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Shopping centers are an important aspect of the extremely dynamic life of the 21st century consumer. Nowadays, worldwide, shopping centers represent significant multimillion euro investments, remarking themselves with bold architectures and structures and an individual brand image. Retail markets are currently under transformation by a confluence of new retailing technologies, dramatic shifts in the demographic profile and preferences of more affluent and educated shoppers. Part of the market share in modern retail moved to new forms of selling, which weakened the offer of some traditional retailers, while also creating opportunities for retailers to move and integrate their offerings with new digital tools (via electronic commerce, social commerce and mobile commerce). Meeting customer needs and increasing sales are the primary drivers behind retailers use of information systems and technology (IS/IT). New developments in IS/IT offer new opportunities and challenges for organizations and society. The current paper proposes to analyze the way digital media and information technology (computers and mobile devices) influences the virtual and physical shopping experiences, and shopping centers management consequently. The need for communication & sales channels integration, the impact of new information technologies (IT’s), the growing role of social / digital media, the balance between personalization and privacy – all represent challenges retail industry needs to currently adapt to face digitalization. E-commerce is transforming both consumer behavior and retailing business models, by greatly expanding shopping convenience, selection and affordability.
The slow growth of the economy requires an adequate response, even from companies in the hotel industry. In order to achieve an increase in turnover, they can react with a change of strategy, or cost cutting. The use of corporate social responsibility has been identified as one potential strategy of growth. Corporate social strategy is based on three traditional crucial factors that include social, economic and ecological values. The authors of this contribution analyse the possibilities to achieve an outstanding reputation of a company in the field of corporate social responsibility in order to gain the support of the public and stakeholders. They refer to the fact that corporate social responsibility is one possible way to achieve long-term profitable growth in the field of the hotel industry, even in a complex economic development.
In many societies, professional orchestras serve cultural, educational, entertaining, and economic functions, and they aim high: they aim to be artistically excellent. Pursuing partly cultural, social and economic goals, orchestras are exposed simultaneously to respective institutional logics. These logics provide a framework for relevant actors (state, benefactors, audiences) to support orchestras. Changing logics coupled with drastic changes in audiences afford to classical orchestras the challenge of developing strategies in order to survive. While Germany with its high number of orchestras per habitants experiences particularly high pressure to walk new paths, strategic development will become a more urgent topic in other countries as well since each performance begs for recognition in the big and increasing panoply of culture, education, and entertainment. Based on historical developments and an empirical study of German audiences we discuss two directions for strategic development, here for orchestras in Germany: a) the combination of elements from different logics, and b) the development of audiences.