Considers the European Community, which will be transformed into aninternal Euromarket in 1993 by combining several elements of bothnational and international markets. Attempts to…
Abstract
Considers the European Community, which will be transformed into an internal Euromarket in 1993 by combining several elements of both national and international markets. Attempts to analyse the Euromarket as a global marketplace with all enabling conditions for globalization.
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Attempts to reach some meaningful conclusions on the issue of why market orientation practice and research in general started later in Europe than in North America. With the aid…
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Attempts to reach some meaningful conclusions on the issue of why market orientation practice and research in general started later in Europe than in North America. With the aid of a literature review in the field of marketing in general and European history in particular and by studying the historical roots of the concept, the author attempts to understand the historical, social, political, technological and cultural reasons why market
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Tevfik Dalgic and Maarten Leeuw
The mass markets of previous decades have splintered into smaller marketsegments or niches, in which companies could be safer from cut‐throatcompetition and explore new market…
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The mass markets of previous decades have splintered into smaller market segments or niches, in which companies could be safer from cut‐throat competition and explore new market opportunities. Although part of a positioning strategy, niche marketing may be used as a deliberate marketing strategy to create “safe havens” and business opportunities for many companies. Aims to analyse the concept, basic issues and different methods of applying this marketing strategy.
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Learning organizations and market orientation are at the center of attention in the 1990s. Many businesses encounter cutthroat competition and operate in a turbulent…
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Learning organizations and market orientation are at the center of attention in the 1990s. Many businesses encounter cutthroat competition and operate in a turbulent, international and complex environment. To keep the business going which makes a sound profit is often a difficult challenge. Management theorists and consultants as well as marketing researchers have found these seemingly different concepts from two different disciplines of management as medicines for competition problems. This chapter tries to link these concepts in an empirical study investigating Dutch exporters. The Dutch experiment shows that there is a correlation between learning organizations, market orientation and business performance.
My doctoral adventure started in 2002 as a graduate student. However, getting there was not quite straightforward; it was the result of a trial and error process. When I was a…
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My doctoral adventure started in 2002 as a graduate student. However, getting there was not quite straightforward; it was the result of a trial and error process. When I was a college student studying Economics, I wanted to know what to do when I graduated. Thus, I started looking into different types of jobs via internships. First, I gave the government sector a try and worked at the Turkish Republic Prime Ministry Undersecretariat for Foreign Trade, in Ankara. I decided that I did not like working for the government, so I decided to pursue the private sector. Next, I tried finance. After my internship at the Istanbul Stock Exchange of Turkey, I decided that I did not like that either. Then came the marketing experience at the Cenajans/Grey Advertising Agency in Istanbul. I did not quite like the agency side of it, but I realized that I liked what clients were doing. I liked the strategy formulation and owning the brand and being responsible for all the decisions related with the brand. Therefore, after graduation, I started a job in marketing in the headquarters of a major bank in Istanbul.
The purpose of this paper is to outline the articles presented in the Special Issue on the topic of “Marketing and flexibility”, and to discuss key issues associated with major…
Abstract
Purpose
The purpose of this paper is to outline the articles presented in the Special Issue on the topic of “Marketing and flexibility”, and to discuss key issues associated with major debates relating to flexibility in order to position the articles within a wider context and highlight some key issues for further research.
Design/methodology/approach
Themes in prior research relating to “Marketing and flexibility” are documented and the growth of research interest into strategic flexibility is tabulated. The contributions of each article are briefly discussed.
Findings
There has been a steady growth of research interest into flexibility. To provide an example of this growth, the increase in the number of articles published on the topic of strategic flexibility in scholarly journals is highlighted over a 20‐year period. Key issues in prior research such as alternative definitions and the different postulated relationships between market orientation and strategic flexibility are revealed, as are issues for future research.
Originality/value
Key issues relating to research into flexibility for marketing scholars are revealed.
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Fabian Bartsch, Mark Cleveland, Eunju Ko and John W. Cadogan
Pauline Assenza, Alan B. Eisner and Jerome C. Kuperman
Ann Taylor was founded in 1954, and its classic black dress and woman's power suit were staples for years. In 1995 Ann Taylor LOFT was launched to appeal to a more casual…
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Ann Taylor was founded in 1954, and its classic black dress and woman's power suit were staples for years. In 1995 Ann Taylor LOFT was launched to appeal to a more casual, costconscious consumer. Under Kay Krill's leadership, the division began to outperform the original flagship. When Krill was promoted to President/CEO of Ann Taylor Stores Corporation in 2005, she was challenged with rebuilding the Ann Taylor brand - (i.e., meeting the “wardrobing needs of the updated classic consumer”) while maintaining the image and market share of LOFT. By mid-2008, an additional problem appeared: the macroeconomic climate was posing considerable uncertainty, especially for retail businesses. Krill was firmly committed to long-term growth. However, given the 2008 situation, what could she do to unleash what she believed was the firm's “significant untapped potential”?