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The aim of the following discussion is to present the division of markets into marketplace and marketspace and evaluate the significance of virtual value chains in opening…
The aim of the following discussion is to present the division of markets into marketplace and marketspace and evaluate the significance of virtual value chains in opening up further possibilities in the marketplace and marketspace. Against this background, it will, second, be argued that information becomes a factor of success in its own right in competition in future markets. However, in order to activate information, marketing is forced to adapt to the conditions of information networks in the virtual marketplace (marketspace). Third, it will be discussed that marketing must develop into information‐based marketing. It will particularly be considered what demands are put on the information‐based market in order to achieve real competitive advantages in marketspace from the factor of production information.
This study attempts to segment the Swiss travel market based on holiday activities. It is based on data of the 2001 travel market in Switzerland. Cluster and discriminant…
This study attempts to segment the Swiss travel market based on holiday activities. It is based on data of the 2001 travel market in Switzerland. Cluster and discriminant analysis have been employed in order to segment the data and to explain the differences between the clusters. Hereby, five activity‐clusters could be defined, each representing a set of holiday activities most likely to be exercised. The analysis of the five clusters revealed that two demographic profile variables “occupation” and “size of household” did explain the affiliation to a certain cluster. The same could be found for the following travel profile variables: “destination and duration of the trip”, “total number of participants from a household and “type of trip”. Further research will be necessary to find out if the clusters identified really do fulfil the needed criteria for market segments in order to be used by companies in the travel industry.
Most intercultural frameworks assess intercultural competencies, but global businesses lack instruments to support the feedback loop, that is help project managers answer…
Most intercultural frameworks assess intercultural competencies, but global businesses lack instruments to support the feedback loop, that is help project managers answer the question if an effective global team has been formed. The purpose of this paper is to develop and assess a new indicator for measuring the actual effectiveness of intercultural communication and collaboration at the individual and team level, the Mysore InterCultural Effectiveness (MICE) indicator.
Based on a needs analysis in global businesses, international projects, and review of existing literature, a low-touch self-report indicator was developed. A test run in several international companies with live data obtained from 154 employees helped to validate the indicator using exploratory and confirmatory factor analysis.
The MICE indicator is based on two scales: first, the effectiveness in interacting and collaborating with foreign counterparts by providing an answer to the question “how I think I am with them;” and second, the satisfaction with appropriateness of communication received from foreign interlocutors and the outcome of the collaboration by answering the question “how I think they are with me.”
Empirical results indicate that the two scale/six factor model provides a good fit to the data. Using the MICE Indicator, it is now possible for project managers to effectively address shortcomings of intercultural communication skills in their international teams with the right type of intercultural training.