Competitive intelligence practices of European firms
This article presents the results of a survey of competitive intelligence (CI) practices in European firms. In comparing the results to a similar 2006 global study and a 2006 European CI study, it appears that the breadth of applications for CI has grown well beyond competitors to include customer related intelligence, technology, market, etc. Innovation is driving much intelligence activity, in particular research and development (R&D) and new product development decisions. CI is more formalised now in European firms than it was in 2006. The study also found similarities between corporate foresight and CI in terms of objectives (development and maintenance of competitive advantage, help with decision making) and analytical techniques with scenarios being among the more frequently used analytical techniques along with STEEP and other environmental analysis in both corporate foresight studies and the CI study.
Hi-tech innovative alliances tend to have more key sustainable competitive advantages in comparison with those out of alliance, especially because alliances allow the companies to switch through the partners the financial burdens and intellectual investments in innovations. BRIC make an important input into Gross World Production and its hi-tech industries grow faster than others over developing countries. However companies of these industries still lack internal resources of innovative and technological facilities, e.g. Russian companies, because of that alliances (usually, international anв transnational) acquire more and more popularity. Alliances give the access towards resources and competences of the direct and indirect partners. The paper describes the empirical evidence of alliances efficiency factors and its influence on the high-tech companies of India and China. This evidence can be replicable to some extent and useful to the development of Russian companies. According to the testing results it is possible to assume, that efficiency of alliances has the significant impact on the corporate value in the mid-term. The crisis has significant impact on the observable dependencies.
In contrast to the internationally wide-spread stereotype of Russia as a revisionist power in the High North, this book argues that Moscow tries to pursue a double-sided strategy in the region. On the one hand, Russia aims at defending her legitimate economic interests in the region. On the other hand, Moscow is open to co-operation with foreign partners that are willing to partake in exploiting the Arctic natural resources. The general conclusion is that in the foreseeable future Moscow’s strategy in the region will be predictable and pragmatic rather than aggressive or spontaneous. The authors argue that in order to consolidate the soft power pattern of Russia’s behavior a proper international environment in the Arctic should be created by common efforts. Other regional players should demonstrate their responsibility and willingness to solve existing and potential problems on the basis of international law.
The purpose of the paper is to acquire a better understanding of the impact that inter-firm relationships exert on the survivability of Russian firms in the uncertain conditions of crisis and on the firm’s ability to innovate. Based on survey data gained from Russian CEOs in 2010, the paper discusses developments in the Russian market caused by the global crisis. The research contributes to clarifying the role of inter-firm collaboration in the strategy of Russian companies.
Large-scale financial crisis, which led to a partial or absolute suspension of the core enterprises in 2008-2009 . Violated the livelihoods of many towns, of which 24% is concentrated in the urban population of the country. Taking into account the importance of this problem , it should be noted that the toolkit , as well as strategic and tactical methods of its solutions do not have sufficient economic justification. In solving the problems of one-company towns are closely related aspects such as social policy , the prospects for the development of small towns , the social responsibility of business , diversification of the economy and innovation. In the single-industry cities, which make up 14% of total urban population of some 35 million people . According to the Institute of Regional Development of about 500 single-industry towns need support , and there are cities that are not formally come under the status of " one-industry town ," but are in the same risk. More and more researchers devote their work problems of company towns not solely from an economic point of view, but with the social and environmental ¬ Hoc . The need to address the problem of single-industry towns in Russia is due to the following reasons : • a significant proportion of company towns are not in a state of crisis ( do not fit the definition ) ; • single-industry towns that are in a state of crisis there is an increase the number of social problems; • improving the quality of life in mono depends on the optimization of the distribution of the productive forces of Russia , the socio -economic development of its members. Industry specific specialization of cities had and continues to have a significant impact on the development of the world economy . Analyzing the experience of other countries, it can be seen that provided a consistent and comprehensive program of action to modernize the company towns may in a few years to make a breakthrough .
This work contains preliminary data analysis of quantitative survey "Man, family, society" made by Institute of Social Prognosis in 2013 on nationwide sample in 9557 people. The survey provides valuable information about the partnership and reproductive biographies, territorial mobility, education and employment strategy, financial situation and retirement behavior of the population.The focus of our analysis focuses on the demographic and socio-economic behavior of the population, through the prism of the individual and the way of life of the household.
The Asia-Pacific region is of growing importance for both the United States and Russia, each of which seeks to “pivot” or “rebalance” its global commitments toward Asia. Yet the focus of U.S.-Russia relations remains on Europe and the former Soviet Union, and neither country has paid sufficient attention to the implications of their respective Asian pivots for the bilateral relationship. Since U.S.-Russia relations in Asia and the Pacific remain underdeveloped, the region holds the potential to act as a sort of laboratory for trying out new mechanisms for bilateral and multilateral cooperation.
Both countries are turning to Asia primarily to benefit from Asia’s economic dynamism. At the same time, they recognize that Asia’s growth is imperiled by a range of traditional and nontraditional security threats, from the nuclear-tipped standoff on the Korean Peninsula to territorial disputes in the East China Sea and South China Sea to terrorism, climate change, migration, and other transnational challenges. Among the most important drivers of change in Asia is the continued rise of China, which is in different ways a critical partner for both Washington and Moscow.
Because Asia’s economic and security landscape remains in flux and the legacies of mistrust hanging over U.S.-Russia relations in Europe are less pronounced, Moscow and Washington have an opportunity to build more effective forms of cooperation from the ground up. This will require efforts from both sides. The United States must reconcile cooperation with Russia with its existing commitments, including long-standing alliance relationships and growing security cooperation with several states in the region. Russia’s challenge lies mainly in convincing states and regional institutions that it is an important player in the region—which in turn requires it to more fully integrate Siberia and the Russian Far East into Asia’s regional economy—and more than a regional satellite of China.
The article deals with the relationship of business and government through the various aspects of the conflict interaction. The author analyses border state of relationship between business and power, factors and possible solutions of conflict situations. The author makes an assumption that development of social relations in general can lead to transformation of inefficient system of relationships between business and power.
It is shown in the article, that adjustment of actions on implementing logistic functions or logistic business processes inside the company is the base for intrafunctional logistic coordination in the company, allowing to increase efficiency and fecundity of company`s operation as a whole. Logistic coordination is essential part of all functions of managerial activity: planning, motivation and control, as well as connecting them processes of communication and decision-making.
Providing efficient promotion of material flows in network of distribution requires interorganizational logistic coordination, touching adjusting in the work of all participants of integrated logistic system (or supply chain). The most efficient methods of attaining intrafunctional coordination in distributing network of trade company are viewed.
Special attention in the article is devoted to organization of effective interaction between logistics and marketing.