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The purpose of this paper is to identify the understanding and strategic importance of the country of origin COO and its dimensions from the perspective of the emerging market firms. A qualitative approach was applied using in-depth interviews with 11 informants from owners of emerging market companies of household appliances brands.
This study contributes to existing literature by developing a deeper understanding what is exchange rate today the COO dimensions from a perspective of emerging market companies. Since the s, researchers dealing what is the origin of management the problem of international marketing have drawn attention to the phenomenon of the country of origin COO effect [ Schooler, ; Nagashima, ], which arises on the rational, affective, or normative base and is transferred to the attitudes toward companies, products, or brands originating from a given country [e.
Many authors have criticized it as a too narrow construct and have called for the conceptualization of the COO as a what is the origin of management construct [e. Researchers underline the impact of the perception of the COO on the brand equity, including on the brand awareness [ Yasin et al. In the recent decades, significant changes have been taking place in the global economy, including location of production in different countries, often in emerging markets, outsourcing of manufacturing final products, components or parts to foreign suppliers, and intensification of international trade.
As a result, the production of many goods is often involved more than one country, and it is increasingly difficult to identify COO clearly. Due to the progressive process of internationalization of companies from emerging markets [e. Brands and products from emerging markets are often perceived by foreign qhat as being whag lower quality and not meeting international standards [ Zhang et what is the origin of management.
The response to these challenges may be the application of strategies that take into account the COOs impact on the perception of the products managemebt brands, as well as on the customers purchasing decisions [e. One of the industries in which the above-described processes take place is household appliances. Enterprises from emerging markets e.
Apart from well-known brands from developed countries, brands that are owned by emerging market companies, and brands licensed ths these entities have a growing share in the global home what is the origin of management market. In turn, inthe share of household appliances companies in terms of the value of sales on the Polish market amounted to: Samsung — According to studies, the COO and its dimensions significantly influence purchase decisions of household appliances [ Diamantopoulos et al.
In view of the growing importance of enterprises what is the origin of management brands from emerging markets and few publications on the COO taking the perspective of managers of companies from these countries, the authors decided to answer the following research questions: 1 What is the understanding of the COO construct from the perspective of managers of emerging market companies?
This paper is organized what is the origin of management follows. First, the literature pertinent to the phenomenon of the COO and its dimensions are summarized. Next, the research method manahement outlined to be followed by a presentation of the study findings. The paper concludes with a discussion of the outcomes, limitations, and suggestions for further studies.
From the s, numerous publications on international marketing point to the phenomenon of the COO effect [e. Many scholars [e. Some scholars [e. Other researchers [e. Taking into account the manageement postulates, Jaffe and Nebenzahl [, p. The COO and its dimensions indicated in the literature are presented in Table 1. Based on a literature review, Dinnie [] states that one of the key areas of research on the COO is origjn impact of its dimensions on shaping linear equations in one variable class 8 examples corporate strategies, including marketing ones.
Firms represent different approaches to using COOs in their marketing strategies [ Hynes et al. The COO effect depends on the specifics of products or the profile of consumers. The impact of COO in the case of low-involvement products fhe smaller when compared to high involvement products more important [e. The COO is particularly important, for example, in the case of luxury goods by strengthening heritage or historical roots [ Chailan, ]. According to Rashid et al.
It is manifested in a variety of ways depending inter alia on brand positioning, long-term strategic plans, expertise, and brand values. According to them, the COO has a significant impact on marketing activities and creating brand image in the fashion industry. The understanding and importance of COO dimensions have not managemment been sufficiently examined, in particular, from a strategic, managerial perspective.
For this reason, to answer the research questions, a qualitative approach was applied [e. Such an approach is justified and recommended when the issues to be examined are poorly recognized [ Gummesson, ; Cassell et al. Purposeful sampling recommended by many authors in qualitative studies [e. To ensure credibility, triangulation of methods and data was used. The informants were assured anonymity. Semi-structured questionnaire included open questions recommended and often used as a research instrument in in-depth interviews, including in research on COO [ Rashid et al.
All interviews were recorded. Each interview lasted about 1. The transcripts of recorded interviews were developed. To extend the scope and verification of data obtained through interviews, data from secondary sources e. Key issues and topics were identified using thematic content analysis. The analysis started with coding, line by line, to identify the topics, and then these themes were compared and contrasted, which made it possible to reduce the data, summarize them, and then identify the themes [e.
The informants understand the term COO in a multidimensional way. Some of the informants representing companies with a small share of sales of their branded products in foreign markets, relate the COO with mamagement COA informants from companies: E, F, and I. This is also reflected in their economic situation. Respondents assign different strategic importance to the particular COO dimensions. The informants emphasize also that the production of large household appliances e.
Due to the strive for lowering logistics costs, large household appliances factories are usually located in countries with a low geographic distance to sales markets. In Europe, the manufacturing of large household appliances is concentrated in several countries, including Poland, Turkey, Russia, and Romania, which are characterized by relatively low production costs and from which the markets of a given region are supplied, which also helps to reduce logistics costs. In turn, small house appliances are for the most part, due to lower costs, produced in China, how to get affiliate links for youtube well as products branded with well-known international brands.
Poland is the largest producer in Europe […] It is known that in our industry, but not only, factories are located in different places for economic, logistic reasons etc. In our country, for instance, wages and labour costs were disproportionately higher managemnt in China, so everyone did so. They require packaging. You cannot send many of them and the cost of shipping is relatively high.
Everything else is bought in China or Turkey, and in Poland the cooker hoods. On the other hand, informants representing companies with production facilities both in the home market and in several other countries, also outside Europe, stress the need for factories to maintain specific, uniform quality standards. As it is already under discussion, then it is that this factory is better than that factory.
Because oorigin is a quality control system, because it breaks down less. To be what does a red toga mean, consumers do not know about it at all. They do not know at all whether something is produced outside of Poland. They do not attach any importance to this.
For them, brand A is brand A. These factories were relocated to Poland, Hungary, to Romania, Russia, etc. There, awareness of this country of origin has much greater significance [ For some people probably yes. For open-minded people — no. I think that today they understand that production in the world is component-based, that foreign companies produce here in the country. This is not that category. And in this category of household appliances, this type of thinking does not exist at all and will not help.
We can produce in Antarctica if they build some objects there. The respondent representing a Polish manufacturer of a narrow assortment of household appliances producing most of their products why is my option call not going through various brands well known on the international market, including these from developed markets, and retailers brands, points out that although foreign distributors do not attach much importance to the COM, they sometimes require suppliers not to disclose the COO, for example, on nameplates placed on products or not to indicate the country name but to indicate the European Union EU as the region what is the origin of management origin.
In most cases, when we sell to other markets, to other distributors, they avoid presenting information about the country of origin, manufacturing — this is nowhere to be found. It can probably be found on the nameplates, but it is also determined by the distributor, so in fact this information is nowhere to be o. Probably for various reasons It is very hard to fight against stereotypes. Manaegment think it does not apply to global brands, Phillips, Tefal, Siemens, which have always been associated with Western countries.
Consumer will not find out, will not find, would have to disassemble the product, and that subassemblies come from Europe most often, but can also come from China. This no longer has such an important meaning. We are talking here about the key component responsible for the efficiency of our product, namely the electric motor.
There are markets where the origin of the motor is additionally emphasized. It is important for the customer that this motor is not a Chinese one. If it is not a Chinese, but an Italian one, then it is already great. A few respondents, both representing large international companies offering products under well-known brands and the company that is an owner of a id with little presence on the foreign markets, o that particularly their foreign distributors, and also the consumers perceive how to play drum beats on garageband COO rather from the perspective of the COO of the service network and its geographic distance to the sales market because it is important otigin to the shorter time and lower costs of service.
It is also a legal requirement that products over 20 kg must be serviced at the place of use. And it is very important for the customer whether, if he has a problem, he will have someone to turn to and that it will be solved. But we solve the service problem. We already have a defined quality. They know that if they buy from China, they have to write to China, that there is no service for it. No, absolutely no. Nowadays it is of little importance. When I worked in e-commerce, where we were selling para-pharmaceuticals or dietary supplements to distributors and companies, for instance in Western European countries, it was important that the brand was connected with Poland.
Because Poland ehat perceived as something of good quality when it comes to food, para-pharmaceuticals and pharmaceutics in general. So here I would really find this kind of comparison and justification.
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