Business Philosophy and Executive Responsibility

1973 ◽  
Vol 16 (4) ◽  
pp. 658-669
Author(s):  
Rama Krishnan
Keyword(s):  
Business Philosophy ◽  
Executive Responsibility

Mythopoetics of the Siberian estate in the Russian prose of the end of the XIX — the first third of the XX centuries

2020 ◽  
pp. 127-137
Author(s):  
Elena N. Ertner ◽  
Keyword(s):  
Paradise Lost ◽  
Sacred Space ◽  
Play Behavior ◽  
Rural Life ◽  
History And Criticism ◽  
Russian Culture ◽  
Promised Land ◽  
First Time ◽  
The City ◽  
Business Philosophy

For the first time in the history and criticism of literature the article regards the features of the Siberian “estate topos” as a new modification of the Russian culture “estate text”, typical for the literature of the late XIX — the first third of the XX centuries. In the prose of N.A. Lukhmanova, M.M. Prishvin, N.M. Yadrintsev Tyumen merchant estate transforms into a new “cultural space”. The shift from the philosophy of the rural life to the “business” philosophy and the idea of the commercial Siberian estate bring forward the new topos-related notions: “estate is a factory” and “tannery Lyon”. We introduce the comparative mythopoetics of the Siberian city and country estates through the processes of demythologization of classical country “estate myth” and local remythologization of the concepts: “estate is a fortress”, “estate is a garden / a greenhouse”, and “estate is a nest”. The merchant “estate topos” forms at the intersection of the Russian land Paradise lost and the Siberian Eden, newly created by settlers. The Tyumen schismatic estate be comes “the promised land” or the city of Kitezh: the sacred space of secret chapels, “the underground Kingdom of our Fathers’ faith”. The emphasis is also given to the “theatri cality” of the merchant “estate” play behavior.

E-CRM

2010 ◽  
pp. 436-444 ◽  
Author(s):  
María Rosa Llamas-Alonso ◽  
Ana Isabel Jiménez-Zarco
Keyword(s):  
Competitive Advantage ◽  
Market Share ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
The Past ◽  
The Cost ◽  
Business Philosophy ◽  
Number Of Firms

As competition and the cost of acquiring new customers continue to increase, the need to build and enhance customer relationships has become paramount for businesses. The building of strong customer relationships has been suggested as a means for gaining competitive advantage (Mckenna, 1993) so, in today’s marketplace, a growing number of firms seek to develop profound, close and long-lasting relationships with their customers since it is much more profitable to keep and satisfy current customers than to manage an ever-changing customer portfolio (Reinartz & Kumar, 2003; Ross, 2005; Llamas-Alonso et al. 2009). This one is a consequence of many paradigmatical changes in the marketing field during the past decades, such as a transition from a focus on the product, transactional marketing, acquiring clients (responsive marketing approach) and market share towards a customer centric approach, relationship marketing, two-way communication, retaining customers (proactive and holistic marketing approaches) and share of customer. Thus, in this fastmoving and highly competitive scenario Customer Relationship Management (hereafter referred to as CRM) emerges as a business philosophy devoted to enhance customer relationships and consequently create value for both the company and the customer.

scholarly journals The relationship between a market orientation and financial performance in South African organisations

2000 ◽  
Vol 31 (2) ◽  
pp. 84-90 ◽  
Author(s):  
S. S. Loubser
Keyword(s):  
Market Orientation ◽  
South African ◽  
Business Performance ◽  
Core Competencies ◽  
Business Leaders ◽  
Business Culture ◽  
Business Excellence ◽  
Organisational Dynamics ◽  
The Relationship ◽  
Business Philosophy

Organisations are in constant flux and with powerful universal trends such as globalisation, technological discontinuity, deregulation and new competencies within a continuously changing environment, both business leaders and academics are searching for new insights into organisational dynamics. In recent years more and more academics have suggested that a market orientation should be considered as a business philosophy and/or business behaviour that will lead to better business performance. However, not much research has been done on this organisational phenomenon and it is not well understood. Market orientation has been defined in this study as the business culture that is focused on creating mutually rewarding relationships between customers and the organisation based on a foundation where (I) the interests of all stakeholders are actively pursued: (2) competitive advantage is based on the organisation's ability to learn from the market itself, and to mobilise core competencies in response: (3) a set of beliefs exists that puts the customer's interests first: and (4) processes exist that support this belief. This study differs from previous empirical research on market orientation in that it takes a systemic view of market orientation, rather than a cause-effect view. It considered 449 unlisted and 51 listed organisations, and found that a market orientation leads to better financial results. Also, market orientation is a necessary, but maybe not sufficient, condition for business excellence, and further research needs to be done in this regard.

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