1,721,102 research outputs found
Marketing 2.0: A new marketing strategy
Full text linkThe advent of Web 2.0 and its collaborative tools (forums, chat, blogs, wikis) simplified the interaction among various business subjects (company, customers, suppliers). A new model of Enterprise 2.0 communicates interactively with all stakeholders, cooperate with them, listen, create, share and capitalize knowledge. Web 2.0 enhances customer relationships and supports, fully, developments in the field of marketing: from advertisement to participation, from social networking to mobile communication. In this paper we talk about Marketing 2.0 that with interactive web 2.0 tools facilitates the relationships between enterprise and customer. The enterprise communicate with customer, by a bidirectional channel, during pre and post purchase. The customer affections sentimentally and emotionally to brand and company. The enterprise can know, in real-time, reviews of customers on product/service and the degree of satisfaction and behaves accordingly. Marketing 2.0 leds companies to reach business goals using technological tools and social media that exploit, in the interactive dialogue, the old power of word of mout
Towards the integration of enterprise software: The business manufacturing intelligence
Full text linkNowadays, the Information Communication Technology has pervaded literally the companies. In the company circulates an huge amount of information but too much information doesn’t provide any added value. The overload of information exceeds individual processing capacity and slowdowns decision making operations. We must transform the enormous quantity of information in useful knowledge taking in consideration that information becomes obsolete quickly in condition of dynamic market. Companies process this information by specific software for managing, efficiently and effectively, the business processes. In this paper we analyse the myriad of acronyms of software that is used in enterprises with the changes that occurred over the time, from production to decision making until to convergence in an intelligent modular enterprise software, that we named Business Manufacturing Intelligence (BMI), that will manage and support the enterprise in the futur
Technology in Marketing Channels: Present and Future Drivers of Innovation
Full text linkThe paper analyses the contribution of technological innovations to improve the relations and interactions among all members of marketing channels and those with the end consumer. The analysis focuses on marketing channel as a whole, aiming at providing a conceptual framework for future investigations and insights that can be conducted to capture the extent and effects of the changes in technology.
The technological perspective of innovation is analyzed by taking into account all types of channels, not just those at the retail distribution level. This perspective can be divided into an area of innovation in vertical relationships between channel members and an area of innovation in relationships with final demand.
The main fronts of innovation in vertical relations between firms are: logistics, the joint management of supplying activities, and those joint activities with a high level of integration among partners, such as Vendor Managed Category Management.
As regard to relationships with final demand main innovation fields are: checkout technologies, electronic and mobile payments, distance and on-line selling, and self-service technologies
A New Model of Supply Chain Management in a Web Service Oriented Architecture
Full text linkThis paper focuses on web innovation of the supply chain management of an expanded enterprise from the provision, production to final delivery of a product/service in accordance with customer requests. In an open architecture the technology of web services improves system performance in terms of cost, time and quality. The ability to interact online with all subjects of supply chain breaks down geographical barriers and ensuring timeliness and transparency of information. The enterprise becomes greater agile, flexible and speed in responding to customer needs and market changes
The integration and measurement of digital innovation in public schools
Full text linkAt the EU level, there is a wide consensus on the necessity to incorporate digital technologies at all levels of education to prepare young school students for the future. In Italy, many innovative projects have been launched since the initiation of the National Plan for Digital Education in 2015. However, it is not clear how this innovation strategy has been or should be integrated into existing strategic objectives. Empirical data, based on desk research and interviews, indicate that managerial tools and reports used by public schools do not clearly include digital innovation among the key areas of self-reflection, nor help school leaders to visualise the possible outcomes generated by digital technologies. Therefore, the paper elaborates on the advantages of a strategic control system like the balanced scorecard, contributing to the debate on what extent measurement in public sector organisations can be based on frameworks originally developed in a private sector context
Are Small Businesses Really Able to Take Advantage of Social Media?
No full textIn recent years the adoption of ICT by small enterprises has been growing thanks to prices reduction, diffusion of digital services in SaaS modality, cloud computing and ICT consumerization. However little is known about how small enterprises use these technologies and in particular social media. Social media open up a new way of doing business, based on innovative concepts such as sharing, collaboration and co-creation. However, this is a little-known model, with still unknown implications on management and organization. For this reason it is not enough to know how much small enterprises use social media, but it is necessary to understand how small enterprises use them. The aim of the paper is to understand if small enterprises are able to fully exploit social media potentialities. To this end a sample of 48 Italian small firms is analyzed. Data has been collected by websites’ analysis, a questionnaire survey and interviews with entrepreneurs and/or ICT/Marketing managers. Results show that, although social media are quite common among small businesses, they are not always able to use these tools in a truly profitable way. Social media are often introduced because they are "fashionable", because companies feel "forced" to use them, as "all competitors do it". The research, however, has highlighted the existence of a wide range of different situations. Together with low innovative businesses, in fact, there are also other small businesses that are very open to the use of social channels and interactive technologies and able to take full advantage of their adoption. Entrepreneur’s mentality makes a difference in these companies, and in particular entrepreneurs’ ability to conceive new ways of doing business and his willingness to get involved with new initiatives
ICT e piccole imprese. Il cubo della predisposizione tecnologica aziendale
Full text linkThe ability to use ICT to handle, process and use business data, as well as to develop new tools to support process management and control functions, is an essential condition for small businesses’ competitiveness. Important differences in ICT adoption rates between large and small firms have been identified, but it is important to properly assess the technological position of small businesses (SB), in order to reflect different ICT development paths. For this reason this paper presents a three-dimensional assessment framework - named Cube of the Corporate Technological Level (CCTL) - which allows evaluating businesses’ technological position using three different dimensions. Some case studies are briefly described in order to illustrate the ability of the model to reflect differences between enterprises with different technological positions. This tool enables companies to properly assess their technological position as well as their potential and existing weaknesses. It also allows choosing future ICT investments, as it can help to outline the path to follow for reaching a position of optimum technological development
The Adoption and use of Social Media by Micro and Small Enterprises
No full textIn Europe there is a very high concentration of small enterprises operating not only in local but also in international markets. In the past, these firms have shown a lower propensity to invest in information and communication technologies (ICT), when compared with larger companies. The main reasons were technologies’ high prices and small firms’ inability to fully understand and exploit the strategic potential of new technologies. Recently several factors have encouraged small firms to adopt digital technologies, mainly web 2.0 tools, like social media. Social media offer plenty of opportunities for small enterprises: they can interact with their stakeholders and can receive opinions/suggestions to improve their products/services. In this paper we analyse the adoption and use of social media by a sample of 48 small firms. The analysis allows to identify some specificity in the way small firms use social media and to assess their ability to exploit technologies’ potential. Data has been collected by websites’ analysis, a questionnaire survey and interviews with entrepreneurs and/or ICT/Marketing managers. Results show that social media open a wide range of opportunities for small firms, because they are cheap and don’t require high-level technological competences. Small firms are starting to realize the importance of virtual channels to achieve business goals and are gradually learning to take advantage from the use of such technologies, although often introduced as an element of curiosity or because they are considered "fashionable". Small enterprises using social media are open to relationships with external stakeholders (customers, suppliers, sponsors, partners) and willing to share business information. This way of doing business represents a breakdown of traditional organization models. Micro and small enterprises, which are usually deep-rooted in their local environment, may take advantage of web 2.0 technologies and e- commerce sections to operate in a global market
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