There's no question that e‐business offers incredible opportunities. Companies that create an effective Web presence can streamline operations, shorten response time to customer…
Abstract
There's no question that e‐business offers incredible opportunities. Companies that create an effective Web presence can streamline operations, shorten response time to customer requests, gather more market data, increase their geographic reach, and, ideally, sell more. With e‐commerce expected to nudge up to the trillion‐dollar mark within the next few years, there are very few businesses that will not have some kind of Internet presence.
Steven J. Cochran and Robert H. DeFina
This study uses parametric hazard models to investigate duration dependence in US stock market cycles over the January 1929 through December 1992 period. Market cycles are…
Abstract
This study uses parametric hazard models to investigate duration dependence in US stock market cycles over the January 1929 through December 1992 period. Market cycles are determined using the Beveridge‐Nelson (1981) approach to the decomposition of economic time series. The results show that both real and nominal cycles exhibit positive duration dependence. The implication of this finding is that actual prices revert to their permanent or trend level in a non‐random manner as the cyclical component dissipates over time. This process is consistent with mean reversion in price and suggests that predictable periodicity in market cycles may exist. Only limited evidence is obtained that discrete shifts or trends in mean cycle duration exist. The length of market cycles appears not to have changed over the 1929–92 period.
Donald W. Hendon and Emelda L. Williams
The competition for the consumer's mind involves broadening the scope tools used to reach that consumer. Conventional marketing wisdom is that marketing strategy planning consists…
Abstract
The competition for the consumer's mind involves broadening the scope tools used to reach that consumer. Conventional marketing wisdom is that marketing strategy planning consists of two stages: 1. Determining the target market(s) and, 2. Determining the marketing mix to reach these target markets. Although the classic marketing mix of the right product, at the right place, at the right price, and with the right promotion is well known, it is target marketing that is the subject of this article. Through the use of three sophisticated concepts, the marketing manager can compete successfully for the consumer's mind. These three P's of marketing, which can be added to the well‐known four P's of the marketing mix—Product, Price, Place, and Promotion—can enable the marketingmanager to have an easy‐to‐remember mnemonic devicefor the business marketing plan. These three P's are 1. Personality, which became noticeable in the early 1980s; 2. Psychographics, which first attracted attention in the middle to late 1960s; and, 3. Positioning, which has been around since the early 1970s. These three P's lend themselves to presenting products to your customers in a language that speaks directly to their minds.
Sushil Kr. Dixit, Hemraj Verma and Samant Shant Priya
The purpose of this paper is to explore the motives of Indian firms for engaging with corporate social responsibility (CSR) practices and their interplay by using interpretive…
Abstract
Purpose
The purpose of this paper is to explore the motives of Indian firms for engaging with corporate social responsibility (CSR) practices and their interplay by using interpretive structural modelling methodology (ISM) and Matrice d’impacts croisés multiplication appliquée á un classment (MICMAC) analysis.
Design/methodology/approach
The research uses ISM and Matrice d’impacts croisés multiplication appliquée á un classment (MICMAC) analysis to find the structural relationship among the CSR motives of the Indian firms identified from the past literature and agreed upon by the experts.
Findings
The ISM model indicates that firms primarily engage in CSR either because of top management commitment to certain values, to meet the legal mandate or of the pressure from the NGOs. The top management commitment gives a strategic orientation to CSR, which results in community engagement by the firm as one of the important components of the strategy. The community engagement helps in engaging with its employees and investors along with finding sources of innovations, which, in turn, help the firm in engaging its customers, managing corporate reputation and getting a cost advantage. Collectively, these help them in improving their financial performance. However, the model highlights two autonomous sources, meeting legal mandate and pressure from NGOs also motivate firms to engage in CSR without having any strategic thought or engagement with its strategic system.
Originality/value
The study provides a comprehensive listing of CSR motives of Indian firms along with the structural relationships among the identified CSR motives. The model developed provides CSR professionals and policymakers an understanding of the primary CSR motives along with their driving power and dependence. This insight will help them in manipulating these motives for better CSR engagement by the Indian firms.