1,721,096 research outputs found
The Role of Experiential Marketing, Social Media Marketing and Brand Trust in Increasing Repurchase Intention
No full textAs the internet and digital technology advances, everything becomes limitless. Many claim that the industrial revolution era had an impact on several elements of society, including the economy. In order for the organization's desires and goals to be achieved and developed, as well as to contain competition, businesses must decide on new marketing strategies that are in line with the evolution of the times. The exchange of information in the form of marketing, sales, and customer support is one example of how internet use is still growing. Additionally, businesses can use the internet to strengthen their brands, defend their products, and build production and marketing plans. In the 21st century, several aspects of customer behavior, including perception, information processing, information sharing, views, attitudes, purchases, and follow-up behavior, have been influenced by social media. With the availability of web-based entertainment, companies can engage with their customers and receive feedback from them, and consumers can communicate with other consumers and share information about products and companies. Brand trust and intention to repurchase certain company products influence. To provide deals, agreements and associations with their buyers, many brands are now turning to online entertainment. Information and opinions can be easily announced using communication platforms. Buyer's trust in a brand (brand trust) according to Ngabiso et al (2021) is a brand limit that is trusted by customers when an item or administration can overcome problems that occur with the buyer's brand both in terms of certainty and focus on the buyer's needs, then that is seen by the company can trust and be responsible for customer needs and welfare. This article discusses the role of Experiential Marketing, Social Media Marketing, and Brand Trust in increasing Repurchase Intention. This article can be used as a reference for other research that has similar variables to this research, namely experiential marketing, social media marketing, repurchase retention, and brand trust. The author hopes that this research can further assess the variables of experiential marketing, social media marketing, and brand trust as factors that can damage repurchase interest
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Micro and small business empowerment through improvement of financial and marketing management
Full text linkThis research aims to empower SMEs through efforts to improve the management of Finance, marketing and the selection of SME strategies. The approach taken is to conduct exploration, provide training and workshops as well as the last stage is to provide assistance. This research is a kind of Aresearch study of action. It is expected that the SMEs participants in the research can: (1). Growing creative ideas. (2). Obtaining knowledge about micro business finance management (3). Obtaining information access capital for SMEs (4). To understand the marketing strategy. (5). To be able to make good business strategy selection. The results of this action study indicate: To enter the market, SMEs should access market and promotion of its products on targeted target market. Opportunities are always there for the development of SMEs in Surabaya and surrounding areas. With the training, both by the universities in Surabaya, especially the Faculty of Business Widya Mandala Catholic University Surabaya expected micro and small businesses able to create and present financial statements better, manage finances well so as to facilitate in obtaining business credit. Therefore, the development of managerial capability in SMEs done through continuous training process, workshop and mentoring to participants of SMEs participants
Creating Sustainability of Small and Medium Enterprises in Surabaya and Surrounding Area.
Full text linkThis study aims to answer the question: (1). How to evaluate the strengths, weaknesses, threats and opportunities in Surabaya and surrounding SMEs and How to manage its supply chain in an effort to build up long term competitiveness (sustainability) of SMEs in Surabaya. The result of Focus Group Discussion in this study indicate that: Micro, Small and Medium Enterprises (SMEs) constitute the largest group of economic actors in the Indonesian economy and proved to be a safety valve in times of crisis of the national economy, as well as a dynamic factor of economic growth in the post economic crisis. In addition, to be the largest business sector contribution to national development, SMEs also create a large enough employment opportunities for workers in the country, thus greatly helping to reduce unemployment. One of key to the success factor of micro, small and medium enterprises is the availability of a clear market for SME products. While the fundamental weaknesses faced by SMEs in the field of marketing is the low market orientation, weak in the hostile and a sharp competition and inadequate marketing infrastructure. Facing an increasingly open market mechanisms and competitive, market control is a prerequisite to improve competitiveness. Therefore, the role of government is needed in encouraging the success of SMEs to expand market access by providing web-based information technology facilities that can be used as a medium for global business communications
The role of environmental uncertainty, competitive strategy, and operation strategy to achieve competitive advantage: the case of east java manufacturing SMEs
Full text linkThis research has several main objectives as follows: (1). Explore how SMEs develop strategies based on strengths, weaknesses, opportunities and challenges. (2). Explore the various efforts of SMEs to anticipate the uncertainty of the business environment. (3). Exploring SMEs' efforts to formulate competitive strategies. (4). Explores how environmental uncertainty influences the choice of competitive strategy of SMEs. (5). Explores the efforts of SMEs to formulate operational strategy. (6). Explore how competitive strategies affect SME operational strategies. (7). Explores how competitive strategy and operating strategy affect the business performance of SMEs. This study uses a descriptive research approach that seeks to identify and mapping the potential and characteristic od SMEs in Surabaya and its surroundings (Sidoarjo, Gresik) with the aim to obtain a picture as accurate and as detailed as possible characteristics of potential small and medium enterprises located in Surabaya and surrounding. Based on the phenomenon of findings in this research, there are several things that can be underlined: Uncertainty of the business environment does not affect the company's business strategy. In conducting its business strategy, SMEs usually use the following strategies: (1). Concerning the development of skills to respond to opportunities created by companies that are in the first market. What often happens is many imitators repair or modify the goods and services to create higher value for the buyer. If so, entrepreneurs need to move their competitiveness to other market segments by denigrating the small market segment that big companies do not have a chance. (2). Changes in product, market or industry characteristics based on innovation. This strategy is done by changing existing products and services, for example changing the benefits, values, and other economic characteristics
Variations on the Author
Full text link“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
REENGINEERING PROSES BISNIS : TINJAUAN KONSEPTUAL DAN METODOLOGI
Full text linkBusiness process reengineering is fundamental rethinking and radical redesign of an organization's business processes that leads the organization to achieve dramatic improvement in business performance. Many firms have successfully embraced this new innovation paradigm to achieve orders of magnitude improvements in cost, eficiency, quality and value. Even more firms are seeking opportunities to apply reengineering and methodologies to assist them in doing so.
The recognition of reengineering as a new management paradigm emerged in the 1990's, though it may be argued that the principle of reengineering has been applied well before then. The early 1990's saw world wide interest in reengineering. Consequently, many organizations have reported their first-cycle experiences in reengineering.
Reengineering practices in the period of the 1990's was largerly characterized by application to operational processes and emphasis on operational measure of time, cost, and quality. Quite recently, a more strategic flavor of reengineering has been advocated. One of the hopes of new thinking is that by trancending microscopic concern of operational strategy, it would help the organization derive significantly greater value out of the reengineering effort. This paper presents: 1. The concept of reengineering 2. Various problems in business process reengineering. 3. The rigorous methodology for organizing reengineering activities.
Abstract in Bahasa Indonesia :
Reengineering proses bisnis adalah pemikiran ulang fundamental dan disain ulang radikal suatu proses bisnis organisasi yang akan mengarahkan organisasi untuk mencapai peningkatan kinerja bisnis secara dramatis. Beberapa perusahaan telah menerapkan paradigma inovasi baru ini untuk mencapai berbagai perbaikan dalam biaya, kualitas, dan efisiensi. Bahkan makin banyak perusahaan yang mencari peluang untuk menerapkan proyek reengineering dan metodologi-metodologi yang membantu mereka dalam mencapai usaha-usaha perbaikan tersebut.
Pengakuan reengineering sebagai paradigma manajemen baru telah marak di tahun 1990-an, walaupun sebenarnya prinsip-prinsip reengineering telah lama diterapkan sebelumnya. Pada awal tahun 1990-an dunia bisnis semakin tertarik pada reengineering, sehingga beberapa perusahaan berbagai pengalaman mengenai siklus awal penerapan reengineering.
Praktik-praktik reengineering pada periode 1990-an, sebagian besar ditandai dengan aplikasi proses-proses operasional dan pengukuran operasional waktu, biaya, dan kualitas. Selanjutnya pengembangan proses strategik reengineering terus-menerus dilakukan. Salah satu harapan yang ingin diperoleh dari pemikiran baru tersebut adalah meninggalkan mikro menuju masalah yang lebih bersifat makro yang membantu menghasilkan nilai-nilai usaha reengineering yang jauh lebih besar. Tulisan ini akan menyajikan: 1. Konsep reengineering 2. Berbagai masalah dalam reengineering proses bisnis. 3. Metodologi untuk mengorganisasikan aktivitas reengineering.
Kata kunci : reengineering proses bisnis, konsep, problem, metodologi.
The role of partnership on resource-performance relationships of Indonesia SMEs.
Full text linkThis research is about the management of resource of Indonesia SMEs which done through two stages of research that is based on theory by doing hypothesis testing and doing further exploration about the findings with qualitative approach. In the first phase of this study examine and analyze the influence of business strategy on the relationship between resources and performance of small and medium scale enterprises in Indonesia. From results of hypothesis testing, there are three main findings (1). Resources have a positive effect on both performance indicators, indicating that performance can be improved by adopting advanced manufacturing technology, having skilled workers, availability and quality of natural resources and applying management practices simultaneously and integrated. (2) The findings related to the role of partnership moderation are that the influence of material resources on profitability and operational performance is better at the low level of partnership, but the effect of management practices is higher on the condition of high partnership level. (3). Related to the correlation between the performance measures of this study found that the relative performance of firms compared to the industry average was positively correlated with growth. In the second phase, the research was conducted with in depth interviews about the role of resource management objectives as well as factors that support and obstruct the management of resources to SMEs. The second phase of this study yields the main findings: (1). All companies judge that the general objectives of organizational resource management are for short-term orientation and to relate to the operational aspects of the company. Only a few of their perspectives relate to long-term strategic aspects of the organization such as growth, expansion and long-term survival. (2) Factors supporting the management of resources are mainly relationships and partnerships built with suppliers. (3). Human resource weakness becomes an obstacle in resource management in addition to resource price volatility, technological limitations, and capital
Analisis Faktor-faktor yang Mempengaruhi Kinerja Rantai Pasokan pada Industri Manufaktur Skala Kecil dan Menengah di Jawa Timur
No full textThis research conducted to investigate the influence factors (environment factors, intra-organizational facilitator, and inter-organizational factors) of information sharing and information quality and its effect on operational performance of supply chain. Data are collected through mailed questionnaire to 500 top management of small and medium entreprises in East Java Province, Indonesia
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