Objective: The main intention of the present paper is, on the one hand, to provide a summary of the characteristics of Slovak culture by applying chosen theories and models. On the other hand, we attempt to underline the significance of bilateral Austro-Slovak relations in relation to the economy or migration tendencies. We assume that, based on geographical proximity and the above stated bilateral relations, intercultural encounters are relatively frequent as well. Therefore, certain perception of Slovaks from the Austrian point of view is likely to exist.
Methodology: Our work is based on relevant scientific sources, as well as on our own empirical research reposing in the analysis of an online questionnaire.
Findings: Overall, findings of our empirical research may be considered rather positive, as no negative or hostile responses concerning Slovak culture were reported. Furthermore, none of the participants experienced a conflict with a Slovak counterpart that could clearly be ascribed to cultural differences.
Value Added: We believe that the conclusions presented in this paper might be helpful not only for managers operating on the international level or businessmen intending to do business with their Slovak partners, for scholars engaged in similar topics but also for anyone interested in intercultural communication and cultural differences.
John Roberts, Peter Danaher, Ken Roberts and Alan Simpson
This article describes the application of a dynamic choice model of consumer preferences. It supported Jetstar, a subsidiary of Australia’s leading airline, QANTAS, to effectively and profitably compete in the low-cost carrier marketplace. The evolution of the Jetstar strategy is traced from its initial position through to its efforts to attain price competitiveness and service parity. The model helped service design and pricing initiatives to shift the perceived performance of Jetstar relative to its competitors. It further indicated how the airline could move market preferences towards areas in which it had competitive advantage. The Jetstar market share went from 14.0 % to 18.1 % during the first five quarterly waves of the research, while profits went from US $ 79 million 2006 / 07, before the study was commissioned, to US $ 124 million in 2008 / 09. Today, Jetstar remains the only successful low-cost offshoot of a full service airline in terms of shareholder returns
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E-commerce is gaining ground and leaving the role of traditional brick-and-mortar stores open to question. With this in mind, a team of researchers performed a case study to determine what effects the store openings of one multichannel retailer of fashion, home furnishings and high-end accessories would have on its catalog and online sales. The opening of brick-and-mortar stores had positive and negative effects for the retailer, but complementary consequences clearly outweighed sales drops in individual channels: In the short term, only catalog sales declined slightly. But over time, both the catalog and online channels increasingly benefited from the presence of the new brick-and-mortar stores. Within 79 months, catalog sales recovered to a level that would have been expected had the store never opened and subsequently continued growing more than in a sample without new stores. An enhanced understanding of both positive and negative cross-channel effects helps retailers better anticipate and respond to changes in sales in existing channels when a new one is added. It is the basis for strategically managing a company’s channels as a portfolio rather than as separate entities.
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