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This chapter investigates a corporate branding method that is based on direct customer communication. Consumer goods companies often arrange communication platforms that are designed to attract visitors and advertise their products and corporate philosophy. Such platforms include corporate showrooms, corporate museums, and factory tours. This chapter focuses on automobile companies and their customer communication corporate activities. The chapter compares the current customer communication strategies of leading German and Japanese car manufacturers. Certain car manufacturers maintain customer communication facility arrangements. The chapter finds certain differences concerning facility utilization and the corporate policies of each company. We discuss the results of our study and consider a company’s suitability and potential with respect to branding methods that incorporate tourism.

This research sought to determine the impact of the management of electronic customer relationships through applying 5IS model on the mental image of Umniah Mobile Network Operator Company’s customers in Amman City. To fulfill the goals of the study, the researcher adopted the descriptive, analytic method. He developed an instrument to collect the data through a questionnaire, which was distributed through the simple, random sampling method over 700 customers of Umniah Company, in the City of Amman, out of which 400 analyzable questionnaires were retrieved. The researcher further employed the convenient statistical methods applying SPSS 22 Program for data analysis. The study concluded many results such as there is statistically significant impact at the significance level (α < 0.05) for the administration of consumer relationships through the use of 5IS model on the mental image of the provided services of Umniah Mobile Network Operator Company in Amman city. In this concern, the integration component is the most influential in the mental image with the customers of Umniah Company. Therefore, the study recommended the need Umniah Telecom Company has to search for the best means to positively influence shaping the mental image of its products, especially the means through which it can provide more information about its services.

The chapter pays specific attention to the organizing and reorganizing process of the embedding of new technology. The aim is to increase the understanding of how a focal technology is incrementally aligned into a customer’s different business settings. Embedding becomes subject to intense organizing efforts. It becomes a struggle with activating different features of the focal technology by forging and modifying the resource interfaces between the focal technology and customer resources.

The organizing efforts are about seeking, in an explorative mood, for resource interfaces between the focal technology and the customer resources. This organizing process enables the identification of new adaptation opportunities for technology embedding processes, whereby the focal technology obtains certain feature and values.

A systematically developed knowledge of resource interfaces is a key for activating different features of the focal technology and thereby facilitating its embedding into the customer’s various business settings. This is described in a single case study in the chapter. This case and the analysis show how a supplier and a customer struggle with developing resource interface knowledge to activate the different features of the focal technology, thereby facilitating its embedding process. The first part of the chapter establishes a theoretical framework, followed in the second part by the case study and analysis. The concluding discussion emphasizes the importance of understanding and managing various interfaces as part of the organizing processes.

Purpose: Since the referendum in 2016, European companies have taken pre-Brexit measures to face the uncertainty over the UK’s withdrawal from the EU. The purpose of the chapter is to identify and discuss the strategies of Polish companies in face of Brexit.

Methodology: The chapter presents results of an empirical quantitative analysis. The data have been collected with the use of Computer-Assisted Telephone Interviewing (CATI) method with a pre-defined questionnaire. The research focuses on 500 Polish companies active in the British market and involves a cluster analysis.

Findings: The conducted analysis enabled us to distinguish four main groups of companies: observers, cautious expanders, opportunity seekers, and diversifiers.

Most of the companies decided to adjust their strategies and take an active approach in the time of uncertainty. The majority relied on their existing product/service portfolio and only the diversifiers engaged in both: new market entries and new product/service development. Data from the survey show that companies feared mostly the “no deal” scenario and many of their decisions ahead of Brexit were motivated by it.

Value: The strategies identified in the analysis relate to those we can find in the Ansoff’s matrix. It has been shown that cautious expanders and diversifiers coincide with the exact Ansoff strategies of Diversification and Market development. Two other strategies, on the other hand – observers and opportunity seekers are hybrids of the existing Ansoff ones.

Introduction – The Romanian industry was one of the most important traditional branches and in the context of the integration of the country into the European Union, the Romanian industry has made progress in the development of several types of industrial branches, attracting in this sector investors with foreign capital that have determined economic growth by branch having a major impact on the achievement of gross domestic product. The progress and sustainable development of a country is interdependent on both macroeconomic and microeconomic development, and the development of a branch of the economy leads to the creation of a stable environment for attracting new investors and implicitly to the upward evolution of the economy by branch.

Purpose – This article identifies models of bankruptcy risk analysis that have as variables relevant performance indicators for examining the bankruptcy risk of Romanian industrial companies so that it is verified how predictable and significant it is to avoid their potential bankruptcy.

Methodology – By using performance indicators such as liquidity, profitability and insolvency, the analysis aims to be a benchmark for the Romanian industrial companies’ research in terms of bankruptcy risk, but also the accuracy of the models chosen to diagnose a potential bankruptcy.

Findings – There was highlighted a strong relationship between the economic and financial indicators and the Z score functions.

The economic crisis of 2007–2009 had a major negative impact on financial institutions in general. Health and life insurance industry continues to face growth challenges even six years after the economic crisis. Due to the challenges faced by health and life insurance industry, several companies in this industry have merged and some decided to get out of this business altogether. This study benchmarks 10 life and health insurance companies on the basis of return on equity, investment yield, and loss ratio for the year 2009 and 2014.

The publicly listed company, Sea Breeze Power Corp., had its origin in 1990 through a private company called Powerhouse Developments. This company eventually went public through a reverse takeover (RTO), and the new name for the public company was Powerhouse Energy Inc. Powerhouse Developments became a wholly owned subsidiary of the parent company and was purely devoted to developing run-of-river hydroelectric projects. Paul Manson personally became involved through helping the company with the RTO. The original private company, Powerhouse Developments, had been a partnership between a California Investor out of the Central Valley, named Chase Hoffman, and a local man from British Columbia. They had met each other through the real estate business in Hawaii. During this time, Manson was working with the company as a consultant. However, in 2000, there was a falling out between Hoffman and his partner, so Manson was asked to move from purely being a consultant with the company to taking on the title of Corporate Secretary. He was effectively the General Manager, and along with a hydroelectric engineer (Bill Harmond) who had been hired, took over management of the company. Hoffman remained an investor, and Harmond and Manson formed the new management team.

Digital technologies have changed the way we work and live since their advent; they affect individuals, businesses and society, especially the business world. Digital transformation has become a significant concern for all companies now, and it is hard to find a company that has not embarked on a digital transformation project. The main question of our study is to understand the most significant digital transformation challenges companies are facing and how they can overcome these challenges.

The research contains an analytical study of some recent studies on this topic. Findings indicate that technology is not a huge barrier to companies, but digital skills, digital culture and digital strategy are the biggest. Furthermore, we present several practical solutions to overcome these challenges at the end of this research.