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Previous research assumes that technologies 4.0, particularly big data, may be highly relevant for organizations to increase human resources (HR) communication strategies, but the research provides little or no evidence on whether and how these tools are applied in employees and labor market relations. This study intends to offer a first insight on the adoption of data-driven HR/talent management approach, contributing to the ongoing debate on the Industry 4.0. This study aims to investigate the use of 4.0 technologies in HR and talent management functions, focusing also on the adoption of big data analytics for internal and recruitment communication.

The analysis of the literature enables to define the research questions and an exploratory web survey was carried out through a structured questionnaire. The analysis unit of the empirical survey includes the communication and marketing managers of 90 organizations in Italy, examined in the Mediobanca Report on the “Main Italian Companies.”

Findings highlight a lack of the use of 4.0 technologies and big data analytics in employee and labor market relations and reveal some sectoral differences in the adoption of 4.0 technologies. Moreover, the study points out that the development of HR analytics is hampered by short-term perspective, data quality problems and the lack of analytics skills.

Due to the exploratory research design and the circumscribed sample from a single country (Italy), further cross-national evidence is needed. This study provides digital communication managers with useful insights to improve the data-driven HR/talent management approach, which is a strategic asset for ensuring a sustainable competitive advantage and optimizing business performance.

The study offers an overview about the use of big data analytics in internal and recruitment communications. Considering the alignment between Italian and European trends in the use of big data and in the adoption of HR analytics, the study can provide insights also for other European organization.

The purpose of this paper is to address an important but seldom explored field of study: the communication of corporate strategies to external and internal stakeholders. The relevance of the topic can be tracked both in communication studies and in management research, but empirical insights are rare. The paper addresses this research gap by asking: How do listed companies in key industrial markets communicate publicly about their corporate strategy?

A comprehensive content analysis of corporate websites was conducted for a sample of the 20 largest listed companies in the UK, the USA and Germany (n=60). The subsequent benchmark analysis has identified best practices and highlighted them in detail.

The study revealed significant differences between companies and countries in the sample for most of the dimensions. Cross-country comparisons confirm these differences statistically: German companies score significantly higher in the benchmark than British or US companies.

This paper outlines quality criteria for professional strategy communication, helping practitioners to improve their activities and contribute to organizational goals.

The study offers a holistic approach to strategy communication by providing an interdisciplinary theoretical foundation as well as insights into corporate practice, with the aim of laying the ground for further research and discussion in both academia and practice.

This study aims to propose a theoretical framework and provide empirical evidence on the most successful marketing strategies for obtaining behavioural loyalty in small and medium enterprises (SMEs).

The data are based on 475 telephone surveys conducted among Spanish hairdressers. The authors have used ordinary least squares to estimate the empirical model.

Pricing, services and communication (Web page and in-store communication) are the main drivers of customer loyalty. SMEs have to be cautious with the use of social networks to avoid damaging loyalty. In addition, those positioned at high-price segments should pay more attention to communication on the Web, and all companies should find a balance between in-store communication and the sale of products for use at home.

Further research should try to replicate the findings with data from consumers and firms.

Service managers need to understand the optimal strategy to succeed in the market. The key insights of this study could also apply to other sectors, such as health, personal care and wellness services.

Previous research focussed mainly on large companies, while the role of loyalty in the success of SMEs has been poorly studied, with focus only on the antecedents and the measurement of loyalty. This study contributes to the previous research by analysing the effect of the strategy (price, range of services, communication, size and location) in the achievement of loyalty in SMEs.

Este trabajo propone un marco teórico y aporta evidencia empírica sobre las estrategias de marketing más exitosas en la consecución de lealtad comportamental en PYMEs.

Se ha realizado una encuesta telefónica a 475 peluqueros españoles. El modelo utilizado para la estimación es el de mínimos cuadros ordinarios.

Precio, servicios, y comunicación (página web y comunicación en la tienda) son los principales generadores de lealtad. Las PYMEs tienen que ser cautelosas con el uso de las redes sociales para evitar dañar la lealtad. Además, aquellas posicionados en altos precios deben prestar más atención a la comunicación en la web y todas deben encontrar un equilibrio entre la comunicación en el tienda y la venta de productos para su uso en casa.

Investigaciones futuras podrían replicar este estudio usando datos de consumidores y de empresa.

Los gerentes necesitan entender la estrategia óptima para tener éxito en el mercado. Las ideas claves de este trabajo podrían aplicarse a otros servicios personalizados de salud y bienestar.

La investigación previa se centra principalmente en grandes empresas mientras que el papel de la lealtad en el éxito de las pymes ha sido escasamente investigado y se ha centrado en los antecedentes y la medición de la lealtad. Este estudio realiza una contribución al analizar el efecto de la estrategia (precio, surtido de servicios, comunicación, tamaño y localización) en la consecución de la lealtad en las pymes.

Lealtad; pequeñas y medianas empresas; Pymes; peluqueros; estrategia de marketing; salon

Artículo de investigación

The purpose of this paper is to provide empirical evidence regarding the relationship between the level of comprehensiveness of a performance measurement system (PMS) and its respective organizational effectiveness. The extant literature has highlighted that a PMS may successfully contribute to the implementation of the organizational strategy, with the balanced scorecard (BSC) serving as an exemplar of a strategy performance management tool and playing a primary role to this end. However, the reasons for the overall high rate of failure in the implementation of the BSC remain unexplained and, to date, little empirical research exists regarding the design of PMSs such as the BSC and its constituent elements.

Using a survey of 103 Italian managers, the paper advances a model describing a comprehensive BSC design, after identifying the key attributes from the performance management literature. Data were analyzed using cluster analysis and multiple regression analysis.

Results suggest that organizations are implementing the BSC following two different approaches, which vary from a less comprehensive to a more comprehensive design. More importantly, the BSC design explains variation across three organizational effectiveness measures: improvements in translating the organizational strategy into operational goals, understanding cause–effect relationships and enhancing internal communication among employees.

The paper builds on and extends the previous literature on performance management in two ways. First, via a literature review, it introduces a model describing a comprehensive BSC design, which includes 12 attributes. Second, it demonstrates that organizational effectiveness varies positively with the level of comprehensiveness of the BSC design.

The California State University Library successfully improved its library’s hours, including introducing 24-hour access, thanks in part to an assessment process that helped the University Library to develop a partnership with the students. The paper aims to discuss this issue.

In order to understand the need for expanded operational hours, students’ were surveyed on their satisfaction with current library hours, suggestions on how best to meet their actual hour needs, and interest in 24-hour access. Efforts to solicit student input included involving the student government in promoting the survey and reviewing its results, a decision that later had a major impact on the success of the project.

The survey identified days with problematic hours and which hours student suggested changes to that would best fit most students’ needs. In response to the findings, the library immediately implemented incremental changes that fit within current library resources. The survey’s most significant finding was that 94 percent of students wanted 24-hour study in the library.

An unexpected benefit of the library making immediate, incremental changes was that students could see the results of their input and feel a sense of ownership. The findings also led to the library making 24-hour access a top priority. When university funding was not available, the university’s student government approached the library with a unique proposal to include funding for 24-hour library access in their proposed student fee increase. The student body showed its willingness to invest in the library by passing the fee increase. California State University San Marco’s library began 24/5 hours in Fall 2017.

Charts the adoption of an internal TQM programme by Aspen Business Communications plc, a UK employee communications agency. Outlines the initial task of identifying the problems and persuading staff that TQM was the answer to improving a perceived lack of quality in the company′s services. Studies the results of a series of internal surveys on staff attitudes and appreciation of problems within the company that affect customer service. Concludes with an assessment of a pilot TQM project and the first steps in rolling out a larger company‐wide project.

This paper compares consumer motivation for buying “Integrated production” certified and labelled apples through either farm shops or supermarkets. The research methodology builds on means‐end‐chain (MEC) theory, with data collected through personal laddering interviews in Belgium. Hierarchical value maps, which visualise motivational structures of supermarket and farm shop purchase of quality labelled apples, are presented. Apple buyers at both outlet types pursue similar values, with health being paramount, but realise those values through largely different MECs. The findings reveal interactions between market channel characteristics and product attributes. Also, the study shows how outlet choice influences the perception and the motivation structure of the respondents for fresh apples. From the findings, implications pertaining to advertising are set forth through the application of the “Means‐end conceptualisation of the components of advertising strategy” or MECCAS model.

This study aims to examine how young consumers perceive the advertising effectiveness of endorsements by virtual idols and how endorsements by virtual idols differ from endorsements by real human celebrities such as traditional celebrities and online influencers.

An experimental study was conducted with 400 randomly selected young respondents in China in December 2022. A 3 × 2 factorial design was used to test how the type of celebrity endorser and level of product involvement influence the persuasiveness of advertising aimed at young adults. Among 400 respondents, the average age was 21.5 years. A total of 193 male and 207 female respondents participated in the experiment.

Young consumers find virtual idols, online influencers and traditional celebrities attractive. Although virtual idols are the least credible among the three types of celebrity endorsers, young consumers tend to be more convinced by their endorsements of products with low levels of consumer involvement than those with high levels of involvement. Among the three types of celebrity endorsements, young consumers find traditional celebrities the most effective. In addition, young consumers’ attitudes toward celebrity endorsers mediate the impact of celebrity endorsers’ attractiveness and credibility on their attitudes toward the advertisements. The perceived level of product involvement moderates the transfer of meaning from the attitude toward the celebrity endorsers to the attitude toward the advertisement.

First, when choosing celebrity endorsers to advertise products targeting young consumers, marketing communication practitioners should give priority to the endorsers’ perceived credibility, as young consumers have a variety of views about them that can significantly affect their attitudes toward the advertisement. Second, real human celebrity endorsers are more effective than virtual idols in celebrity endorsements. However, virtual idols may be suited for use in advertisements to promote products with low involvement levels, such as soft drinks.

To the best of the authors’ knowledge, this is the first experimental study to attempt to analyze the effectiveness of virtual idols in advertising aimed at young consumers. This is also the first comparative study to introduce virtual idols as celebrity endorsers in product advertising and to compare their effectiveness with that of the two other types of commonly discussed celebrity endorsers, traditional celebrities and online influencers.

Organizational identity provides an increasingly large number of researchers with a theoretical lens for examining current transformations of the university. The primary objective of this chapter is to report an extensive, systematic overview of the literature published on the subject between 1972 and 2014. The analysis of 120 empirical studies reveals a literature which is rich but dispersed, in theoretical, epistemological, and methodological terms. Thriving since the 2000s, it is mainly American but increasingly globalized. After identifying six main research categories according to the distinctions found in the organizational identity literature, we propose a series of avenues for discussion bearing on the status of identity as an indicator of changes at work in the university, their level and depth.

Maruti Suzuki India Limited (MSIL), a joint venture between Maruti Udyog Limited, India and Suzuki Motors, Japan, is considering repositioning its WagonR brand amidst issues of overall decline in sales in the automobile industry. With a market share of more than 53%, MSIL is the market leader in passenger vehicle segment in India, yet it is facing difficulties in driving up sales. The company’s portfolio comprises entry-hatch, mid-hatch, premium-hatch, sedan, SUV/MUV, crossover and van. The case dilemma involves the decision that MSIL’s management should take for the repositioning of WagonR, a compact hatchback, at a time when the automobile industry is showing no signs of recovery. Is it opportune to reposition WagonR, given the current situation of the passenger car market in India? If yes, what can MSIL learn from its past positioning efforts and how can it use insights about consumers’ current perceptions of WagonR’s brand image to arrive at a repositioning decision?

Using the case will help address the following objectives: to expose students to the challenges of repositioning an established brand; appreciate the need for and importance of repositioning established brands; evaluate existing positioning and market conditions for making a sound decision; and develop analytical skills that will prepare them to make decisions in real business scenarios.

The study is suitable for Masters level students in courses on Marketing Management, but it can also work well in elective courses such as brand management.

Teaching notes are available for educators only.

CSS 8: Marketing.