Sharan Jagpal
- Published in print:
- 2008
- Published Online:
- September 2008
- ISBN:
- 9780195371055
- eISBN:
- 9780199870745
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195371055.003.0023
- Subject:
- Business and Management, Marketing
This chapter shows how multinational firms can use marketing-finance fusion to choose international strategies. It discusses the pros and cons of international diversification to privately and ...
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This chapter shows how multinational firms can use marketing-finance fusion to choose international strategies. It discusses the pros and cons of international diversification to privately and publicly held firms, whether or not the firm should choose country-specific product designs, how the firm should measure and reward the performances of its country managers, what type of organizational structure the firm should use, how the firm should choose an outsourcing strategy, and what performance metrics the firm should use to measure and reward managerial performance in its outsourcing centers.Less
This chapter shows how multinational firms can use marketing-finance fusion to choose international strategies. It discusses the pros and cons of international diversification to privately and publicly held firms, whether or not the firm should choose country-specific product designs, how the firm should measure and reward the performances of its country managers, what type of organizational structure the firm should use, how the firm should choose an outsourcing strategy, and what performance metrics the firm should use to measure and reward managerial performance in its outsourcing centers.
Chekitan S. Dev
- Published in print:
- 2012
- Published Online:
- August 2016
- ISBN:
- 9780801452031
- eISBN:
- 9780801465703
- Item type:
- chapter
- Publisher:
- Cornell University Press
- DOI:
- 10.7591/cornell/9780801452031.003.0003
- Subject:
- Business and Management, Marketing
This chapter focuses on the use of flash sale and daily deal sites in the hospitality industry. It reports on a study based on a survey of relevant practices in the global hotel industry that ...
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This chapter focuses on the use of flash sale and daily deal sites in the hospitality industry. It reports on a study based on a survey of relevant practices in the global hotel industry that examines flash sales strategies and approaches. The study divided flash sales into daily deal sites, such as Groupon and LivingSocial, and private sales sites, led by Gilt Groupe, Rue La La, HauteLook, and Ideeli. Flash sales typically offer customers promotions of short duration that provide dramatic savings—usually contingent on achieving a threshold of customers accepting the proposed deal. In contrast, private sales sites require customers to sign up for or “enroll” in a program, usually with no fee or payment required, and receive regular e-mail notices about time-limited discount offers and promotions. The study found that hotel brands that used flash sales did well. To maximize the benefits of flash or private sales, brands should balance repurchase potential against margin potential. Evaluating a property on these two dimensions better frames the value proposition offered by such deals. Brands that are unable to convert customers from flash sales deals into returning guests must manage deal margins carefully and pursue cross-selling and up-selling opportunities to on-property guests.Less
This chapter focuses on the use of flash sale and daily deal sites in the hospitality industry. It reports on a study based on a survey of relevant practices in the global hotel industry that examines flash sales strategies and approaches. The study divided flash sales into daily deal sites, such as Groupon and LivingSocial, and private sales sites, led by Gilt Groupe, Rue La La, HauteLook, and Ideeli. Flash sales typically offer customers promotions of short duration that provide dramatic savings—usually contingent on achieving a threshold of customers accepting the proposed deal. In contrast, private sales sites require customers to sign up for or “enroll” in a program, usually with no fee or payment required, and receive regular e-mail notices about time-limited discount offers and promotions. The study found that hotel brands that used flash sales did well. To maximize the benefits of flash or private sales, brands should balance repurchase potential against margin potential. Evaluating a property on these two dimensions better frames the value proposition offered by such deals. Brands that are unable to convert customers from flash sales deals into returning guests must manage deal margins carefully and pursue cross-selling and up-selling opportunities to on-property guests.
