they are compelled to work is perhaps because of the benefits they can derive as reward for working. One other very important assumption of the HRM’s soft model is that people tend to try and
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corporate culture has been associated with trust, commitment to quality, customer satisfaction, employee commitment, and financial performance. There is an opportunity for managers to take a proactive approach to incorporating ethical concerns into strategic planning. In addition, there has been public policy support for top management to be responsible for organizational ethics. Academic researchers can assist by investigating the relationship between ethical leadership and organizational performance
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Zero Time Organization: Changing How Businesses and Consumers Interact In the Technology Age Zero Time Organization: Changing How Businesses and Consumers Interact In the Technology Age Our world is changing in drastic ways and companies are starting to address these changes in ways that were previously unthinkable. While many companies are falling behind the time, due to being mired in old methods, other companies are stepping up to embrace new technology and new business models. One of the
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government members whose mission it is to help improve organizational performance through the application of information and communications technology(ICT). With offices in Quebec City and Montreal, CEFRIO works with partners conducting research and strategic monitoring activities that affect Quebec’s economic sectors as a whole. This document is part of the project entitled “New Electronic Business (E-business) Models and Small and MediumSized Enterprise (SME) Development”, a CEFRIO initiative conducted
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manufacturing and international service. For manufacturing we start with the simple proposition that decisions about our company’s competitive strategy leads to a supply chain strategy which then leads to a supply chain structure. We provide a strategic framework that can be used to analyze design, planning, and operational decisions in a supply chain. This framework focuses on supply
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1) Product is anything that is capable of satisfying a felt need. A new product is the one which is truly innovative and is significantly different from other products. 2) Product Design specifies which materials are to be used, determines dimensions and tolerances define appearances of the product and sets standards of the performance. 3) Service Design specifies what physical items, sensual benefits and psychological benefits the customer is to receive from the service. Design has a tremendous
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Focus: Strategic Planning for the EU Market Strategic Choice of Opportunities in South Africa Reasons for Going International Respond to Global Downturn Strategic Formulation Process Steps in Developing International and Global Strategies Mission and Objectives Environmental Assessment Institutional Effects on International Competition Sources of Environmental Information Internal Analysis Competitive Analysis Strategic Decision-Making Models Global and International Strategic Alternatives
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ADVANTAGE TECHNOLOGY NETWORKS PRACTICE PROCESS BALANCE PERFORMANCE SUPPLY CHAIN SUPPLY CHAIN THE &THE VS. HYPE REALITY 46 SUPPLY CHAIN MANAGEMENT REVIEW · SEPTEMBER/OCTOBER 2001 www.scmr.com The conventional wisdom is that competition in the future will not be company vs. company but supply chain vs. supply chain. But the reality is that instances of head-to-head supply chain competition will be limited. The more likely scenario will find companies competing—
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