Digital Content Management
Sadegh Mohammadi; Behrooz Ghasemi; Sohail Sarmadsaeid
Abstract
The current research was conducted with the aim of exploring the direction of the market of exported merchandise based on competitive intelligence in the era of digital economy among sample exporting companies. In order to carry out the research, a qualitative approach was adopted. The method used in ...
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The current research was conducted with the aim of exploring the direction of the market of exported merchandise based on competitive intelligence in the era of digital economy among sample exporting companies. In order to carry out the research, a qualitative approach was adopted. The method used in this research is database theory. Sampling was a purposeful judgment and was followed until theoretical saturation was reached, which included a total of 10 exporting sample companies. The systematic process of the research included open coding, axial coding and selective coding, which was done using the strategies of analysis, questioning, comparison, reminders, schemas and paradigms. A revision was made while coding; The classification was done by confirming the results through reference to the subjects. The findings showed the paradigmatic pattern of export market orientation based on competitive intelligence in the era of digital economy including 6 main categories of causal conditions, context, phenomenon or central category, intervening conditions, strategies and the consequences. Causal conditions have 3 sub-categories of learning abilities promotion of customer-oriented culture, knowledge of export technology and R&D processes and identification of export market needs; background conditions include three sub-categories of competitive thinking, competitive export processes (technical evaluation) and competitive governance; intervening conditions include three sub-categories of market technical structure (new technologies), environmental uncertainty and global markets (export risks); the central phenomenon has three sub-categories of value chain (reward strategy), human resource empowerment and employee training (export intelligence); The strategies include three sub-categories of competitive value creation,
Seyed Rasoul Hoseini; Ammar Moghaddas Shargh; Tooktam Salari; Mohammad Mahdi Banimahd Rankouei
Abstract
Purpose: Dynamic features of the market, increased competition, and globalization are primary requirements of active participation in new markets. These days, only companies which benefit from digital agility and function fast, as well as flexibly, can grow and expand their market. The present study ...
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Purpose: Dynamic features of the market, increased competition, and globalization are primary requirements of active participation in new markets. These days, only companies which benefit from digital agility and function fast, as well as flexibly, can grow and expand their market. The present study aimed to design and illustrate a model of agile digital marketing capabilities in the insurance industry in Iran.Methodology: The present study is aimed at presenting a model of agile digital marketing capabilities in insurance industry by using semi-structured interviews. By nature the study is exploratory and qualitative; concerning research objective it is an applied study; it is, also, a descriptive survey study in terms of data collection. The population includes all senior managers of insurance firms and decision-makers in digital marketing of insurance industry. Accordingly, the sample includes 42 participants with required subject-matter experience and skill and expertise. By means of qualitative research methods in marketing, and the real-world data-based grounded theory (GT) systematic paradigm, the study tried to present a theoretical model.Findings: Based on the interview data and following the grounded theory approach, 246 open codes and 41 themes were identified regarding the agile digital marketing capabilities in the insurance industry. In this research, the main categories are Flexibility, Prediction and accountability-prevention, Quality, Reconfiguration, Functional mutual cooperation, Convenience and reaction speed, Perception, Trust and safety, Integrity of skills and performance, the ability of technical integration, the ability of organizational integration. In addition to the central dimension, five other components (Casual factors, Contextual factors, Intervening factors, Strategies, and Consequences) were identified.Discussion and Conclusion: The final result of the study is a relatively comprehensive and complete paradigm based on the requirements and characteristics of the insurance industry. The present study aims to expand theoretical foundations and the existing literature on digital agile marketing through an applied and appropriate model, whereas previous researches are focused on speed and accuracy, or on organizational structure, culture, manpower, information equipment, technology, and process, or on reaction speed, flexibility, and responsiveness. Also, the importance of channels, social media, digital communication, digital technology in digital marketing, and social networks, as well as the special value of the brand , are common knowledge. Studies, also, allude to team-making and management support, and culture . Also, in some cases, adaptability to changeable conditions, cooperative approach, integrative workplace, innovation speed, concentration on prediction, and monitoring market needs were attested in previous literature
Shadi Abdoli
Abstract
Big Data and Management Science has been designed to synthesize the analytic principles with business practice and Big Data. Specifically, the book provides an interface between the main disciplines of engineering/technology and the organizational, administrative, and planning abilities of management. ...
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Big Data and Management Science has been designed to synthesize the analytic principles with business practice and Big Data. Specifically, the book provides an interface between the main disciplines of engineering/technology and the organizational, administrative, and planning abilities of management. It is complementary to other sub-disciplines such as economics, finance, marketing, decision, and risk analysis.The recent advances in handling large data have led to increasingly more data being available, leading to the advent of Big Data. The volume of Big Data runs into petabytes of information, offering the promise of valuable insight. Visualization is the key to unlocking these insights; however, repeating analytical behaviors reserved for smaller data sets runs the risk of ignoring latent relationships in the data, which is at odds with the motivation for collecting Big Data.This book focuses on the analytic principles of business practice and big data. Specifically, it provides an interface between the main disciplines of engineering/technology and the organizational and administrative aspects of management, serving as a complement to books in other disciplines such as economics, finance, marketing, and risk analysis. The contributors present their areas of expertise, together with essential case studies that illustrate the successful application of engineering management theories in real-life examples.
