Market-driven management is a corporate strategy that presupposes direct, continuous benchmarking with competitors, in a context of customer value management. Market-driven management therefore favours an 'outside-in' vision, based on: the identification of products with a higher value than that of the competition to provoke the intersection with demand ('Before and Better than Competitors' ). In global oversupplied markets, a firm's success is conditioned rather by the intensity of the presence and the level of sophistication of intangible corporate assets, in other words, the peculiar managerial capabilities that regard brand equity, information system and corporate culture

Brondoni, S. (2009). Market-Driven Management, Competitive Customer Value and Global Networks. SYMPHONYA, 1, 8-22 [10.4468/2009.1.02brondoni].

Market-Driven Management, Competitive Customer Value and Global Networks

BRONDONI, SILVIO
2009

Abstract

Market-driven management is a corporate strategy that presupposes direct, continuous benchmarking with competitors, in a context of customer value management. Market-driven management therefore favours an 'outside-in' vision, based on: the identification of products with a higher value than that of the competition to provoke the intersection with demand ('Before and Better than Competitors' ). In global oversupplied markets, a firm's success is conditioned rather by the intensity of the presence and the level of sophistication of intangible corporate assets, in other words, the peculiar managerial capabilities that regard brand equity, information system and corporate culture
Articolo in rivista - Articolo scientifico
Market-Driven Management; Global Competition; Global Managerial Economics; Brand Equity; Information System; Corporate Culture
English
2009
1
8
22
none
Brondoni, S. (2009). Market-Driven Management, Competitive Customer Value and Global Networks. SYMPHONYA, 1, 8-22 [10.4468/2009.1.02brondoni].
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10281/14516
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