References Allen, D. G. (2006). Do Organisational Socialisation Tactics Influence Newcomer Embeddedness and Turnover? Journal of Management (32 (2)), pp. 237-256. Alvesson, M., & Biling, Y. D. (1992). Gender and Organisation: Towards a Differentiated Understanding. Organisation Studies (13), pp. 73-102. Ashforth, B. E., & Saks, A. M. (1996). Socialisation Tactics: Longitudinal Effects on Newcomer Adjustment. Academy of Management Journal (39 (1)), pp. 149-178. Ashforth, B. E., Sluss, D. M
Birgit Burböck, Sandra Schnepf and Stephan Pessl
competition and the structure of the computer industry , The Journal of Industrial Economics, 47(1), pp. 1-40. Casadesus-Masanell R., Ricart J.E., 2010, From strategy to business models and to tactics, Long-Range Planning, 43, pp. 195-215. Chesbrough H., Rosenbloom R.S., 2002, The role of the business model in capturing value from innovation: evidence from Xerox Corporation’s technology spin-off companies , Industrial & Corporate Change, 11(3), pp. 529-555 Choudary S.P., 2013, Why business models fail: pipes vs. platforms , Innovation Insights, Wired
Teresa Kupczyk and Joanna Kubicka
model , Journal of Management, 37(1), pp.127-152. Frankfort-Nachmias Ch., Nachmias D., 2001, Metody badawcze w naukach społecznych , Wydawnictwo Zysk i S-ka, Poznań. Hirsch A.S., 2017, Don’t Underestimate the Importance of Good Onboarding , https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/dont-underestimate-the-importance-of-effective-onboarding.aspx (14.10.2018). Holton E.F., 2001, New employee development tactics: perceived availability, helpfulness, and relationship with job attitudes , Journal of Business and
While some marketing tactics such as price promotions have mostly short-term effects, others such as advertising have both a short- and a long-term impact. A short-term focus in advertising measurement may bias return-on-investment calculations because it takes into account the complete expenditure for advertising but only a portion of its impact. Therefore it is necessary to assess advertising’s long-term impact on top of its short-term effects. Sustained advertising effect arises from consumer response in terms of carry-over effects or purchase reinforcement like repeat buying or word of mouth. It also depends on corporate behavior like a company’s ability to learn from past experiences. A precondition to leveraging optimal short- and longterm advertising effects is to monitor success and infer theright action. The improvement in an organization’s marketing processes and behaviors can result in an impact that is over five times stronger and longer lasting. To produce such results, the organization must use consumer response metrics to advertising that are predictive of transactional and financial returns, spend on activities that create the short-term effects necessary for long-term build-up, repeat successful behavior and turn this feedback loop into better business practices and improved process management for both the brand and for the company as a whole.
In the context of a highly dynamic labour market, with the entry of the Y and Z generations in the active workforce and the shift of power balance from employers to employees, the corporate employer brand becomes a strategic element and part of the non-material capital that each company can use to attract and retain top talents and, consequently, to get business performance. This paper proposes a modern vision of leadership and talent management, in which collaboration, empathy, democratization of decisions, development of emotional connections and increasing the level of freedom for employees contribute to building an effective, attractive and sustainable Employer Value Proposition. By integrating Human Resources and Marketing management principles, objectives, activities and tactics, companies should focus on authenticity in their communications, in order to win employees’ minds and hearts in the contemporary very intense competition for talents. We suggest updating the traditional Marketing Mix to 15 elements, in order to support Employer Branding Strategies and to reach the Employer of Choice status. The essential objective is the development of a deep relationship between employees and companies, in the form of a transaction with dual value, financial and emotional at the same time. Loyalty is seen as superior and consecutive to solidly applied retention, adding emotional value to the material benefits offered by the companies to their employees.
Miruna Florina Lungu
As we are part of a dynamic world oriented towards change and flexibility, the society becomes more eager to be connected and updated to the latest news. Within this context, the purpose of the current paper is to focus on the tactics the companies use in order to achieve strategic agility in the telecom industry. The study aims to seek and analyzes which are the reasons which support the telecom industry to remain innovative and competitive on the market Therefore in order to align to the exponential trend of the market for innovation, we should have an overview picture of internal capabilities of the organization like human resource, technological advances or innovation. Further on, the literature review strengthens the significance companies place on decisions which keep alive their sustainability. Many studies claim that in order to deliver top results, an organization must be aware and fully exploit its major drivers of success. The paper will bridge the literature review with a realcase analysis. We will use a survey based on a sample of companies operating with the telecom market which will be shared at different levels of the business from stakeholders to top management. The results are meant to lead to a set of findings which influence the companies in being agile on the market. The outcome might serve as a reference point for the ones interested to set up a company within this industry or who are conducting research on this subject.
According to pundits, Romanian football is at an unprecedented low in terms of sporting quality and fan followship altogether. A mix of mismanagement and public regulations have transformed football clubs into under-financed organizations, unable to groom their academic work, raise quality players and, subsequently, perform at highest level which ultimately led to a decrease in entertainment on the pitch and of the numbers in attendance. Adding to this is the loss of brand identity that has created a rupture between clubs and their fan-bases. The paper aims to look at customer relationship management principles that lower-league clubs can use to build better fan relationships, while also identifying, using the same CRM optic, what actually led to the decline in quality. Second tier football has been chosen as opposed to top-flight because it consists of several clubs with development potential within their municipalities, because some of their problems are more stringent than in the upper league and, last but not least, in many cases, total attendance per game is as low as 50-300 people. The research starts with a general presentation of customer relationship management. In order to prepare CRM’s adaptation to the business of professional sports, some focus will be set on the services industry. The article then presents how CRM can be applied to sports, and, in the end, it narrows down to the specific case of Romanian football by starting the investigation from some of the challenges currently faced by the sport. Particular attention is granted to the online environment, as the latter one is host to a wide range of not very expensive CRM strategies and tactics that clubs can use, cost being a factor to be taken into account for a sector with scarce monetary resources. Last but not least, the paper ends with a set of recommendations as well as future ideas for research.
Jan Kiehne, Ioana Ceausu, Ann-Katrin Arp and Timm Schüler
Business Review , 60 (4), 95–105. Kolks, U. (1990). Strategieimplementierung . Dt. Univ.-Verl. Wiesbaden. Laux, H. (1990). Risiko, Anreiz und Kontrolle . Heidelberger Lehrtexte . Laux, H. (2007). Entscheidungstheorie, 7., überarbeitete und erweiterte Auflage. Berlin Heidelberg . Lehner, J. (2004). Strategy Implementation Tactics as Response to Organizational, Strategic, and Environmental Imperatives, Management Revue , 15 , 460–480. Mankins, M.C., and Steele, R. (2005). Turning great strategy into great performance, Harvard Business
David Kbiladze and Shorena Metreveli
References Gabidzashvili, B., Kbiladze, D. Tactics and Strategy of Businessmen behavior in Economically Uncertain Conditions, p. 223. Jie, S.W., Tat H.H.,Rasli.(2011). Underground Economy: Definition and Causes, Business and Management Review, Vol. 1 (2) p. 14-24; Lequiller, F., Blades, D. (2014). Understanding National Accounts, OECD Publishing, Second Edition, p. 516. National Statics Office of Georgia. (2000). Activity of restaurants in Tbilisi City and near-by districts (Sample Statistical
David Kbiladze and Shorena Metreveli
References Gabidzashvili, B., Kbiladze, D. (2010) The Tactics and Strategy of the Businessmen’s Behavior in Terms of Economic Uncertainty,Tbilisi, Georgia:Universal Kbiladze, D., Metreveli, Sh. (2015) Statistics, Tbilisi, Georgia:Universal Pande, P., Holpp, L. (2005) What is Six Sigma?, USA: Quebecor Anderson, David R., Swenney, Dennis J., Williams, Thomas A. (2012) Statistics for Business and Economics, USA: Cengage Learning Kbiladze, D., Metreveli, Sh. (2016) The shadow economy