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The role of international marketing in international business strategy

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... Perusahaan dengan inovasi yang tinggi mendorong peningkatan daya saing perusahaan (Purwati, Budiyanto, Suhermin, & Hamzah, 2021). Kegiatan persaingan di pasar semakin kuat dari waktu ke waktu sehingga inovasi menjadi kunci untuk meningkatkan daya saing (Tien, Phu, & Chi, 2019). Analisis daya saing dan persaingan di pasar harus dilakukan untuk mendapatkan keunggulan kompetitif dan arah pengembangan inovasi dan peningkatan sumber daya pemasaran (Puspaningrum, 2020). ...
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Penelitian ini mengkaji efek utama inovasi perusahaan dan dukungan sumber daya pemasaran. Kami menggunakan data sekunder terkait data kompensasi di prancis yang berasal dari data dads (d´eclaration annuelle de don´ees sociales atau annual social data declaration). Pendekatan bertingkat menggunakan analisis longitudinal hierarchical linear model digunakan untuk menguji hipotesis. Kami menemukan bahwa perusahaan yang inovatif lebih cenderung menghargai tenaga penjualan dan mengandalkan fungsi penjualan. Inovasi perusahaan sangat penting dan dapat menjadi alat yang berharga bagi tenaga penjualan untuk meningkatkan peran mereka di perusahaan dan meningkatkan kompensasi relatif mereka, yang dapat memotivasi tenaga penjualan untuk bekerja di perusahaan yang inovatif dan berkontribusi pada pengumpulan intelijen pasar. Kompensasi dan manfaat karyawan dan dinamika industri merupakan kondisi batas yang berlawanan dalam hal hubungan antara inovasi perusahaan dan kompensasi relatif dari fungsi penjualan. Akhirnya, daya saing industri hanya memoderasi hubungan antara dukungan sumber daya pemasaran dan kompensasi relatif fungsi penjualan.
... The creative economy is an economic concept that focuses on creativity and information (Sulistyo, 2023). The creative economy relies on ideas and knowledge from human resources as the main factor in training the community (Tien et al., 2019). The creative economy includes a variety of activities that rely on individual creativity, skills, and talents to generate added value and innovation, one of which is that training in making dish soap can be a creative economic activity that can increase people's income (Susilowati at, al. 2024). ...
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Cet article effectue une analyse commerciale pour le groupe immobilier Hung Thinh au Vietnam en utilisant la matrice CPM.
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Streszczenie: W artykule tym przeprowadzono analizę biznesową dla grupy zajmującej się nieruchomościami Hung Thinh w Wietnamie, wykorzystując macierz CPM. Słowa kluczowe: nieruchomości, analiza biznesowa, macierz CPM.
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Zusammenfassung: Dieser Artikel vergleicht das interne Umfeld der Immobiliengruppen Gamudaland und Novaland anhand der IFE-Matrix. Schlüsselwörter: interne Umgebung, IFE-Matrix Einführung Der Immobilienmarkt ist einer der Märkte mit einer wichtigen Stellung und Rolle in der Volkswirtschaft und steht in direktem Zusammenhang mit den Finanz-und Währungsmärkten, dem Baumarkt, dem Markt für Baumaterialien, dem Arbeitsmarkt usw. Die Entwicklung und wirksame Verwaltung dieses Marktes wird wesentlich zur Förderung der sozioökonomischen Entwicklung beitragen, die Fähigkeit schaffen, Investitionskapital für die Entwicklung anzuziehen und praktische Beiträge zum Prozess der nachhaltigen städtischen und ländlichen Entwicklung im Hinblick auf die Industrialisierung und Modernisierung des Landes leisten. In der vorangegangenen Periode der zentral geplanten Wirtschaft hatte dieser Markt nicht die Voraussetzungen, sich zu entwickeln. Doch mit dem Übergang zur Entwicklung der Marktwirtschaft hat sich der Immobilienmarkt in unserem Land allmählich gebildet und in rasantem Tempo entwickelt und wesentlich zum Wirtschaftswachstum des Landes beigetragen. Nach einer Phase der Bildung und Entwicklung hat der Immobilienmarkt auch Mängel im Marktbetriebsmechanismus, im Rechtssystem, bei den Marktteilnehmern, der Warenstruktur, den Transaktionen, der Information, dem Management usw. sowie in der Anforderung offenbart, die sozialistische Ausrichtung des Marktes sicherzustellen. Mit diesem Aufsatz möchte unsere Gruppe mehr über die Eigenschaften des internen Umfelds, Forschungsmethoden sowie Prognosemethoden zu den Auswirkungen des internen Umfelds auf Unternehmen erfahren und erfahren, was die IFE-Matrix ist. Neben dem Nachschlagen im Lehrbuch "Strategisches Management" und Büchern zum internen Umfeld sammeln wir auch Informationen aus dem Internet und einige andere Beispielberichte, um das umfassendste Wissen zu diesem Thema zu erhalten. Nach zwei Wochen Arbeit hat unsere Gruppe die wichtigsten Faktoren des internen Umfelds kennengelernt, wie man die IFE-Matrix einrichtet … und unser Wissen im Fach "Strategisches Management" gefestigt, um das Wissen in den folgenden Lektionen gut aufnehmen zu können.
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Zusammenfassung: Der Forschungsinhalt konzentriert sich auf die Geschäftsanalyse der Novaland Real Estate Group, die mit einem Gesamtstammkapital von 9,695 Milliarden VND (berechnet bis 31. Dezember 2019) zu den renommiertesten Unternehmen im Bereich Immobilieninvestitionen und-entwicklung gehört. Das Thema konzentriert sich auf die Analyse des internen Umfelds, um die Stärken und Schwächen der Novaland Group zu ermitteln, sowie auf das externe Umfeld, um Chancen und Herausforderungen zu identifizieren, die sich auf die Geschäftstätigkeit der Gruppe auswirken. Die Forschung verwendet einen Forschungsansatz über eine quantifizierbare strategische Planungsmatrix (QSPM), um zu entscheiden, welche Strategien für ein Unternehmen am besten geeignet sind.
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Cet article réalise une analyse commerciale pour le groupe immobilier Ecopark, l'un des plus grands au Vietnam, en utilisant la matrice QSPM
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Zusammenfassung : Im Jahr 2003 beschloss eine Gruppe von Investoren mit Leidenschaft und erfolgreicher Erfahrung in vielen Geschäftsfeldern, die Viet Hung Urban Development and Investment Joint Stock Company (Vihajico) zu gründen. Die Gründung des Unternehmens ist mit der Mission verbunden, das erste funktionale ökologische Stadtgebiet in Vietnam zu errichten und dabei dem modernen Stadtentwicklungstrend aller Länder zu folgen: das Stadtgebiet Ecopark. Viet Hung Urban Development and Investment Joint Stock Company (Vihajico) wurde von 7 juristischen Personen und 2 Einzelpersonen gegründet. Es handelt sich um das Erbe und die Förderung der Erfahrung und Kapazität bekannter Namen in den Bereichen Immobilien, Hotels, Dienstleistungen, Tourismus und Bauwesen. Nach mehr als 15 Jahren Entwicklung ist Ecopark zu einer vorbildlichen funktionalen Stadt geworden, einem Pionier bei der Etablierung des Trends zu grünen Immobilien zu angemessenen Preisen, der international mit vielen renommierten Preisen ausgezeichnet wurde. Der Vorstand des Unternehmens hat beschlossen, seinen Namen in Ecopark Group Joint Stock Company zu ändern, mit dem Ziel einer nachhaltigen Entwicklung und branchenübergreifender Investitionen in Bereichen wie Bildung, Gesundheit, saubere Landwirtschaft, Spitzentechnologie, Tourismus, Unterhaltung usw.; während es seine Schlüsselposition als professionelle städtische Investitions-und Entwicklungsgruppe, die dem Trend zu grünen Immobilien folgt, beibehält und die Entwicklung des städtischen Ecopark-Modells landesweit ausweitet. Der Vorstand von Vihajico hat sich auf den Aufbau und die Entwicklung des städtischen Ecopark-Gebiets mit einer Fläche von bis zu 500 Hektar konzentriert. Ecopark basiert auf der Balance zwischen städtischem Raum und natürlicher Landschaft und schafft eine ideale Lebensumgebung und umfassende Entwicklung für die Menschen. Ecopark ist der Beginn einer großen Reise, einer Reise, die den Bewohnern ein umfassendes Leben mit Werten von Gemeinschaft, Kultur und Menschen ermöglicht, das dem Motto "Grüne Stadt, umfassendes Leben" würdig ist.
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Zusammenfassung : Der Immobilienmarkt in Vietnam ist ein volatiler Markt. Er ist sowohl mit der Makro-als auch der Mikroökonomie verbunden und steht in enger Verbindung mit den Kapital-und Finanzmärkten. Mit dem aktuellen Trend zur internationalen Integration wird die Wirtschaft unseres Landes schrittweise erneuert, um sich an den internationalen Markt anzupassen, und daher wird die Rolle des Immobilienmarktes allmählich klarer als je zuvor verstanden. Auf dem Immobilienmarkt in Vietnam ist die Ecopark Group eine sehr bekannte Gruppe. In den letzten Jahren hat diese Gruppe erheblich zum vietnamesischen Immobilienmarkt beigetragen und sich in den Herzen aller einen Namen gemacht. Als eine der führenden Immobiliengruppen in Vietnam achten wir nicht nur auf die Erfolge von Ecopark und kümmern uns darum, sondern auch um ihre Pläne und Strategien. Was also hat Ecopark in einem Kontext getan, in dem das Land zunehmend innovativ ist, um mit regionalen und internationalen Trends Schritt zu halten? Um das herauszufinden, haben wir mithilfe der McKinsey-Matrix eine Geschäftsanalyse für die Ecopark-Immobiliengruppe durchgeführt. Auf dieser Grundlage haben wir einige Verbesserungen für die McKinsey-Matrix vorgeschlagen und Empfehlungen für Führungskräfte oder Planer abgegeben.
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Cet article réalise une analyse commerciale pour le groupe immobilier Ecopark , l'un des plus grands au Vietnam, en utilisant la matrice SWOT Mots clés : immobilier, environnement des affaires, SWOT, Ecopark CHAPITRE 1 I. C'EST SWOT ? SWOT est l'abréviation de 4 mots anglais : Strengths, Weaknesses, Opportunities et Threats-un célèbre modèle d'analyse commerciale (ou matrice) pour les entreprises. Le modèle SWOT est un modèle d'analyse d'entreprise (ou matrice) célèbre pour toutes les entreprises qui souhaitent améliorer leur situation commerciale dans la bonne direction et construire des bases de développement solides. Les forces et les faiblesses sont considérées comme deux facteurs internes à une entreprise. Par exemple, la réputation, les caractéristiques, la situation géographique. On les appelle facteurs internes car ce sont des facteurs que vous pouvez essayer de modifier. Les opportunités et les risques sont deux facteurs externes. Par exemple, l'offre, la concurrence, les prix du marché, car ce ne sont pas des facteurs qui peuvent être contrôlés si on le souhaite.
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Cet article réalise une analyse commerciale pour le groupe immobilier Ecopark , l'un des plus grands au Vietnam, en utilisant la matrice BCG Mots clés : immobilier, environnement des affaires, matrice BCG, Ecopark .
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Cet article porte sur l'application du processus informatique des groupes d'affaires et d'éducation GAIE dans le sud du Vietnam.
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Streszczenie : Artykuł koncentruje się na pracy komunikacyjnej Grupy GAIE w oparciu o bazy danych i badania, w których grupa opiera się na podstawach teoretycznych i metodach badawczych danych informacyjnych, aby przeanalizować obecną sytuację, zalety i wady sektora komunikacyjnego grupy, aby zdiagnozować i zaproponować rozwiązania dla pracy komunikacyjnej Grupy GAIE. Słowa kluczowe: GAIE, biznes, komunikacja 1. Wstęp 1.1. Przegląd problemu badawczego Obecnie społeczeństwo rozwija się coraz bardziej, życie ludzkie stale się poprawia. Ludzie zawsze czynią swoje życie wygodniejszym, pełniejszym, zwłaszcza aby sprostać rosnącym potrzebom 1. Jedną z tych potrzeb jest wymiana informacji, pojawienie się tej potrzeby stworzyło rozwój komunikacji. Więc jaka jest koncepcja komunikacji i siła obecnego przemysłu komunikacyjnego dla życia ludzkiego. Komunikacja wymaga, aby komunikujące się strony dzieliły wydzielony obszar. informacje są przesyłane. 2 Proces komunikacji uważa się za ukończony, gdy zostanie osiągnięty równowaga w percepcji i rozumieniu między podmiotem a przedmiotem komunikacji oraz Odbiorca rozumie wiadomość nadawcy. Pojęcie komunikacji jest rozumiane jako proces wymiany informacji, interakcji poprzez zmieniające się postrzeganie. Pojęcie komunikacji jest również rozumiane jako produkt istot ludzkich, siła napędowa stymulująca rozwój społeczeństwa. Siła mediów 3 Obecnie przemysł medialny ma wiele zalet wspierających rozwój człowieka. Media mają wielką moc, rozprzestrzeniają się w społeczności bardzo szybko. Przemysł medialny wpływa na wszystkie aspekty życia. Z koncepcji mediów można również wywnioskować, że to dzięki mediom ludzie są ze sobą połączeni, każdy na świecie poprzez Facebooka , telewizję, gazety, ... może się ze sobą połączyć i stworzyć silne i głębokie połączenie. 4 Według Philipa Kotlera "komunikacja marketingowa to działalność polegająca na bezpośrednim lub pośrednim przekazywaniu informacji o produktach i sobie firmy klientom, aby przekonać ich, aby również jej zaufali. 1 https://nghialagi.org/truyen-thong-la-gi/ 2 https://dtbd.moha.gov.vn/uploads/resources/admin/chuyenvien/ChuyenDe11.pdf 3 https://nghialagi.org/truyen-thong-la-gi/ 4 https://thuengoaimarketing.vn/info/marketing-la-gi-theo-philip-kotler.html
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Zusammenfassung: Dieser Artikel führt eine Geschäftsanalyse für VinGroup mithilfe der SWOT-Matrix durch. Schlüsselwörter: SWOT-Matrix, VinGroup 1. EINLEITUNG In Wirklichkeit sind viele vietnamesische Unternehmen, insbesondere kleine, aber schnell wachsende, oft im Strudel der täglichen Arbeit gefangen. Arbeit im Zusammenhang mit Produktion oder Einkauf, Kundensuche, Verkauf, Lieferung, Geld einsammeln, Inventar verwalten, Debitorenbuchhaltung usw. Die meisten dieser Aufgaben werden je nach Bedarf gelöst, erledigt, wenn sie auftreten, ohne systematisch geplant, systematisch verwaltet oder wissenschaftlich auf ihre Wirksamkeit hin bewertet zu werden. Die Umsetzung von Aufgaben hat die ganze Zeit von Managern auf allen Ebenen in Anspruch genommen, ist aber immer noch verwirrend und immer passiv. Leitende Manager, insbesondere CEOs, werden oft von der Aufgabenarbeit so weit "geführt", dass sie "ihren Weg verlieren", ohne es zu wissen. Wie eine Person, die im Wald spazieren geht, Ohne eine klare Richtung reicht es aus, zu sehen, wo ein Weg ist, und dann zu gehen. Je weiter man geht, desto verlorener ist man. Strategisches Management hilft Organisationen und Unternehmen dabei, Ziele und Richtungen klar zu definieren, sinnvolle Wege zu skizzieren und Ressourcen optimal zuzuweisen, um den Weg zu sichern. das gesetzte Ziel innerhalb der vorgegebenen Zeit zu erreichen.
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Marketing has strong influences on the management of a firm, internal, inter-firm relationships, and the supply chain. The marketing, as a business philosophy, guides firms to look for customer satisfaction at profit in a coordinated manner. Marketing means a basic set of values and beliefs about the importance of the customer that guide the firms in their daily operations. Marketing also provides philosophical foundation for human behaviors within a firm. In other words, marketing as a business philosophy, guides a firm's behaviors to develop, maintain, and enhance inter-firm relationships to satisfy customers. Marketing is also a necessary component for implementing supply chain management. One of the components of supply chain management implementation is partnership with compatible corporate philosophies, at least for key relationships. Marketing should be the compatible supply chain partners' philosophy, so all partners in the supply chain strive to satisfy customers at a profit through inter-functional coordination within and among the supply chain partners. Thus, under compatible marketing philosophies, supply chain partners become more willing to be efficient and effective toward a common goal which is customer satisfaction at a profit. Effective supply chain management requires all partners in the chain to build and maintain close long-term relationships. Successful supply chain relies on forming strategic partnerships that means long-term, inter-firm relationships with trading partners. This book is about marketing management, its role and importance to the supply chain management in a global scale. Second book published simultaneously is about supply chain management on which marketing and marketing management have great impact. As marketing and supply chain are interrelated research areas, both of these books could be useful for university students to study the “Marketing Management” and “Supply Chain Management” courses at both graduate and postgraduate levels.
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As marketing gains increasing prominence as an orientation that everyone in the organization shares and as a process that all functions participate in deploying, a critical issue that arises is the role of the marketing function. Specifically, what role should the marketing function play, and what value does the marketing function have, if any, in an organization that has a strong market orientation? The authors take the view that though a firm's market orientation is undeniably important, the marketing function should play a key role in managing several important connections between the customer and critical firm elements, including connecting the customer to (1) the product, (2) service delivery, and (3) financial accountability. The authors collect data from managers across six business functions and two time periods with respect to marketing's role, market orientation, the value of the marketing function, and perceived firm performance. The results show that the marketing function contributes to perceptions of firm financial performance, customer relationship performance, and new product performance beyond that explained by a firm's market orientation. Marketing's value, in turn, is found to be a function of the degree to which it develops knowledge and skills in connecting the customer to the product and to financial accountability. For service firms, the value of the marketing function also is related positively to marketing's ability to connect the customer to service delivery.
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This is a comparative study of six organizations operating in the same industrial environment. The subsystems (sales, research, and production) in each organization were differentiated from each other in terms of subsystem formal structures, the member's goal orientation, member's time orientations and member's interpersonal orientations. This differentiation was related to the requirements of the particular subenvironment with which each subsystem dealt. A relationship was found between the extent to which the states of differentiation and integration in each organization met the requirements of the environment and the relative economic performance of the organizations. Within each organization the degree of differentiation of behavior and orientation between the various subsystems was found to be inversely related to the degree of integration obtained between these subsystems. Since this environment required that economically high performing organizations be both highly differentiated and well integrated, an investigation was also made into how effective organizations attained both of these antagonistic states. All six organizations had similar integrative devices (integrating teams and departments), but in the high performing organizations the integrative devices more fully met six determinants of effectiveness, which included such factors as the pattern of influence in the organization and the typical mode of behavior used to resolve conflict.
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In recent years, academic and practitioner interest has focused on market orientation and factors that engender this orientation in organizations. However, much less attention has been devoted to developing a valid measure of market orientation. Here we define market orientation as the organizationwide generation of market intelligence pertaining to current and future needs of customers, dissemination of intelligence horizontally and vertically within the organization, and organization-wide action or responsiveness to market intelligence. The authors describe a procedure to develop a measure of the construct. Key features of the research methodology include several rounds of pretesting, a single-informant assessment, and a multi-informant (both marketing and nonmarketing executives) replication and extension. The multi-informant results indicate that the proposed 20-item market orientation scale (MARKOR) may be best represented by a factor structure that consists of one general market orientation factor, one factor for intelligence generation, one factor for dissemination and responsiveness, one marketing informant factor, and one nonmarketing informant factor. Taking into account the informant factors, the subsequent validation tests are moderately supportive of the market orientation construct. The authors discuss methodological, substantive, and application directions for future research in light of these findings.
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The literature reflects remarkably little effort to develop a framework for understanding the implementation of the marketing concept. The authors synthesize extant knowledge on the subject and provide a foundation for future research by clarifying the construct's domain, developing research propositions, and constructing an integrating framework that includes antecedents and consequences of a market orientation. They draw on the occasional writings on the subject over the last 35 years in the marketing literature, work in related disciplines, and 62 field interviews with managers in diverse functions and organizations. Managerial implications of this research are discussed.
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Responding to competitive pressures, a growing number of corporate managers are dismantling organizations and cultures that were built on selling particular products and replacing them with new structures designed to be more responsive to customer needs. The push to restructure around customers is more than a new management fad. It is supported by success stories at companies including IBM, Cummins India, Fidelity Investments and Imation. Companies transitioning from product-oriented to customer-centered organizations progress along a continuum. They begin with informal coordination to overcome the deficiencies of product or functional silos, adding integrating func_lions (such as key account managers and customer segment task forces) as needed. The market logic for becoming customer-focused is often compelling. In surveying 347 companies, the author found that companies that embraced this approach saw accountability for customer relationships improve, and information about customers was more readily shared. These companies were also easier to do business with, according to customers. However, the author found that transforming product-centered cultures can be difficult and that the potential benefits do not necessarily translate into superior performance. Copyright © Massachusetts Institute of Technology, 2006. All rights reserved.
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The strategic planning process is inextricably linked with the issue of corporate goal formulation. It is argued that greater progress will be made in understanding marketing's participation in strategic planning if marketing's role in the goal formulation process can be explicated. Unfortunately, the extant theories of the firm are inadequate in varying degrees for this purpose. A new theory of the firm is proposed that attempts to specify the role of marketing and the other functional areas in the goal setting and strategic planning process.
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