Spanish Information Technology company ITEC is hugely successful in its local market partially due to its innovative business model – selling the franchises of its ‘Portal de tu Ciudad’ portal that provides information about various aspects of different cities within Spain. Franchisers are offered to sell advertising spaces through franchising a website through the portal that focuses on a specific city for the amount of investment of less than 15,000 Euros. In return they are offered high returns through an expanding business, and training and professional help related to the various aspects of the business. Currently, strategic level management is exploring its opportunities of entering UK market as a part of a global expansion plan. This article is intended to ITEC strategic level management and advices the company regarding its expansion plans into UK. The article is based on ITEC company and UK information technology market analyses that have been conducted through employing a range of relevant strategic tools. Moreover, the article recommends a strategy ITEC can apply in relation to its UK market entry plans. It needs to be stressed that along with franchising opportunities the company also offers a range of other products and services such as websites for companies and individuals, optimisation services on Google and other major search engines, reports and researches for companies and industries and others. However, it is mainly the franchising opportunities on the basis of ‘Portal de tu Ciudad’ portal the company is relying on in terms of ensuring success in UK market. Accordingly, the report mainly focuses on franchising offer of the company n terms of detailed analysis. ITEC Company Analysis ITEC needs to be analysed in detail in order to advice the company regarding its expansion plans in a most appropriate manner. SWOT analysis is found to be the…
“E-commerce, short for electronic commerce, is a business transaction that occurs over an electronic network such as the Internet” (Shelly and Vermaat, 2008, p.91). E-commerce has many forms and variations and online food and grocery retailing is one of them. A brief history of e-commerce and online shopping has to be mentioned briefly in order to explore the research topic more effectively. Using relevant information from the works of Liu (2007), Botha et al (2008), and Shelly and Vermaat (2008) the evolution of internet and e-commerce until the point when it became possible to buy food and grocery products online can be summarised into the following stages: Time and Period Evolutional Stage 1969 The creation of ARPAnet and the evolution of TCP/IP Beginning of 1980s Popularity of personal computers with decreasing costs and increasing processing power; WANs and LANs becoming necessity requirements. Mid 1980s Size of the internet becoming significant 1990 Introduction of WWW with HTTP and HTML Beginning of 1990s The creation of general browser technology and search engines Mid 1990s Business integration problems are solved through the introduction of intranets and extranets 1995 Dramatic popularity of online shopping with the introduction of amazon.com End of 1990s Online payment made easier with the introduction of PayPal and Google is introduced Beginning of 2000s Security measures of paying through credit cards are increased. Mid 2000s Introduction of YouTube and Google Checkout End of 2000s The amount mobile shopping is increased dramatically with the introduction of IPhone Zapalla and Gray (2006) mention the concept of “E-Business Adaptation Ladder” proposed by Nachira (2002) that divides the process of evolution of e-business to its current stage into the following six stages: Stage 1 – introduction of e-mail as one of the most efficient business communication methods Stage 2 – with the introduction of…
By John Dudovskiy
Category: E-Commerce
Issues of research reliability and validity need to be addressed in methodology chapter in a concise manner. Reliability refers to the extent to which the same answers can be obtained using the same instruments more than one time. In simple terms, if your research is associated with high levels of reliability, then other researchers need to be able to generate the same results, using the same research methods under similar conditions. It is noted that “reliability problems crop up in many forms. Reliability is a concern every time a single observer is the source of data, because we have no certain guard against the impact of that observer’s subjectivity” (Babbie, 2010, p.158). According to Wilson (2010) reliability issues are most of the time closely associated with subjectivity and once a researcher adopts a subjective approach towards the study, then the level of reliability of the work is going to be compromised. Validity of research can be explained as an extent at which requirements of scientific research method have been followed during the process of generating research findings. Oliver (2010) considers validity to be a compulsory requirement for all types of studies. There are different forms of research validity and main ones are specified by Cohen et al (2007) as content validity, criterion-related validity, construct validity, internal validity, external validity, concurrent validity and face validity. Measures to ensure validity of a research include, but not limited to the following points: a) Appropriate time scale for the study has to be selected; b) Appropriate methodology has to be chosen, taking into account the characteristics of the study; c) The most suitable sample method for the study has to be selected; d) The respondents must not be pressured in any ways to select specific choices among the answer sets. It is important to understand that…
Interpretivism, also known as interpretivist involves researchers to interpret elements of the study, thus interpretivism integrates human interest into a study. Accordingly, “interpretive researchers assume that access to reality (given or socially constructed) is only through social constructions such as language, consciousness, shared meanings, and instruments”.[1] Development of interpretivist philosophy is based on the critique of positivism in social sciences. Accordingly, this philosophy emphasizes qualitative analysis over quantitative analysis. Interpretivism is “associated with the philosophical position of idealism, and is used to group together diverse approaches, including social constructivism, phenomenology and hermeneutics; approaches that reject the objectivist view that meaning resides within the world independently of consciousness”[2]. According to interpretivist approach, it is important for the researcher as a social actor to appreciate differences between people.[3] Moreover, interpretivism studies usually focus on meaning and may employ multiple methods in order to reflect different aspects of the issue. Important Aspects of Interpretivism Interpretivist approach is based on naturalistic approach of data collection such as interviews and observations. Secondary data research is also popular with interpretivism philosophy. In this type of studies, meanings emerge usually towards the end of the research process. The most noteworthy variations of interpretivism include the following: Hermeneutics refers to the philosophy of interpretation and understanding. Hermeneutics mainly focuses on biblical texts and wisdom literature and as such, has a little relevance to business studies. Phenomenology is “the philosophical tradition that seeks to understand the world through directly experiencing the phenomena”.[4] Symbolic interactionism accepts symbols as culturally derived social objects having shared meanings. According to symbolic interactionism symbols provide the means by which reality is constructed In general interpretivist approach is based on the following beliefs: 1. Relativist ontology. This approach perceives reality as intersubjectively that is based on meanings and understandings on social and experiential levels. 2. Transactional or subjectivist…
Founded in 1943 by Ingvar Kamprad, IKEA generated the sales of 23.1 billion Euros in 2010 through its operations in more than 38 different countries with 27 distribution centres. The IKEA Group has 280 stores in 26 countries and the remaining of the stores are run by franchisees (Berger, 2011). The business concept of IKEA involves selling high volume of mostly furniture products in low prices. Moreover, “with an aim of lowering prices across its entire offering by an average of 2% to 3% each year, its signature feature is the flat packed product that customers assemble at home, thus reducing transportation costs” (Profile:IKEA, 2011, online) The vision of the company reflects this strategy in an effective manner. “The IKEA vision is to create a better everyday life for many people. We make this possible by offering a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them” (Inter Ikea Systems B.V, 2011, online). As one of the leading retailers in a global scale IKEA is engaged in systematic environmental monitoring and analysis which serves to be an effective source of information for decision-making. Internal benchmarking is one of the main methods of environmental monitoring and analysis engaged in by IKEA. Benchmarking is “method of improving business performance by learning from other companies how to do things better in order to be the ‘best in the class’”(Janakiraman & Gopal, 2007, p.181). The Internal benchmarking practice engaged in by IKEA involves comparing different divisions and subsidiaries of the company and thus establishing the best practice and aspiring to it for the remaining divisions and subsidiaries of the company. Moreover, IKEA is engaged in extensive market research both in global and local levels that is conducted by marketers…
Some of the secondary data authors have formulated their recommendations for businesses in terms of engaging in CSR activities with an increased level of efficiency. Most noteworthy recommendations are proposed by Jonker and Witte (2006), Asongu (2007), Bacher (2007), Schreck (2009), Hawkins (2009), Schwartz (2011) and others. Reasoning about the importance of engaging in CSR activities for businesses Schreck (2009) states that “although beyond compliance firm behaviour might be a good indicator for socially responsible behaviour, it is critical to assume that CSR starts only where the law ends” (Schreck, 2009, p.11). Secondary data authors also highlight the importance of sources of CSR principles and policies for businesses. “Sources of corporate social responsibilities are, for example, business principles that were developed by supranational organisations or are derived from international conferences, such as the Caux Round Table Business Principles. These Codes of Conduct are not legally binding” (Bacher, 2007, p.9). Jonker and Witte (2006) formulate following recommendations for businesses in order to engage in CSR activities with an increased level of efficiency: a) Achieving increased level of cooperation between the various departments of the business in terms of achieving CSR related aims and objectives; b) Engagement in strategic use of social investment budget; c) Introducing CSR aspects of the business at the initial stages of the project and integrating it with long-term aims and objectives; d) Specifying the activities of stakeholder identification and engagement as a continuous process; e) Ensuring the existence of CSR skills in all employees within the organisation; f) Implementing an effective audit/review system in terms of improving the quality of CSR. Some of the authors of secondary data sources like Johnson et al (2008) and Mullerat (2010) stress the role of government in regulating CSR-related issues. A specific recommendation formulated in that aspect states that “governments have…
The concept of CSR has attracted a range of criticisms from some secondary data authors. It is important to note that “sceptics and opponents find their support in their assertion that beyond good intentions and turns of phase firms must account for reality. A reality characterised by hypercompetition and strong pressure to cut costs, compelling firms do search desperately for growth opportunities, leves no room for initiatives consistent with the CSR philosophy” (Perrini et al, 2006, p.6). Milton Friedman can be pinpointed as one of the most notable opponents of CSR concept. Schwartz (2010) mentions the Freedman’s (1962) viewpoint which states that “there is one and only one social responsibility of business – to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception and fraud” (Schwartz, 2010, p.52). Generally, criticism associated with the concept of CSR can be divided into the following five groups: Firstly, CSR allows businesses to project positive image by doing very little. Such type of criticism has been mentioned in the works of Mullerat (2009) and Aras and Crowther (2010). According to this viewpoint businesses can engage in CSR-related activities in a minimum manner, but still they can create highly positive brand image for the company by publicising their CSR efforts. Secondly, the level of publicity associated with the concept of CSR creates an impression that the majority of businesses are seriously engaged in CSR-related activities, whereas the reality is quite different. This issue has been discussed by Freitag (2008), Mullerat (2009), Aras and Crowther (2010) and others. Specifically, the authors state that increased level of coverage of CSR issues by various types of media tends to form an impression…
Mohr et al (2010) divide distinctive profiles of CSR practices into three categories: business case, social values, and syncretic stewardship. The business case model of CSR “is driven primarily by the ability of CSR initiatives to create positive business results. Because serving shareholders is paramount, a strong tie to the economic outcomes drives CSR initiatives” (Mohr et al, 2010, p.440). Companies operating under business case model usually adopt reactive approach towards CSR issues and may engage in such activities due to the pressure form various groups, or in the search of competitive edge. Social values model of CSR, on the other hand, involves companies associating with a specific social cause and “it is integrated into the organisational fiber in every way: visible symbols of the cause can be found everywhere in the company” (Mohr et al, 2010, p.441). Businesses operating under syncretic stewardship CSR model aim to harmonise and balance the demands of various stakeholders of he business. In other words, these companies focus on profit maximisation objective of the business as the business case model, but at the same time, they also comprehend the importance of CSR and aim to address it an an effective manner. Four approaches to CSR have been specified by Tudler and Zwart (2006) as inactive, reactive, active and proactive (interactive). It is important to note that “these approaches emerged at different stages of societal development and they are neither mutually exclusive nor do they represent ‘best’ practice models” (Tulder and Zwart, 2006, p.143) The following table illustrates the viewpoints associated with each individual CSR approach: Inactive Reactive Active Pro-/interactive ‘Corporate self-responsibility’ ‘Corporate social responsiveness’ ‘Corporate social responsibility’ ‘Corporate societal responsibility’ Inside-in Outside-in Inside-out In/outside-in/out ‘Doing things right’ ‘Don’t do things wrong’ ‘Doing the right things’ ‘Doing the right things right’ ‘Doing well’ ‘Doing well…
In order to have a successful career it is better to be proactive, rather than reactive in terms of formulating career plans, assessing personal strengths and weaknesses, and devised detailed plans accordingly. It has been acknowledged that “personal development is an increasingly important aspect of life and work” (Boer, 2006, p.6) and therefore this paper represents personal development plan related to the career perspectives of the author. Personal Career Goals and Career Strategy Rothwell (2009) justly argues that personal career goals will be easier to achieve if they correspond to life goals and personal values of individuals. Accordingly, the author of this plan has formulated career goals that reflect personal life goals values. Specifically, the personal career goal for the author of this plan is closely related the e-commerce industry in general, and marketing aspect of e-commerce in particular. In other words, the author of this plan has formulated career goals that involve becoming a competent e-commerce marketing manager. The author has bold ambitions in terms of career plans, but at the same time, cherishes personal values of spending quality time with family and friends. The flexibility associated with the position of marketing management allows the author of this plan to pursue above specified values, and at the same time, to utilise the high level of creativity of the author. Career strategy can be defined as “any behaviour, activity, or experience designed to help a person meet career goals” (Greenhaus et al, 2009, p.131). The main points of the career strategy for the author of this paper consist of the following stages: First, preparing a personal profile. This stage involves identifying the interests of the author as well as assessing personal strengths and weaknesses. Second, formulating short and long-term professional aims and objectives. It has to be ensured that the aims and…
By John Dudovskiy
Category: Personal reflection & development
“Tourism is the world’s largest industry and makes a major contribution to the economies of most developed and developing countries” (Claire and Haven-Tang, 2005, p.1). At the same time, tourism organisations are facing a set of significant challenges they have to deal with in order to ensure their long-term growth. Specifically, quality management can be highlighted as one of the most important challenges for tourism organisations, and the importance of this challenge is increasing with ever-increasing customer expectations. Although the importance of quality in terms of long-term business growth in tourism organisations is widely understood by industry researchers and practitioners, yet no clear and universal recommendations exist regarding how the quality management aspect of the business can be improved in efficient ways. This article critically analyses the significance of quality management within the context of managing a tourism organisation. The article starts with discussions about the importance of managing quality in a tourist organisation, followed by a brief analysis of challenges in ensuring a high quality. Moreover, specific strategies are also described in this paper that tourism organisations can use in order to improve quality management. The Importance of Managing Quality in a Tourism Organisation Managing quality is crucially important for tourism organisations along with other types of businesses. The significance of the quality management issue for tourism organisations has dramatically increased in recent years due to the highly intensified level of competition in the industry caused by the globalisation, low barriers for entering into the industry and a range of other factors. Moreover, “service quality is an intangible, but crucial area of interest to travel service providers” (Morais and Chick, 2005, online) because it is one of the most efficient bases for creating competitive edge in the marketplace. A great level of dedication to such an approach has enabled…