Smart Buyers Research Articles

HOW THE REAL ESTATE MARKET PRICE IN ALBANIA WAS AFFECTED FROM COVID-19 PANDEMIC AND UKRAINE WAR?

Since the early times, there has been an important relationship that exists between the performance of the real estate market and the economic condition of the financial system. Studies and analyzes on this connection in most cases have highlighted the progress of financial economic cycles, the stability of the respective indicators and the possibility of their improvement. This analysis of the consequences that the performance of these markets brings on economic and financial operators. The real estate market presents a number of regional and local markets that differ from each other regarding the level of prices and risk, also related to the efficiency of real estate investments, as well as its trends in different periods. Data on the real estate market in a given period are a critical indicator of the progress of a country's economy. The real estate market is an open market, easily accessible by anyone with sufficient liquidity to become a real estate owner. It turns out to have been very profitable for a large number of smart buyers who, by learning how to exploit market fluctuations, have gotten the best possible return on their investments. This study aims to analyze and compare the effects of the real estate market in the post-pandemic period and during the Ukrainian war.

Information at finger tips

Information at finger tips” says the agenda of the work very much clearly. Basic idea behind this work is to provide an easy and most suitable way for users to find the information. Today’s generation is keen to gain knowledge, hence this platform will play an important role to help them and to act as a bridge that connects very easily to the required information is our main motive. We’ve considered the issue of Shopping. As there is increasing growth in the cities, the resources have also increased. We can say that for one thing there are multiple options present nowadays. Every citizen wants to be smart buyer where he can make his profit in terms of product quality and great discounts also. To tackle this issue we are building this system where they can search any related information. The operations will be performed in Python3. We will be providing an interface where the information can be accessed. To advance it one step further we will be using a chat bot for any assistance.

Smart Buyer: A Bayesian Network modelling approach for measuring and improving procurement performance in organisations

Procurement, the act of buying goods or services from an external supplier, plays an important role in any organisation. To measure how well an organisation undertakes this activity, it needs to measure all associated Key Performance Indicators (KPIs). The current literature's major drawback in performing such a measurement is how to integrate the different KPIs, each of which captures a specific aspect of the organisation's performance. In this paper, we highlight this drawback and present our proposed Smart Buyer framework that is based on a Bayesian Network (BN) model capable of capturing and integrating the different KPIs. The measured procurement performance value can then be used by organisations to identify the areas in which they need to improve and develop plans to achieve this. Four scenarios are presented to show how the proposed BN model can be further used for analysis and decision making within organisations. Finally, a recent real-world procurement example is studied to demonstrate the applicability of the proposed Smart Buyer framework.

Technology Development in Upstream Division of Gazprom Neft

Management To enhance its technology management model and planning, the Gazprom Neft Company formulated a technology strategy, which focuses on moving from a “smart buyer” approach to a “strategic goal-setter” effort that emphasizes technological development through partnerships. The company is now focusing on a fast search, adaptation, and adoption of new technology strategy, which is a priority of the company. To gain that, it was necessary to realize our technological challenges in order to expand resource portfolio access and maximize invested assets. These efforts are based on the underlying principles of technological development created by the upstream division. The technological strategy is a vital element of the Technology Management System (TMS), an integrated system used by the company to manage the processes of search, selection, trial, introduction, and replication of technologies. Currently, about 80% of the entire project portfolio involves purchasing and adapting ready-made technological solutions. From Production to Implementation of Project Portfolio Know-how and competencies in technology management are the keys to profitability and competitiveness of the industry’s market players. All international oil companies (IOCs) have long realized the value of technology as key to determining economic performance and the degree of access to the resource base. Despite the fact that IOC investments in technological development continuously grow and reach billions of dollars, the focus on optimizing the technology projects portfolio increases. Forming a consolidated approach to technology management and maximizing return on investment have now become key to realizing the most value from technology. At the same time, as noted in the research, there is no direct correlation between shareholder return and expenditure on research and development (R&D). The implication is that a company’s ability to correctly identify priorities and challenges in technological development is more important than the amount of investment. In other words, “the way you invest is more important than how much you invest.”

Leveraging Social Media for Development in Organisations

Marketers must never underestimate an online buyer. If they are assuming that mere marketing efforts from their side will influence a buyer, then they are being uncalculated and ignorant. Potential customers are not isolated people who are glued to their computer systems confused as to what product to buy. Instead they are tech-savvy, socially active, smart buyers who make a detailed analysis about the product they intend to buy online. Therefore, marketers need to re-design their online marketing strategies to suit to the needs of the buyer. The marketing approach should focus on social influence marketing as well.

Smart Buyers

Abstract We study transactions in which sellers fear being underpaid because their outside option is better known to the buyer. We rationalize various observed contracts as solutions to such smart buyer problems. Key to these solutions is granting the seller upside participation. In contrast, the lemons problem calls for granting the buyer downside protection. But, in either case, the seller (buyer) receives a convex (concave) claim. Thus, contracts usually associated with the lemons problem, such as debt or cash-equity offers, can be equally well manifestations of the smart buyer problem, although the two information asymmetries have opposite cross-sectional implications. Received December 23, 2014; accepted May 23, 2016 by Editor Uday Rajan.

The Privatization Decision

In this article, the political environment of privatization and its impact on public management are examined in the context of the privatization of a state park in Georgia. The study specifically focuses on the actions of public managers in the privatization formulation and implementation stage. Public management capacity actually increased as a result of privatization. This is an outcome quite different from those reported by public management studies of other privatized services. Applying a principal-agent framework, this study yielded several lessons that may strengthen public managers’capacity to act as “smart buyers” of goods and services and to enforce accountability when managing contractual relationships. This study links theory to practice using a case study that allows a careful examination of the strategic responses of public managers confronted by largely political, as opposed to economic, pressures to privatize an already successful state park.

The Mythology of Privatization in Contracting for Social Services

States and municipalities have privatized services in an effort to improve their cost‐effectiveness and quality. Competition provides the logical foundation for an expectation of cost savings and quality improvements, but competition does not exist in many local marketplaces—especially in the social services, where governments contract primarily with nonprofit organizations. As government increases its use of contracting, it simultaneously reduces its own public‐management capacity, imperiling its ability to be a smart buyer of contracted goods and services. This article examines two questions about the privatization of social services based on interviews conducted with public and nonprofit managers in New York state: Does social services contracting exist in a competitive environment? And do county governments have enough public‐management capacity to contract effectively for social services? The findings suggest an absence of competition and public‐management capacity, raising the question of why governments contract when these conditions are not met.

Aligning the Ethics of Public-Private Partnership: The Issue of Local Economic Development

Aligning the Ethics of Public-Private Partnership: The Issue of Local Economic Development

Sharing power: public governance and private markets

Reformers from both Left and Right have urged the US Govenment to turn as many functions as possible over to the private sector and to allow market competition to instil efficiency and choice. In fact, the Government has been doing just this for years: every major policy initiative launched since World War II has been managed through public-private partnerships. Yet such privatization has not solved government's problems. Kettl shows that the conditions essential for competitive markets usually do not apply to the kinds of programmes the Government assigns to the private sector. He uses case studies to demonstrate that as market imperfections increase, so do problems in governance and management. Extreme examples are Superfund programme and the Department of Energy's production of nuclear weapons. When competition does not exist, the Government must act as a smart buyer, knowing what it wants and being able to judge what it has bought. If it does not do so, the Government risks losing its sovereignty to the private suppliers. The author concludes that the issue is not more government bureaucracy, but a smarter bureaucracy, which, in turn, requires strong political leadership to build support for the resources needed and to change the bureaucratic culture.