Suchergebnisse

China may soon be the biggest economy in the world. This book is a practical guide to business practices, market conditions, negotiations, organizations, networks and the business environment in China. It is aimed specifically at Western and non-Chinese businesses and managers.

Regulation remains a contentious topic between small firms, policy makers, and scholars. Business lobbying organizations persistently claim that regulation acts as a deterrent to economic activity. In contrast, policy makers and some scholars have argued that regulation creates net benefits for society and so may have a modest positive impact on SMEs. This paper seeks to offer at least a partial explanation for these very different perspectives. Through studying the majority of UK Impact Assessments issued over the twelve years from 1998 to 2009 and relevant government publications, we find that differences in the objective decision-making criteria (algorithms and heuristics) of the parties involved provide at least a partial explanation of why their views appear irreconcilable. It is argued that both are acting rationally in pursuit of higher goals and are not simply 'gaming' in order to gain the greatest private advantage.

What is the difference between brand equity and customer equity? Does the distinction matter? Is there a difference between the firm's brand asset and customer asset? What are the implications of taking a brand perspective versus a customer perspective when designing and implementing marketing programs? The objective of this article is to examine these two perspectives in depth so that researchers and managers can improve their understanding and use of customer and brand perspectives on marketing. The authors seek to determine the relationship between the two assets and perspectives in terms of similarities and differences. They examine the development of customer and brand perspectives and describe how each adds value to the firm and to the customer. Subsequently, they delineate possible approaches for measuring marketing assets. They discuss key issues researchers and practitioners should consider in managing marketing assets, particularly for multibrand companies. They conclude by suggesting future research directions.

Recent years have seen the introduction of a "marketing dashboard" that brings the firm's key marketing metrics into a single display. Service firms across industries have created such dashboards either by themselves or together with a dashboard service provider. This article examines the reasons for this development and explains what dashboards are, how to develop them, what drives their adoption, and which academic research is needed to fully exploit their potential. Overcoming the challenges faced in dashboard development and operation provides many opportunities for marketing to exercise a stronger influence on top management decisions. The article outlines five stages of dashboard development and discusses the relationships among demand for dashboards, supply of dashboards, and the implementation process in driving adoption and use of dashboard systems. Key topics for future research include metrics selection, relationships among metrics, and the ultimate question of whether dashboards provide sufficient benefits to justify their adoption.