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Numărul 3/2012 (iulie-septembrie)

1. Feedback-ul de la angajaţi – condiţie a păstrării şi fidelizării acestora / Employee feedback – condition for their retention and loyalty
Rezumat:Marketingul intern presupune orientarea consecventă a tuturor deciziilor companiei în funcţie de nevoile angajaţilor, unul dintre obiectivele secundare ale acestuia fiind atragerea, păstrarea şi fidelizarea angajaţilor buni. Astfel, operaţionalizarea cu succes a instrumentelor de marketing intern presupune valorificarea feedback-ului angajaţilor pentru a cunoaşte percepţia acestora în legătură cu amenajarea şi organizarea la locul de muncă, proiectarea recompenselor băneşti şi ansamblul măsurilor de comunicare internă. Scopul acestei lucrări este de a evidenţia importanţa feedback-ului angajaţilor pentru alegerea celor mai eficiente modalităţi de păstrare şi fidelizare a acestora. Totodată, lucrarea prezintă modul în care cercetările directe de marketing permit obţinerea acestui feedback.

Internal marketing requires a consistent orientation of all decisions according to the employees’ needs, one of its secondary objectives being to attract and to keep the good employees. Therefore, a successful application of the internal marketing tools requires the usage of employee feedback in order to know their perception about the set-up and structure of the work place, the rewards and the internal communications. The aim of this paper is to highlight the importance of employee feedback in choosing the most effective employee retention ways. At the same time, this paper points out how direct marketing research enables the obtaining of this feedback.
Autor(i):Luigi-Nicolae DUMITRESCU, Iuliana CETINĂ, Alma PENTESCU
Publicat în:Revista Română de Marketing 3/2012 [Volume 7, Issue 3] (iulie-septembrie)
Cod citare:2830
2. Measuring the Impact of New Technologies through Electronic-Banking on Profitability of Banks: Evidence form Indian Banking Industry
Rezumat:In recent times, Indian retail banking industry has swiftly introduced innovative banking technologies and electronic-banking services. Almost all banks have invested in expanding and improving the information technology systems and a number of new electronic-banking services have been developed. The current study attempts to measure and compare the effect of the introduction of new technologies through electronic-banking on the service quality, operational efficiency, and profitability of banks, and to assess the impact of changing from the traditional means to the electronic banking on the customers and on the banks as well. Moreover, the study examines the major intention of the banks to provide these services to the customers, and discusses the effect of customers’ literacy on the provision of their services. With the help of internet, the retail banks are offering banking services to their customers through electronic medium; e-banking. The study is qualitative in nature investigating different objectives which determine the performance of banks mainly in terms of profitability. The study is based on the personal in-depth interviews of the bank managers of fourteen banks. The results of the study revealed that electronic-banking has increased the profitability of banks, enabled the banks to meet their costs and earn profits even in the short run. Customers’ illiteracy has not been found as a major hindrance in provision of their goods and services. The main motive of the banks to espouse electronic-banking is to increase their clientele and to retain them. The profitability of banks has improved in transformation from traditional way of banking to electronic-banking medium.
Autor(i):Gautam VIKAS
Publicat în:Revista Română de Marketing 3/2012 [Volume 7, Issue 3] (iulie-septembrie)
Cod citare:2831
3. Orientarea strategică spre piaţă a universităţii moderne – cadrul conceptual al implementării / The market strategic orientation of modern university – the conceptual framework of the implementation
Rezumat:Scopul acestui studiu este determinarea măsurii în care instituţiile europene responsabile şi literatura de specialitate referitoare la orientarea către piaţă din ultimii 10-15 ani oferă practicienilor instrumentele şi cunoştinţele necesare pentru a gestiona procesul de schimbare organizaţională în cadrul universităţii în scopul creşterii gradului de orientare către piaţă şi a implementării acestei filosofii.
Dezvoltă o metodologie cu etapele care ar trebui să fie parcurse de către managementul la vârf al universităţii pentru ca universitatea să devină mai orientată către piaţă.
Articolul se bazează pe premisa că orientarea de piaţă a universităţii contribuie la creşterea performanţei.

The purpose of this study is to determine the extent to which the European responsible institutions and the specialized literature referring to the orientation to the market in the last 10-15 years offer the practitioners the instruments and the necessary knowledge to manage the organizational change process in the universities towards the level of orientation to the market and the implementation of this philosophy.
It develops a methodology that implies several steps that should be covered by the top manager of the university so that the university should become more orientated to the market.
The article is based on the premise that the market orientation of the university contributes to the increasing of performance.
Autor(i):Mihaela DIACONU, Amalia PANDELICĂ
Publicat în:Revista Română de Marketing 3/2012 [Volume 7, Issue 3] (iulie-septembrie)
Cod citare:2832
4. IMM-urile româneşti afectate de concurenţa produselor importate, respectiv măsurile întreprinse în vederea sprijinirii lor pe piaţă / Romanian SMEs affected by the competition of imported products, i.e measures taken for their support on the market
Rezumat:IMM-urile româneşti au fost afectate de importurile masive de produse din diverse ramuri, în sensul că produsele importate erau la un preţ uşor mai mic. Ţinând cont şi de puterea de cumpărare care era scăzută, populaţia se orienta spre produsele ieftine fără a reflecta asupra unui raport calitate preţ. Ca şi oportunitate a IMM-urilor româneşti în aceste condiţii au fost, fondurile structurale care au fost accesate doar de o mică parte a IMM-urilor româneşti şi respectiv exporturile.

Romanian SMEs have been affected by massive imports of products from different branches, meaning that imported products were priced slightly lower. Taking into account the purchasing power that was low, people turned to cheaper products without reflecting on a relation between quality and price. In these conditions, as an opportunity of Romanian SMEs were the structural funds which have been accessed only by a minority of Romanian SMEs, including exports.
Autor(i):Ramona POP (BANDI)
Publicat în:Revista Română de Marketing 3/2012 [Volume 7, Issue 3] (iulie-septembrie)
Cod citare:2833
5. Segmentarea pieţei – proces fundamental în marketingul business to business / Market segmentation – fundamental process in business to business marketing
Rezumat:Pieţele de afaceri sunt alcǎtuite din cumpǎrǎtori cu caracteristici, nevoi, obiective şi cerinţe variate. În esenţǎ, aceste diferenţe vor ghida furnizorii în stabilirea strategiilor de marketing adecvate, pentru a rǎspunde aşteptǎrilor particulare ale segmentelor de clienţi ce alcătuiesc publicul ţintă. Segmentarea pieţelor business este un proces desfăşurat secvenţial. Prima etapǎ, este cunoscutǎ sub numele de macrosegmentare şi implicǎ utilizarea unor variabile de segmentare uşor observabile, cum sunt caracteristicile geografice şi demografice ale prospecţilor. Microsegmentarea este cea de-a doua etapă şi urmăreşte delimitarea unor grupuri omogene de cumpărători organizaţionali în interiorul macrosegmentelor relevante, prin utilizarea unor criterii individuale şi relaţionale.

Business markets consist of buyers which exhibit various characteristics, needs, objectives and requests. In essence, these differences will guide the providers to develop appropriate marketing strategies to meet the particular expectations of the customer segments that form the target audience. Business market segmentation is a process carried out sequentially. The first stage is known as macro segmentation and involves the use of easily observable variables, such as geographic and demographic characteristics of prospects. The micro segmentation is the second stage and aims to delineate homogenous groups of organizational buyers within relevant macro segments, by using individual and relational criteria.
Autor(i):Alina FILIP
Publicat în:Revista Română de Marketing 3/2012 [Volume 7, Issue 3] (iulie-septembrie)
Cod citare:2834

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