The on-going changes--as both opportunities and threats--push companies to look for competitive advantages and differentiation from competitors by making the best use of certain strategic levers; they are mainly repre...The on-going changes--as both opportunities and threats--push companies to look for competitive advantages and differentiation from competitors by making the best use of certain strategic levers; they are mainly represented by intangible resources （as harder to imitate） such as trade marks, brands, intellectual properties, ethics, and social values. Values in particular become more relevant if taking into consideration the company as a set of ＂human beings＂; companies must be more integrated with its reference society and need to communicate with both external and internal audience covering different expectations, needs and cultures. In this sense, the traditional communication may be now defined as ＂integrated communication＂. Accordingly, ethical principles and corporate social responsibility values are fundamental drivers of this integrated communication policies and are more and more reflected into the company＇s mission. The aim of the present paper is to analyze--at both a quality and an empirical level--the effectiveness of ethics and corporate social responsibility values as drivers for integrated communication. A sample of Italian listed food and beverage companies has been considered to establish if and how ethical principles and sharing corporate values have been built and implemented during the last years; the expected results are to demonstrate the link between literature and empirical evidence concerning effectiveness of integrated communication and its impact on company＇s financial results and--in particular--on value creation for shareholders. Eventually, the study results show that there might be huge benefits in using an integrated communication; talking to people in a coherent way and sharing values constantly make firms achieve best results.展开更多
The characteristic of enterprise competitiveness is different between different life cycle stages. In this paper we surveyed the enterprise competitiveness＇s differences in various stages of the life cycle and the ev...The characteristic of enterprise competitiveness is different between different life cycle stages. In this paper we surveyed the enterprise competitiveness＇s differences in various stages of the life cycle and the evolution model of three aspects of enterprise com- petitiveness as resource, capability and dynamic capability by questionnaire survey. The result shows that there are significant differences between different life cycle stages of en- terprise competitiveness in China. The enterprise competitiveness is stronger and stronger during the periods from the enterprise＇s birth to maturity, while in the enterprise＇s recession period the competitiveness becomes much weaker. The competitiveness＇s constitutive features in each stage are as follows： in the enterprise＇s born stage the enterprise is lack of resources and its competition mainly relies on the ability; in the enterprise＇s growth stage the enterprise＇s resources become richer and are as important as enterprise＇s ability in the constitution of enterprise competitiveness; in the maturity stage the enterprise＇s people, money and material resources all become very rich but the role of capability in enterprise competitiveness begins to decrease; in the enterprise＇s recession stage the en- terprise resources begin to exhaust, and the enterprise＇s competitiveness returns to rely on capability, and in this period the enterprise＇s learning ability, innovation ability and dynamic mechanisms perform worst, which will affect the enterprise＇s revival and lead to the ultimate death of enterprise. These conclusions have great value for reference to the enterprise＇s competitive strategy making for different life cycle stages.展开更多
文摘The on-going changes--as both opportunities and threats--push companies to look for competitive advantages and differentiation from competitors by making the best use of certain strategic levers; they are mainly represented by intangible resources （as harder to imitate） such as trade marks, brands, intellectual properties, ethics, and social values. Values in particular become more relevant if taking into consideration the company as a set of ＂human beings＂; companies must be more integrated with its reference society and need to communicate with both external and internal audience covering different expectations, needs and cultures. In this sense, the traditional communication may be now defined as ＂integrated communication＂. Accordingly, ethical principles and corporate social responsibility values are fundamental drivers of this integrated communication policies and are more and more reflected into the company＇s mission. The aim of the present paper is to analyze--at both a quality and an empirical level--the effectiveness of ethics and corporate social responsibility values as drivers for integrated communication. A sample of Italian listed food and beverage companies has been considered to establish if and how ethical principles and sharing corporate values have been built and implemented during the last years; the expected results are to demonstrate the link between literature and empirical evidence concerning effectiveness of integrated communication and its impact on company＇s financial results and--in particular--on value creation for shareholders. Eventually, the study results show that there might be huge benefits in using an integrated communication; talking to people in a coherent way and sharing values constantly make firms achieve best results.
文摘The characteristic of enterprise competitiveness is different between different life cycle stages. In this paper we surveyed the enterprise competitiveness＇s differences in various stages of the life cycle and the evolution model of three aspects of enterprise com- petitiveness as resource, capability and dynamic capability by questionnaire survey. The result shows that there are significant differences between different life cycle stages of en- terprise competitiveness in China. The enterprise competitiveness is stronger and stronger during the periods from the enterprise＇s birth to maturity, while in the enterprise＇s recession period the competitiveness becomes much weaker. The competitiveness＇s constitutive features in each stage are as follows： in the enterprise＇s born stage the enterprise is lack of resources and its competition mainly relies on the ability; in the enterprise＇s growth stage the enterprise＇s resources become richer and are as important as enterprise＇s ability in the constitution of enterprise competitiveness; in the maturity stage the enterprise＇s people, money and material resources all become very rich but the role of capability in enterprise competitiveness begins to decrease; in the enterprise＇s recession stage the en- terprise resources begin to exhaust, and the enterprise＇s competitiveness returns to rely on capability, and in this period the enterprise＇s learning ability, innovation ability and dynamic mechanisms perform worst, which will affect the enterprise＇s revival and lead to the ultimate death of enterprise. These conclusions have great value for reference to the enterprise＇s competitive strategy making for different life cycle stages.
