860 resultados para Business Model Adaption .
Resumo:
Private labels are a growing phenomenon globaly. Retailers become stronger and stronger by offering their own quality private label product for customers in all segments. Certainly they do not open factories to produce these items but rather search for dedicated private label producers or pressure branded goods manufacturers to produce it for them. The article deals with the strategic choices manufacturers can have and suggest the necessary factors that need to be evaluated to decide on the winning business model- in considering wether or not to enter in private label production- through literature and a case study on the ice cream market in Hungary.
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Highlights: Iceland, Ireland and Latvia experienced similar developments before the crisis, such as sharp increases in banks balance sheets and the expansion of the construction sector. However the impact of the crisis was different: Latvia was hit harder than any other country in the world. Ireland also suffered heavily, while Iceland came out from the crisis with the smallest fall in employment, despite the greatest shock to the financial system. There were marked differences in policy mix: currency collapse in Iceland but not in Latvia, letting banks fail in Iceland but not in Ireland, and the introduction of strict capital controls only in Iceland. The speed of fiscal consolidation was fastest in Latvia and slowest in Ireland. Economic recovery has started in all three countries and there are several encouraging signals. The programme targets in terms of fiscal adjustment, structural reforms and financial reform are on track in all three countries. Iceland seems to have the right policy mix. Internal devaluation in Ireland and Latvia through wage cuts did not work, because privatesector wages hardly changed. The productivity increase was significant in Ireland and moderate in Latvia, yet was the result of a greater fall in employment than the fall in output, with harmful social consequences. The experience with the collapse of the gigantic Icelandic banking system suggests that letting banks fail when they had a faulty business model is the right choice. There is a strong case for a European banking federation.
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A lojalitsprogramok egyre npszerbbek haznkban is, ahogy a nvekedsi lehetsgek bezrultak, s a menedzserek figyelme a vevk s a piaci pozcik megtartsa fel fordult. A kzelmltban azonban szmos nemzetkzi plda mutatja, hogy egy ilyen program lehet sikertelen is, amely vesztesget termel, gy vagy kivezetsre knyszerl, vagy a vllalat knytelen tszabni. Tudatos tervezs s relis zleti modell nlkl teht nem felttlenl trl meg az akr millirdos nagysgrend befektets. Jelen cikk sorn a szerz ksrletet tett arra, hogy sszegyjtse azokat a dntsi pontokat, amelyek hatssal lehetnek a programok sikerre, s bemutassa a lehetsges vlasztsi alternatvk elnyeit, htrnyait. Konklziknt hrom olyan elvet emelt ki, amelyek meghatrozak lehetnek. Eszerint a programoknak a vllalati stratgiba s folyamatokba trtn integrcija, a megfelel megtrlsi indiktorok fellltsa s azok szisztematikus nyomon kvetse, valamint a program megklnbztet, tbbnyire emocionlis s lmnyszer jellege, amely kiemelked szerepet jtszhat az eredmnyessg szempontjbl. _____ As the opportunity of market growth seemed to be limited and managers started to pay more attention to customer retention and market defence, loyalty programs became more and more popular marketing tool in Hungary. Many international cases proved, however, that the implementation of this activity can also lead to failure realizing considerable losses and by necessity companies can end up or reposition the program. Without a deliberate design and realistic business model it is not easy to guarantee the return of investment that can be even billion in size. In the current article the author attempts to collect all the relevant issues that can have effect on the success of loyalty programs and determine the consequences of potential options. As a conclusion, the author emphasized three critical principles. The integration of loyalty programs into the companys strategy and processes, the appropriate measure of returns with systematic tracking and the unique, mostly emotional and entertaining characteristics of the program can be crucial.
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Az rs a globlis rtklncok ln ll autipari cgek vilggazdasgi vlsgra adott reakciit foglalja ssze. Megllaptja, hogy a vlsgnak messze nincs vge: az iparg globlis trendezdse folytatdik. A globlis rtklncokba sikeresen betagozdott kzp-eurpai autipari klaszter ezeknek a folyamatoknak mindmig nyertese volt. Szmolni kell azonban azzal, hogy tovbbra is sok a technolgiai s a piaci bizonytalansg: az j szereplk belpse, j zleti modellek elterjedse hosszabb tvon felborthatja a jelenlegi status quo-t, s veszlyeztetheti a hagyomnyos autipari befektetiket munkabr-alap versenykpessggel megtartani prbl kzp- s kelet-eurpai orszgok pozciit. Az autipari mkd tkt fogad kzp-kelet-eurpai orszgok szmra hosszabb tvon veszlyt jelenthet az autipari zleti modellek talakulsa, a gyrts teljes kiszervezse komplex gyrtsi szolgltatst vllal cgekhez, mivel ez esetben az rtklnc vezet vllalatai bezrhatjk a rgiban mkd gyrtbzisaikat. Az rtklncok ln ll globlis cgek menekls a minsgbe stratgija helyi szinten is kvethet, kvetend, a mkd tkt fogad orszgok versenykpessge kizrlag a helyi lenyvllalatok lland feljebb lpsvel tarthat fenn. ______ This paper summarizes lead firms reactions to crisis in global automotive value chains. The paper advances five theses. Author argues that crisis is not over yet, the global restructuring of the industry continues. Actors in the CEE automotive cluster have successfully become integrated into global value chains and have thereby been the winners of past restructuring processes. Nevertheless, technological and market uncertainties prevail: entry of new economic actors and the diffusion of new business models may, in the long run, disrupt the current status quo and jeopardise the world economic position of CEE countries that have been relying solely on their labour cost advantages to sustain direct investment inflows in their automotive industries. In the long run the automotive industries of Central and Eastern European (CEE) economies may become threatened by the transformation of the prevailing automotive business model, the outsourcing of manufacturing and related support activities to complex manufacturing services providers, which could lead to the closure of lead firms manufacturing facilities in CEE. Lead firms increased focus on high quality high value adding activities strategy can and should be followed by local subsidiaries through a continuous strive for upgrading.
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This research examined the factors contributing to the performance of online grocers prior to, and following, the 2000 dot.com collapse. The primary goals were to assess the relationship between a companys business model(s) and its performance in the online grocery channel and to determine if there were other company and/or market related factors that could account for company performance. ^ To assess the primary goals, a case based theory building process was utilized. A three-way cross-case analysis comprising Peapod, GroceryWorks, and Tesco examined the common profit components, the structural category (e.g., pure-play, partnership, and hybrid) profit components, and the idiosyncratic profit components related to each specific company. ^ Based on the analysis, it was determined that online grocery store business models could be represented at three distinct, but hierarchically, related levels. The first level was termed the core model and represented the basic profit structure that all online grocers needed in order to conduct operations. The next model level was termed the structural model and represented the profit structure associated with the specific business model configuration (i.e., pure-play, partnership, hybrid). The last model level was termed the augmented model and represented the companys business model when idiosyncratic profit components were included. In relation to the five company related factors, scalability, rate of expansion, and the automation level were potential candidates for helping to explain online grocer performance. In addition, all the market structure related factors were deemed possible candidates for helping to explain online grocer performance. ^ The study concluded by positing an alternative hypothesis concerning the performance of online grocers. Prior to this study, the prevailing wisdom was that the business models were the primary cause of online grocer performance. However, based on the core model analysis, it was hypothesized that the customer relationship activities (i.e., advertising, promotions, and loyalty program tie-ins) were the real drivers of online grocer performance. ^
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The 10th Parallel marine and aerial routes linking South America and West Africa harbor a long history of trade between the two continents. More recently, these routes have become one of the preferred routes used by Latin American traffickers for shipping multi-tons of cocaine destined for the growing European market. The Parallels growing importance in cocaine trafficking has made it known as cocaine Highway 10 among law enforcement. Latin American cocaine trafficking organizations, particularly the Colombian ones, have established stable bases in West Africa, controlling and developing the route. West African facilitators, Nigerians as well as an increasing number of nationals from all countries where shipments are stocked, have developed a stronger capacity for taking over more ambitious and lucrative role in the business as transporters, partners, and final buyers. In one case (Guinea), the West African partner had already started developing his own trafficking and manufacturing capacity, reproducing the patterns that made Colombia the business model of the drug industry. In this reshaped context, of particular concern is the role played by the Colombian FARC (Fuerzas Armadas Revolucionarias de Colombia) as provider of cocaine shipments to West African cocaine entrepreneurs, as well as the impact of drug trafficking money on the financing of terrorist and rebel groups operating in the Sahel-Saharan belt.
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The study discusses the changes in public management and their impacts on the educational field from the adoption of the flexible model production. It is based on the assumption that the changes incontemporary societies were influenced by the need to reorganize the capital that, in crisis, tried to overcome the Taylor/Ford production model, by implementing a more agile, more flexible one to meet the current demands of the market. For the implementation of the new public management, the Latin American countries started to use strategies based on the business model and the criteria of efficiency, effectiveness and productivity. This new management paradigm advocated replacing the bureaucratic model of management by a decentralized model, with focus on customer service. These guidelines have a broad impact on the educational management and were disseminated by international organizations. Studies show that the management model has been unable to overcome the bureaucratic model of management that existed within the school, which is found in the transformation of a bureaucratic flexibility, consistent with the new model of production.
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Within 10 years, there could be a severe global shortage in the supply of cocoa, according to industry practitioners and other experts. Due to global population growth and the emergence of a growing global middle class, by 2025 the cocoa crop would need to increase by nearly 50 per cent to keep up with projected demand. A potential shortage of supply is a direct threat to the business model of lead firms including cocoa grinders and processors, chocolate confectioners, and retail distributors. But these international firms the ones that will suffer the most if there is a shortage of cocoa supply are helping create the market failure that is stifling sustainability. Functioning as a two-tiered consolidated oligopoly with a combined market share of approximately 89%, these firms enjoy the largest portion of value capture in the cocoa-chocolate global value chain (GVC). The smallholder cocoa producers, conversely, are trapped in low value-add segments of the GVC. In fact, most smallholder farmers survive on less than $1.00 per day per capita, on average in many cocoa exporting countries. In Ghana - the second largest producer of cocoa in the world - the government has accomplished little to help these smallholders upgrade and make cocoa an attractive sector for the next generation to inherit. The result both in Ghana and around the world is a lack of sustainability of the supply of cocoa. Demand is already beginning to outstrip supply. As a result of these underlying circumstances, the United States Agency for International Development (USAID) has posed the following policy question: "Under what conditions could USAID, as a development agency, support and enhance potential public-private partnerships in order to improve the bargaining power (and financial wherewithal) of smallholder organizations and farmers in the context of the global value chain for cocoa in Ghana?"
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This research examined the factors contributing to the performance of online grocers prior to, and following, the 2000 dot.com collapse. The primary goals were to assess the relationship between a companys business model(s) and its performance in the online grocery channel and to determine if there were other company and/or market related factors that could account for company performance. To assess the primary goals, a case based theory building process was utilized. A three-way cross-case analysis comprising Peapod, GroceryWorks, and Tesco examined the common profit components, the structural category (e.g., pure-play, partnership, and hybrid) profit components, and the idiosyncratic profit components related to each specific company. Based on the analysis, it was determined that online grocery store business models could be represented at three distinct, but hierarchically, related levels. The first level was termed the core model and represented the basic profit structure that all online grocers needed in order to conduct operations. The next model level was termed the structural model and represented the profit structure associated with the specific business model configuration (i.e., pure-play, partnership, hybrid). The last model level was termed the augmented model and represented the companys business model when idiosyncratic profit components were included. In relation to the five company related factors, scalability, rate of expansion, and the automation level were potential candidates for helping to explain online grocer performance. In addition, all the market structure related factors were deemed possible candidates for helping to explain online grocer performance. The study concluded by positing an alternative hypothesis concerning the performance of online grocers. Prior to this study, the prevailing wisdom was that the business models were the primary cause of online grocer performance. However, based on the core model analysis, it was hypothesized that the customer relationship activities (i.e., advertising, promotions, and loyalty program tie-ins) were the real drivers of online grocer performance.
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Espaa tiene la oportunidad de desempear un papel importante en el proceso de internacionalizacin de las empresas chinas hacia Europa y Amrica Latina gracias a la histrica experiencia de las multinacionales espaolas en estas regiones. Puesto que las relaciones diplomticas entre Espaa y China gozan de buena sintona, si Espaa aprovecha la posicin de privilegio respecto al resto de economas europeas, el gigante asitico podra estar interesado en el apoyo de Espaa en Amrica Latina, propiciando as la implantacin de iniciativas de cooperacin entre los tres polos. Los puntos clave para construir una relacin win-win en clave triangular es la importancia de un socio local para profundizar en su despliegue internacional en Amrica Latina, que las empresas chinas requieren, adems del expertise y know-how necesarios en los procesos operativos, siendo en estos mbitos las empresas espaolas las mejor posicionadas.
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The RAGE Exploitation Plan is a living document, to be upgraded along the project lifecycle, supporting RAGE partners in defining how the results of the RAGE RIA will be used both in commercial and non-comercial settings. The Exploitation Plan covers the entire process from the definition of the business case for the RAGE Ecosystem to the creation of the sustainability conditions for its real-world operation beyond the H2020 project co-funding period. The Exploitation Plan will be published in three incremental versions, due at months 18, 36 and 42 of the project lifetime. This early stage version 1 of 3 is mainly devoted to: i. Setting-up the structure and the initial building blocks to be populated and completed in the future editions of the Exploitation Plan and to ii. providing additional guidance for market intelligence gathering, business modelling definition and validation, outreach and industry engagement and ultimately providing insights for the development, validation and evaluation of RAGE results across the projects workplan execution. These tasks will in turn render suitable inputs to enhance the two future editions of the Exploitation Plan.
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Background<br/>Increasing physical activity in the workplace can provide employee physical and mental health benefits, and employer economic benefits through reduced absenteeism and increased productivity. The workplace is an opportune setting to encourage habitual activity. However, there is limited evidence on effective behaviour change interventions that lead to maintained physical activity. This study aims to address this gap and help build the necessary evidence base for effective, and cost-effective, workplace interventions<br/><br/>Methods/design<br/>This cluster randomised control trial will recruit 776 office-based employees from public sector organisations in Belfast and Lisburn city centres, Northern Ireland. Participants will be randomly allocated by cluster to either the Intervention Group or Control Group (waiting list control). The 6-month intervention consists of rewards (retail vouchers, based on similar principles to high street loyalty cards), feedback and other evidence-based behaviour change techniques. Sensors situated in the vicinity of participating workplaces will promote and monitor minutes of physical activity undertaken by participants. Both groups will complete all outcome measures. The primary outcome is steps per day recorded using a pedometer (Yamax Digiwalker CW-701) for 7 consecutive days at baseline, 6, 12 and 18 months. Secondary outcomes include health, mental wellbeing, quality of life, work absenteeism and presenteeism, and use of healthcare resources. Process measures will assess intervention dose, website usage, and intervention fidelity. An economic evaluation will be conducted from the National Health Service, employer and retailer perspective using both a cost-utility and cost-effectiveness framework. The inclusion of a discrete choice experiment will further generate values for a cost-benefit analysis. Participant focus groups will explore who the intervention worked for and why, and interviews with retailers will elucidate their views on the sustainability of a public health focused loyalty card scheme.<br/><br/>Discussion<br/>The study is designed to maximise the potential for roll-out in similar settings, by engaging the public sector and business community in designing and delivering the intervention. We have developed a sustainable business model using a points based loyalty platform, whereby local businesses sponsor the incentive (retail vouchers) in return for increased footfall to their business.<br/><br/>
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Les entreprises qui se servent des technologies de linformation et de la communication (TIC) pour innover mesurent des impacts trs ingaux sur leurs performances. Cela dpend principalement de lintensit, lampleur et la cohrence de linnovation systmique auxquelles elles procdent. En ltat de la connaissance, la littrature identifie le besoin de mieux comprendre cette notion dalignement systmique. Cette thse propose daborder cette question laide de la notion dinnovation du modle daffaires. Une revue systmatique de la littrature a t ralise. Dun point de vue conceptuel, elle contribue mieux dfinir le concept de modle daffaires, et a permis de raliser une typologie des diffrents cadres de modlisation daffaires. Le cadre conceptuel qui en est issu aborde le sujet de linnovation du modle daffaires trois niveaux : (1) stratgique travers la proposition dune matrice de positionnement de linnovation de modle daffaires et lidentification de trajectoires dinnovation ; (2) configuration du modle daffaires laide du cadre de modlisation ttradrique de Caisse et Montreuil ; et (3) oprationnel-tactique par lanalyse des facteurs cls de succs et des chaines structurantes. Du fait du caractre mergeant de la littrature sur le sujet, la mthodologie choisie est une tude de cas compars. Trois tudes de cas dentreprises qubcoises ont t ralises. Elles oeuvrent dans des secteurs varis, et ont procd une innovation significative de leur modle daffaires en sappuyant sur des TIC,. La recherche conclut la pertinence de lutilisation du concept de modle daffaires en ce qui concerne lanalyse de lalignement systmique dans un contexte dinnovation appuye sur les TIC. Neuf propositions de recherche sont nonces et ouvrent la voie de futures recherches
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Some authors have shown the need of understanding the technological structuring process in contemporary firms. From this perspective, the software industry is a very important element because it provides products and services directly to many organizations from many fields. In this case, the Brazilian software industry has some peculiarities that distinguish it from other industries located in developed countries, which makes its understanding even more relevant. There is evidence that local firms take different strategies and structural configurations to enter into a market naturally dominated by large multinational firms. Therefore, this study aims to understand not only the structural configurations assumed by domestic firms but also the dynamic and the process that lead to these different configurations. To do so, this PhD dissertation investigates the institutional environment, its entities and the isomorphic movements, by employing an exploratory, descriptive and explanatory multiple cases study. Eight software development companies from the Recife's information technology Cluster were visited. Also, a form was applied and an interview with one of the main firm s professional was conducted. Although the study is predominantly qualitative, part of the data was analyzed through charts and graphs, providing a companies and environment overview that was very useful to analysis done through the interviews interpretation. As a result, it was realized that companies are structured around hybrids business models from two ideal types of software development companies, which are: software factory and technology-based company. Regarding the development process, it was found that there is a balanced distribution between the traditional and agile development paradigm. Among the traditional methodologies, the Rational Unified Process (RUP) is predominant. The Scrum is the most used methodology among the organizations based on the Agile Manifesto's principles. Regarding the structuring process, each institutional entity acts in such way that generates different isomorphic pressure. Emphasis was given to entities such as customers, research agencies, clusters, market-leading businesses, public universities, incubators, software industry organizations, technology vendors, development tool suppliers and manager s school and background because they relate themselves in a close way with the software firms. About this relationship, a dual and bilateral influence was found. Finally, the structuring level of the organizational field has been also identified as low, which gives a chance to organizational actors of acting independently
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Chapter 2 recognises the important role that context plays in shaping the new directions of L&D professionals. In this chapter, Robin Bell and I discuss how L&Ds role is significantly influenced by contextual factors such as the external environment, organizational life-cycle and size, business/ industry of the organization, organizational goals and senior managements view of strategy. Irrespective of L&Ds influence on organizational strategy, which varies amongst organizations e.g. whether L&D is a scope maker (involved in helping to set direction) or scope taker (involved in implementation after the direction has been set), understanding the context they operate within is crucial. This chapter discusses the sources and nature of change, and its impact on industry and organizations business model. We also discuss how this has influenced the general nature of work, the workforce, and ultimately, their learning and development.
