ERPN: Strategy (Topic)最新文献_第2页

An Entry Strategy on Overseas Direct Sales of Korean SME's 韩国中小企业海外直销的进入策略

ERPN: Strategy (Topic) Pub Date : 2016-12-21 DOI: 10.16980/JITC.12.6.201612.139

Su-Young Kwak, Mie-jung Kim

{"title":"An Entry Strategy on Overseas Direct Sales of Korean SME's","authors":"Su-Young Kwak, Mie-jung Kim","doi":"10.16980/JITC.12.6.201612.139","DOIUrl":"https://doi.org/10.16980/JITC.12.6.201612.139","url":null,"abstract":"As cross border B2C e-commerce is widely spreading, three strategic steps toward global B2C e-commerce (overseas direct sales) has been proposed to small businesses to enhance their economic status for research purposes. Step one covers the attempt to enter and sell among foreign global open markets, such as eBay and Amazon, along with Kmall24, which was opened in 2014 by Korean international trade organization. Based on the experience of foreign direct sales in global open market as step one, step two covers entering local shopping malls. Required needs are entering expense, website management, and foreign language consultation, however marketing expense is not needed. Step three covers establishing local platforms and starting up overseas direct sales. In step three, establishing foreign language shopping mall needs investment, website management, and foreign language counseling, which require marketing strategies. Foreign direct sales is different from foreign direct purchase, for the fact that decisions need to be made in the seller’s perspective, which comes with many disadvantages, and also calls for inspections on different ways to approach due to difference of environment between local community and foreign communities.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133282160","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Strategic Management Decisions in Power Positions to Achieve Business Excellence in Small Service Businesses: Does Gender Matter? 小型服务企业在权力职位上的战略管理决策:性别重要吗?

ERPN: Strategy (Topic) Pub Date : 2014-12-01 DOI: 10.26595/EAMR.2014.1.1.1

M. Alonso‐Almeida, K. Bremser

引用次数: 12

Entrepreneurial Orientation and Small Business Performance: The Role of Emergent Strategy 创业取向与小企业绩效:应急战略的作用

ERPN: Strategy (Topic) Pub Date : 2014-08-25 DOI: 10.2139/ssrn.2486404

Louise Kelly, M. Zaman

引用次数: 3

Local Competitiveness Fostered Through Local Institutions for Entrepreneurship 通过地方创业机构培育地方竞争力

ERPN: Strategy (Topic) Pub Date : 2014-05-02 DOI: 10.1093/OXFORDHB/9780199993307.013.8

M. Andersson, Magnus Henrekson

引用次数: 46

The Role of Emotional Intelligence on Entrepreneurs’ Perception of Success 情绪智力对企业家成功感知的影响

ERPN: Strategy (Topic) Pub Date : 2014-04-23 DOI: 10.2139/ssrn.2436333

Haibo Zhou, Isabel Estrada, A. Bojica

引用次数: 3

Enhancing the Competitiveness of the Arab SMEs 提高阿拉伯中小企业竞争力

ERPN: Strategy (Topic) Pub Date : 2010-04-08 DOI: 10.2139/ssrn.1800824

Hussein Elasrag

{"title":"Enhancing the Competitiveness of the Arab SMEs","authors":"Hussein Elasrag","doi":"10.2139/ssrn.1800824","DOIUrl":"https://doi.org/10.2139/ssrn.1800824","url":null,"abstract":"Statistics show that SMEs represent 90% of total companies in the vast majority of economies worldwide and provide 40-80% of total job opportunities in addition to contributing largely to GDPs of many countries. For example, SMEs constitute more than 99%1 of all non-agricultural private enterprises in Egypt and account for nearly three-quarters of new employment generation. for Kuwait, this sector constitutes approximately 90% of the private workforce, including labor and imported an estimated 45% of the labor force, employment and national rates of less than 1%, in Lebanon, more than 95% of the total enterprises, contribute about 90% of the jobs. In the UAE , small and medium enterprises accounted about 94.3% of the economic projects in the country, and employs about 62% of the workforce and contributes around 75% of the GDP of the state. In addition, they account for 96% of the GDP in Yemen in 2005, and about 77%, 59%, 25% in Algeria, Palestine and Saudi Arabia, respectively, during the same year.It is often argued that the Governments should promote SMEs because of their greater economic benefits compared to the large firms in terms of job creation, efficiency and growth.Following are the major driving force to strengthen SMEs in the Arab countries: (1) SMEs are the important vehicle in terms of employments and poverty alleviation. SME employs a large share of the labour force in many Arab countries. (2) SMEs make significant contributions to the national economy of the country; and Can be a tool to accelerate the growth of exports. (3) SMEs foster an entrepreneurial culture and make the economy more resilient to the global fluctuations. The aim of this research is to study enhancing the competitiveness of Arab small and medium enterprises.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131133447","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 28

Manual Para La Realización del Anàlisis de las Fuerzas del Mercado en Pymes (Guide to Analyze the Market Forces - in Spanish) 中小企业市场力量分析手册(市场力量分析指南-西班牙语)

ERPN: Strategy (Topic) Pub Date : 2010-02-21 DOI: 10.2139/SSRN.1843683

Hugo Alberto Rivera Rodríguez, Jorge Hernan Gomez, Luz Sofía Méndez

引用次数: 5

Simultaneous Experimentation as an Entrepreneurial Strategy for Emergent Markets: Transcending the Trade-Off between Flexibility and Funding? 同步实验作为新兴市场的创业策略:超越灵活性和资金之间的权衡?

ERPN: Strategy (Topic) Pub Date : 2009-12-01 DOI: 10.2139/ssrn.1538114

Petra Andries, Bart van Looy, K. Debackere

{"title":"Simultaneous Experimentation as an Entrepreneurial Strategy for Emergent Markets: Transcending the Trade-Off between Flexibility and Funding?","authors":"Petra Andries, Bart van Looy, K. Debackere","doi":"10.2139/ssrn.1538114","DOIUrl":"https://doi.org/10.2139/ssrn.1538114","url":null,"abstract":"The unpredictable nature of emergent markets implies that ventures entering such markets are confronted with technological and commercial uncertainty. Defining a viable business model under such circumstances is a complex and precarious endeavour. Previous research has either advanced the idea of focus – in order to attract resources and realize first mover advantages – or sequential experimentation financed through bootstrapping, implying limited resources during initial phases of the venture. As such, a trade-off between flexibility and resource acquisition has been introduced. Within this contribution we explore how ventures starting up in emergent industries can balance the attainment of financial resources with flexibility and business model adaptation. Based on a sequence analysis of six case studies, we identify two distinctive approaches to business development in emergent industries: Focused commitment versus simultaneous experimentation. Our findings reveal that focused commitment is instrumental foracquiring resources but at the same time impedes flexibility, while simultaneous experimentation allows to attract resources while maintaining manoeuvring space for business model adaptation. An analytical comparison of both approaches suggests that simultaneous experimentation is indeed a more viable strategy when entering emergent industries.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126824928","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

CEOs vs. CFOs: Incentives and Corporate Policies 首席执行官vs.首席财务官:激励和公司政策

ERPN: Strategy (Topic) Pub Date : 2009-02-03 DOI: 10.2139/ssrn.989224

S. Chava, A. Purnanandam

引用次数: 479

Subsidies, Entry and the Distribution of R&D Investment 补贴、进入与研发投资分布

ERPN: Strategy (Topic) Pub Date : 2008-11-16 DOI: 10.2139/ssrn.1124946

John Asker, Mariagiovanna Baccara

引用次数: 4