Company Wins Research Articles

ХАРАКТЕРИСТИКА ЧИННИКІВ, ЯКІ ВПЛИВАЮТЬ НА МАРКЕТИНГОВІ ВЗАЄМОВІДНОСИНИ ТА КОНКУРЕНТУ МАРКЕТИНГОВУ СТРАТЕГІЮ

The article is devoted to the characteristics of factors that affect marketing relationships and competitive marketing strategy. Every day, companies face the issue of paying close attention to the factors that affect marketing communication with the client, the formation of competitive advantages in the market, and the development of such a marketing strategy that would provide the company with a leading position in the market. The article defines the main principles of marketing relationships that underlie the marketing competitive strategy. If a company builds relationships with a customer based on these principles, the overall company wins, because this approach helps increase customer satisfaction, increase their trust in the brand, and reduce customer churn. The main types of marketing strategies used by companies in the market are defined: cost leadership strategy, differentiation strategy, focus strategy, aggressive strategy, defense strategy. In general, a marketing strategy is a plan of action developed by a company to ensure its competitive advantage in the market. The listed types of competitive marketing strategies prove that the choice of a competitive marketing strategy depends on many factors, such as the size of the company, its resources, market position, characteristics of the target audience and the actions of competitors. The classification of influencing factors aimed at the formation and maintenance of longterm relations between the company and clients has been carried out. Such factors are defined as: product or service quality, value for the client, satisfaction of the client's needs and expectations, communication, client service, trust and reputation, loyalty, technologies. Having analyzed the factors influencing marketing relationships and the competitor's marketing strategy, attention is focused on their positive impact on the company's activities. Keywords: marketing, marketing relationships, marketing strategies, influencing factors, company, strategy

Strategi Keunggulan Kompetitif Penjualan Ikan Lele Pada Raja Lele Lestari Desa Pagu Kecamatan Wates Kabupaten Kediri

Competition in business is getting tougher, as evidenced by the variety of products released by business people to survive the competition. Increasingly tight business competition requires companies to have their own competitive advantages. Many consider competitive advantage to be a weapon used by companies in the hope of making the company win over its competitors. Raja Lele Lestari is a business that operates in the field of catfish cultivation in Kediri Regency. This research aims to analyze the Competitive Advantage Strategy of Raja Lele Lestari in increasing sales.
 This research uses descriptive qualitative methods and SWOT analysis along with the BCG matrix. Data collection was carried out by observation, interviews and documentation. The analysis results obtained in this research show that the analysis shows a very profitable correlation, BCG shows that the company's market share is still low and the SWOT analysis has a SO strategy solution to overcome this which can ultimately support Raja Lele Lestari to reach the peak of competitive advantage.

Leader Role in Shaping Organization Values in Crisis

Today’s economic situation causes uncertainty in the majority of companies. In spite of numerous difficulties companies shall be flexible, responsive to customer requests that grow in number from day to day. As a result such companies win competition. Leaders, who can introduce innovation strategies, also possess considerable advantage. Strategy implies not only planning of steps aimed at taking a market share or developing a new product. It is not enough just to calculate the project economics. Such components as introduction of necessary corporate culture, social responsibility of the company, building a strong team are very important. A key advantage in this situation is correctly introduced system of organizational values. Today’s generation plays serious attention to social and psychological climate and corporate values that underlie the business. In future companies that built a strong social mission will possess one of the leading HR brands. The article studies the essence and provides classification of obligatory types of values, investigates the process of managing the system of organization values and shows interaction of the value system of individual, organization and society.

The Effect of Managerial Talented on Work Experience in Post Office Managers in Regional IV Jakarta

Along with the Industrial Revolution, and now even entering the 5.0 Industrial Revolution, of course high creativity and innovation are required from each business entity. Organizations can no longer run a business as usual, every time and every time they are required to make various kinds of breakthroughs, so that they can remain relevant / survive the changes that occur. Likewise with what happened in the field of courier services, the industry in which PT. Pos Indonesia, whose conditions are currently getting tighter and fiercer. For this reason, a manager who has high work experience is needed in order to help the company win the existing competition. One way to get managers who have high work experience is to attract individuals who have good managerial talent to join the company. Managers who have good managerial skills tend to have high work experience, because these employees will always be prioritized when there is an empty position, or when there is a promotion in a department. This study aims to analyze the direct effect of managerial talented on work experience. This study uses a quantitative approach with a survey method by providing a list of questions to the respondent. The procedure used in testing, data processing and model development is structural equation modeling. Data were analyzed using AMOS statistical software tools. This method is used to facilitate the discovery of the effect (causal) of exogenous variables on endogenous variables. This research was conducted without any treatment from the researcher. The population in this study were all post office managers at PT. Pos Indonesia -Regional IV Jakarta, totaling 160 people. The results of this study prove that there is a positive direct effect of managerial talented on work experience.Keywords: Managerial Talented, Work Experience, Post Office.

The Nuances of 'Tag-Gag' Laws

This Essay addresses what I have elsewhere called “Tag-Gag” Laws—laws that regulate and restrict how companies can label and advertise plant-based meat products. Plant-based meat is food made entirely from plants that replicates the taste and texture of animal meat. As plant-based meat sales have grown exponentially in recent years, increasing numbers of states have passed Tag-Gag laws; companies selling plant-based meat, in turn, have challenged these laws in court. When covering these lawsuits, the media often (and understandably) lumps them altogether. If a plant-based company wins a preliminary injunction against a state law, it is viewed as a victory for plant-based foods in the labeling wars; if a state survives a preliminary injunction, the media reports the opposite. But not all Tag-Gag laws are created equal, and this Essay draws attention to their important differences. It identifies and categorizes three Tag-Gag variants and discusses how each variant has different legal ramifications. It also proposes specific approaches that companies can follow when challenging the different categories of Tag-Gag laws.

Marketing Rebellion: The Most Human Company Wins

Marketing Rebellion: The Most Human Company Wins

Aptiv Becoming a More Sustainable Business

The President and CEO of Aptiv presents and then discusses his progress in carrying out his ‘long‐term plan’ to transform an automotive parts supplier that was once part of General Motors into a ‘global technology company.’ The company's mission is to maintain and strengthen its current position as ‘a partner of choice’ of the world's largest automakers in designing and manufacturing ‘the brain and the nervous system of the vehicle’—and in so doing, to make vehicle transportation ‘safer, greener, and more connected.’With 15 major tech centers and 126 manufacturing sites spread across 44 countries, and with over 160,000 employees, including 18,600 engineers and scientists, the company has the scale and resources to carry out that mission. And attesting to the resilience of its business model, in 2018, a year in which the global number of cars sold actually went down, the company increased its revenue by 10% and its operating cash flow by 50%.In the area of safety, the company is helping its customers build vehicles that move the industry closer to its goal of zero traffic fatalities and accidents by delivering the building blocks of active safety systems—which include perception and vision systems, and the high‐speed and high‐reliability networks that connect them. (And promising even greater gains in safety, the company's advances in fully automated vehicles are helping make self‐driving cars a reality.) In terms of green initiatives, the company is focused on minimizing the vehicles' ‘total lifecycle impact on the environment’ by providing the high‐voltage distribution and connection systems for electric cars, while also using ‘smarter’ vehicle architectures to achieve significant reductions in weight and mass. Finally, the company is helping the industry incorporate the increased connectivity that aims to provide a seamless integration between the passenger, the vehicle, and the Internet of Things.The company's commitment to corporate social responsibility goes well beyond its products and solutions. As an important part of its disciplined approach to creating sustainable long‐term value for its shareholders, the company tracks a range of key performance indicators designed to ensure that ‘we devote the right amount of time and attention to each of our key stakeholders.’ Along with its stakeholder programs and ongoing investment in human capital, which have helped the company win the designation ‘one of the world's most ethical companies’ in seven consecutive years, the CEO also cites the important roles played by its highly collaborative and engaged board of directors, and by a long‐term incentive pay plan for its senior management team that, along with standard financial measures, uses a ‘strategic results modifier’ that reflects the company's success in meeting ‘non‐financial goals that are related to talent, culture, and product quality.’

Do I win, does the company win, or do we both win? Moderate traits of the Dark Triad and profit maximization

ABSTRACT This article analyzes the relationship between the maximization of personal and company gains and the moderate traits of the Dark Triad. The relevance of choosing this topic lies in investigating the attitude of executives who exhibit characteristics of a moderate intensity between the strong and weak traits. It is proven that the vision and charisma of narcissistic individuals, the strategy and tactics of Machiavellian individuals, and the creativity and good strategic thinking of psychopathic individuals are differentiating characteristics that enhance successful and integrative leadership and that are far from the more accentuated and opportunistic attitudes related to the strong traits, whose practices involve dishonest actions for personal gain. This evidence creates the possibility for strengthening the research in the accounting area, especially on the behavioral approach, in order to promote its interface with psychology and clarify how personality, values, and experiences influence managers’ choices when conducting business and how workers and companies are impacted by these decisions. The study is empirical-theoretical and involves 263 managers, adopting a survey as its data collection strategy and applying a self-reporting type questionnaire. The data analysis approaches included descriptive statistics, correlations, tests of means, and logistic regressions. In this study, managers with moderate psychopathic traits showed a lower tendency to maximize profit by manipulating results. An opposite tendency was revealed for those with moderate Machiavellian traits. The combined effect of the three Dark Triad traits was significant and positive, revealing opportunistic profit maximization. These findings contribute to future studies that aim to systematically analyze moderate levels of the triad and corroborate the findings that have revealed the common characteristics of manipulation, callousness, and dishonesty when investigating the interactive effect between the traits in question.

Oral health company wins high global rating again

Oral health company wins high global rating again

LOCAL BRANDING STRATEGIES IN SOUTHEAST ASIAN ISLAMIC CULTURES

In the beauty industry, local companies lose and the foreign companies win in nearly all places around the world. However, it is believed that in Islamic and traditional cultures, local companies have a competitive edge over foreign multinational companies, an edge that impacts consumer choices. What contributes to this edge combines the concepts of Warisan (traditional and cultural) and halal (an Islamic concept of purity and cleanliness) that are applied by local companies in Malaysia, Indonesia and Thailand to compete against multinational companies and win battles for profits. In the beauty industry, the literature lacks an explanation of why consumers choose certain beauty product brands and the reasons for their choices in Malaysia, Indonesia and Thailand. To understand the impacts on consumers’ choices between local and international brands and to evaluate the effectiveness of branding strategies in the beauty industry, a survey was conducted in Indonesia (Jakarta), Malaysia (Kuala Lumpur) and Thailand (Bangkok). In total, 361 questionnaire surveys were conducted with female respondents at various locations in the three countries. The study found that despite the fact that local companies leveraged their competitive advantages, beauty product users in Indonesia, Malaysia and Thailand preferred product qualities such as suitability, quality and indigenous ingredients to local or foreign brands. International brands had a significant impact on consumers in each of the three countries. However, global brands did not use a halal logo demonstrating that consumers preferred foreign over local brands despite the high level of awareness for halal products and ingredients (including indigenous herbs), that international brands did not offer. Indigenous branding strategies that emphasized halalness and indigenous knowledge of herbs were less impactful on brand choice. The quality, suitability, and ingredients took precedence over the halal factor.Keywords: Southeast Asian Islamic cultures, halal, indigenous knowledge, indigenous ingredients, tayyibah

Manajemen Biaya untuk Meningkatkan Ketepatan Penghitungan Biaya melalui Biaya Berbasis Aktivitas

Cost is an important factor in ensuring the company win in the competition on the market. Consumers will choose a manufacturer that is able to produce products and services that have high quality with low prices. Costs of Management Systems Contemporary emphasis on search than the allocation. And management based activities are at the heart of contemporary operating control system. At least two major factors that must be considered in the selection of cost driver (cost driver) are: the cost of measurement and the degree of correlation between the consumption cost driver with the actual overhead. Cost driver is divided into two categories, namely the structural cost driver and executional cost driver. Cost driver is the basis used to charge collected on cost pool to the product. So that the calculation of the cost through Time Driven activity-based costing system, the company obtain more precise information and accurate.

THE IMPLEMENTATION OF BLUE OCEAN STRATEGY TO CREATE A MARKET NICHE

Business competition among companies has led to major changes. Thus, companies must be responsive to the business strategy implemented [by competitors] and create business opportunities that can generate profits. One way is to implement Blue Ocean Strategy that allows businesses to create a niche market to get out of the red ocean competition so that competition becomes irrelevant. This study is aimed at analyzing the condition of a company implementing the Blue Ocean strategy represented by PT Kintetsu World Express in the period of 2012-2013. By using the descriptive method and the theories in strategic management, it is clearly visible how the implementation of Blue Ocean Strategy by PT Kintetsu World Express Indonesia can make the company win the competition and becomes the “Market Leader”. Making the Internal Process Company (IPF - BOS) in order to optimize the implementation of Blue Ocean Strategy, making the value of the company and the products to be better in the consumer’s perspective.

Russian and Chinese Mid-Sized Business: Internationalization Strategies (Includes 15 Case Studies)

Internationalization can be beneficial for firms of all sizes. While it is usually large companies which are studied, there is a host of smaller firms that have successfully tapped into international opportunities and whose experiences are worthy of investigation. Usually overlooked by academics, practitioners, researchers and journalists, mid-sized companies receive less attention than they deserve, especially those coming from emerging markets. At the same time, firms of this sort often exhibit a remarkable degree of resourcefulness and versatility. Their international trajectories can be instructive for companies from emerging and developed markets alike. This study looks at the internationalization of a selection of Russian and Chinese mid-sized firms. As a business school in Russia, we embarked on this project with the specific goal of complementing contemporary strategic thinking derived from the experience of Western multinationals by introducing the experience of smaller firms from emerging economies. Case studies of fifteen mid-sized, private businesses from the manufacturing and IT sectors form the basis of this report. The way companies approach internationalization varies considerably, and often depends on how they build their businesses at home. Self-identification is one of the underlying factors. Russian companies often see their medium size as an inherent characteristic and adapt their strategy accordingly. Chinese companies, on the other hand, tend to treat their current size as an intermediate step in their progression to big business. The environments from which the companies emerge also dictate differences in optimal competitive configurations. Russian mid-sized firms bypass competition by delivering high performance products and targeting narrow market segments. In-house integration of diverse competencies allows them to control quality and cost. Chinese mid-sized companies win markets through scale and speed. Supported by a flexible supplier network, these companies concentrate their efforts on downstream capabilities such as production and distribution. The underlying proposition of this report is that internationalization means much more than selling to foreign markets. It is about a firm’s ability to connect with the outside world in multiple areas: manufacturing, access to technology, foreign capital, the talent pool, strategic alliances and informal networks. Each area presents opportunities which can be used to a firm’s advantage. Russian mid-sized firms approach internationalization in a classical way. It is a step-by-step process whereby a company starts probing foreign markets and, as it gains more knowledge, it feels more comfortable exploring other opportunities such as localizing production, hiring local staff and building partnerships. The global niche strategy adopted by Russian mid-sized companies has many similarities with that of the German Mittelstand. The Chinese approach internationalization quite differently. Unlike Russian firms, which treat it is a separate dedicated project, Chinese mid-sized companies seem to blur the boundaries between the domestic and the foreign and exploit international opportunities more arbitrarily. Their fundamental goal is to grow and become stronger contenders, especially in the massive and fiercely competitive Chinese market. Growing in size through international sales, accessing technology through acquisitions, sourcing foreign capital or enlisting the support of stakeholders through international alliances are strategies which are deployed by the Chinese mid-sized firms in their pursuit of market dominance. Altogether, no matter what underpins a firm’s ability to connect with the outside world, it is a strategic skill which should not be ignored. This is particularly so today as the world is becoming more fragmented. The ability to discern and tap into international opportunities can be a strategic response to an increasingly uncertain environment. After all, fragmentation does not mean disconnectedness; rather it implies the changing nature of connectivity between regions, countries and companies. There is no one-directional movement. As some countries close, others eagerly open up. While the shifting patterns of global trade present companies with completely new sets of challenges and opportunities, what is clear is that these will need to be tackled with more sophisticated strategies. Internationalization is one of the range of possible answers.

Uno sviluppo illuminato. L'Azienda elettrica municipale di Milano nel secondo dopoguerra

In the essay it traces the history of Milan Municipal Electric Company in the decades after World War II, when the company wins a relevant role in the Italian energy events and in the Milan transformation into a modern metro-polis. The culmination of this process coincides with the chairmanship of Roberto Tremelloni and fulfilled in the years of the “economic miracle”. After overcoming the difficult phase of reconstruction, the production com-pany expansion occurs between the fifties and sixties, through the prepara-tion of three development plans, able to meet the growing demand for ele-ctricity by private and industries. This phase ended in the mid-sixties, with Enel birth

Companies win E-ELT contracts

Companies win E-ELT contracts

A granularity approach to compound real option in multi-stage capital investment project

Capital investment plays a pivotal role in making a company win in a market. In the real world, capital investment is a gradual behaviour, which means that a capital investment project can be divided into multiple stages that can effectively reduce the risks of the investment project. Because the future movement of the market is influenced by various uncertain factors, companies cope with such uncertainties in an effective and timely manner via decision-making using continuously developing and robust tools. The objective of this research is to propose a method that satisfies the requirements of companies. Real option analysis is a relatively new and insightful way to evaluate corporate investment decisions. When undertaking new investments, firms may have options to invest in stages. Moreover, decision-makers often face the situation of having incomplete information. To handle this situation and address problems under uncertain circumstances in the research, a granularity approach is introduced that includes fuzzy variables and credibility theory. In the granularity approach, uncertainty such as fuzzy numbers is taken as a granule, which enables us to take fuzzy numbers not only for uncertain values but also for decision values in a group.

Assessing the aftermath of an alcohol-fueled weekend: Alcohol-induced DNA damage and faulty repairs may raise the risk of certain cancers, but resveratrol could provide some relief.

Assessing the aftermath of an alcohol-fueled weekend: Alcohol-induced DNA damage and faulty repairs may raise the risk of certain cancers, but resveratrol could provide some relief.

THE IMPLEMENTATION OF BLUE OCEAN STRATEGY TO CREATE A MARKET NICHE

Business competition among companies has led to major changes. Thus, companies must be responsive to the business strategy implemented [by competitors] and create business opportunities that can generate profits. One way is to implement Blue Ocean Strategy that allows businesses to create a niche market to get out of the red ocean competition so that competition becomes irrelevant. This study is aimed at analyzing the condition of a company implementing the Blue Ocean strategy represented by PT Kintetsu World Express in the period of 2012-2013. By using the descriptive method and the theories in strategic management, it is clearly visible how the implementation of Blue Ocean Strategy by PT Kintetsu World Express Indonesia can make the company win the competition and becomes the “Market Leader”. Making the Internal Process Company (IPF - BOS) in order to optimize the implementation of Blue Ocean Strategy, making the value of the company and the products to be better in the consumer’s perspective.

REMOVED: Analisis Kepuasan Konsumen di Jatiroso Catering Service

This article was removed at the request of the authors due to developments in the reported case.
 
 Removed article: https://doi.org/10.21070/jbmp.v1i2.267
 Removal notice: https://doi.org/10.21070/jbmp.v5i1.2066

GESTÃO DOCUMENTAL: O USO DA PRÁTICA E DA ESTRATÉGIA TECNOLÓGICA

This paper aims to report how document management can help a company win in the market, with control of their information, the development of internal strategies and increase your profit. Document management is presented simply and exemplified so that can be used by any organization. The technology seeks improvement and presents ways to achieve this with specific tools of strategic management. Is explained that the combination of these two generates huge benefits for the company. As the document management search using fewer printed paper, ultimately facilitate the work, thereby gaining efficiency and agility. The focus was given to technological tools and virtual environments to a chronological and quantitative sketch on using practical tools for document management, assisting in the practical use of the technology to the service of the company.