Showing papers in "European Business Review in 1991"
TL;DR: In this paper, the authors present a series of basic principles to follow based on years of experience, evaluation and study; following these will greatly enhance the probability of entrepreneurial success in business in eastern Europe.
Abstract: Most entrepreneurs from North America and western Europe assume that opening up business relationships and contracts in eastern Europe will be a simple process. There is strong consumer demand, willing governments and a sense of desperation in a few cases. Entrepreneurs also assume that the same principle of business and management will apply equally well in Eastern Europe as in the West – after all, do not the Eastern Europeans want to learn our superior and advanced ways? The experience of consultants and academics who have studied these countries clearly indicates that business practice, business culture, business values, management styles, processes and institutions are dramatically different. This has resulted in some very disappointing experiences for Westerners. There is, however, a series of basic principles to follow based on years of experience, evaluation and study; following these will greatly enhance the probability of entrepreneurial success in business in eastern Europe.
10 citations
TL;DR: In this article, a short historical review of these terms in the Soviet context is followed by a discussion of the impact of perestroika on the evolution of management as it becomes increasingly independent of Party and planners.
Abstract: As the USSR undertakes the transition to a market economy, western words and concepts to describe business and management activity are becoming increasingly used there. The semantic discrepancies between the English word “businessman” and the Soviet word biznesmen are advanced as examples. But the main focus of attention is on the use and implications of the Russified forms of “manager” and “management”, which are becoming very fashionable in the USSR. A short historical review of these terms in the Soviet context is followed by a discussion of the impact of perestroika on the evolution of management as it becomes increasingly independent of Party and planners. Attention is paid to the distinction between industrial managers and entrepreneurs seeking to establish small businesses in the USSR. Use is made of Russian‐language sources.
8 citations
TL;DR: The development of the French Minitel system is described against the background of attempts in other European countries to get a "viewdata" or "videotex" off the ground.
Abstract: The development of the French Minitel system is described against the background of attempts in other European countries to get a “viewdata” or “videotex” off the ground. The French approach was to mass‐produce a dedicated terminal and to focus on the residential market. The kiosk tariff is seen as the most important feature with respect to the creation of new services – its benefits are analysed. While Minitel has been far more successful than any other videotex development, the quickening pace of technological innovation and customer resistance to paying full price for information services are now causing problems. The future is uncertain.
7 citations
TL;DR: Market orientation is an attitude, i.e. a state of mind, not a theory or an operational variable as mentioned in this paper, which focuses on the stimuli inherent in market demand and perceived commercial opportunities.
Abstract: Market orientation is an attitude, i.e. a state of mind – not a theory or an operational variable. This attitude focuses on the stimuli inherent in market demand and perceived commercial opportunities. Successful market orientation requires both adaptability of structural parameters and a high level of efficiency in established processes. Market orientation occurs on different levels of aggregation in the economy and has implications for (a) the market, (b) exchange, and (c) organisations. This universe is currently being subjected to increasing forces of compression: distances in time and space are shrinking. Macro‐economic changes must be analysed parallel with the development of business ideas, the responses of marketing activities to new situations and continuous processes of internal reform and innovation. Rightly perceived as a complex issue, market orientation leaves greater scope for business decisions.
3 citations
TL;DR: The single market of 1992 can be likened to a Fortress Europe and those still outside its limits will be faced with the dual problem of how they will derive the greatest benefit therefrom and how the actions of those already within will affect them as mentioned in this paper.
Abstract: The single market of 1992 can be likened to a Fortress Europe and those still outside its limits will be faced with the dual problem of how they will derive the greatest benefit therefrom and how the actions of those already within will affect them. For those who elect to join, membership will call for dilution of national preserves, and assimilation of others′ cultures and languages. From a marketing point of view, logistics strategy in particular will have to be more adaptable, entailing revolutionary changes in costing policies. However, perhaps the most significant impact will come from the Soviet Union and Central/Eastern Europe, nations revitalised after recent political upheavals. Finally, marketing managers, although still locally based, will have to think globally, not even simply European, and will have to be substantially rather than superficially conversant with the diversity of culture and language, backed up by an enhanced professional awareness of technological systems progress, so vital in...
2 citations
TL;DR: The Single European Market (SEM) represents the final stage in the process of economic integration of trade in goods and services and the free movement of individuals in the European Community (EC). The discussion of the benefits of the SEM has been concentrated primarily on the extent to which the elimination of non-tariff barriers will lead to greater economic efficiency.
Abstract: The Single European Market (SEM) represents the final stage in the process of economic integration of trade in goods and services and the free movement of individuals in the European Community (EC). The discussion of the benefits of the SEM has been concentrated primarily on the extent to which the elimination of non‐tariff barriers will lead to greater economic efficiency. The progress in the creation of a single labour market within the EC is reviewed and the relationship between labour mobility and migration in order to assess the impact of the free movement of labour. It is argued that internal migration will generally fall due to the free mobility of capital. Where labour embodies significant human capital however, migration is expected to rise in response to the removal of barriers.
1 citations
TL;DR: In this article, the authors argue that the success of the European market will depend on a good understanding of: the differences and similarities between marketing to businesses and to domestic consumers; the relatively complex structure of each customer′s decision-making unit; the characteristic ways of doing business in each EC country (which will continue to differ long after 1992); and the choice of communication channels through which their decisions can be influenced.
Abstract: Most of the published literature about the effects of 1992 relate to consumer goods and services, to the neglect of the very large business‐to‐business sector. Success in the Single European Market will depend on a good understanding of: the differences and similarities between marketing to businesses and to domestic consumers; the relatively complex structure of each customer′s decision‐making unit; the characteristic ways of doing business in each EC country (which will continue to differ long after 1992); and the choice of communication channels through which their decisions can be influenced. Implementing an effective marketing plan for Europe will for most companies demand changes in management structure, so as to profit from the new opportunities for integrated marketing communications campaigns.
1 citations
TL;DR: In this paper, the European policies for television advertising of four multinational corporations of different nationalities through interviews with the advertising agency account executives for each company in Greece were investigated and the findings suggest that the issue of standardisation is of little importance in itself and that the aim of all companies is the most effective campaign for each local market.
Abstract: The debate on whether international advertising can, or should, be standardised has a long history, particularly in the American literature. The Single European Market after 1992 implies an opportunity for standardisation so far unparalleled. The subject of study is the European policies for television advertising of four multinational corporations of different nationalities through interviews with the advertising agency account executives for each company in Greece. The findings suggest that the issue of standardisation is of little importance in itself and that the aim of all companies is the most effective campaign for each local market.
1 citations
TL;DR: In this paper, a simple but effective approach to the analysis of market opportunities is outlined, where the link between business development and management development is clear and direct: the consequence being that useful techniques have to be explored and discovered in a partnership with managers, not prescribed on the basis of what other larger firms might do.
Abstract: A simple but effective approach to the analysis of market opportunities is outlined. It is argued that for small enterprises the link between business development and management development is clear and direct: the consequence being that useful techniques have to be explored and discovered in a partnership with managers, not prescribed on the basis of what other larger firms might do. A process is described that has been tested with the managers of numerous small enterprises as they struggled to come to terms with the implications for their business of the liberalisation of the European market in 1992.
TL;DR: In this article, work undertaken as part of a research project funded under the European STAR Programme is examined, which assesses the likely implications of enhanced infrastructure provision for the demand for advanced telecommunications services.
Abstract: Work undertaken as part of a research project funded under the European STAR Programme is examined. In the course of a major project on Value Added and Data Services (VADS) in the North of Ireland, an extensive study was conducted of similar developments in the Irish Republic. Some of the more important results of this secondary study are used here to assess the likely implications of enhanced infrastructure provision for the demand for advanced telecommunications services.