Relevant bibliographies by topics / Market-Driven Management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Market-Driven Management'

Author: Grafiati
Published: 9 March 2023
Last updated: 10 March 2023

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Journal articles on the topic "Market-Driven Management"

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Samli, A. Coskun, B. Charles Ames, and James D. Hlavacek. "Market Driven Management." Journal of Marketing 54, no. 2 (April 1990): 116. http://dx.doi.org/10.2307/1251877.

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TANNO, Yujiro, Sho NAKAMURA, Maiko INAGAKI, and Shuhei SATAKE. "Market-driven Congestion Management System." Journal of The Institute of Electrical Engineers of Japan 142, no. 5 (May 1, 2022): 296–99. http://dx.doi.org/10.1541/ieejjournal.142.296.

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Pastore, Alberto. "Market Driven Management nell'economia digitale." MERCATI & COMPETITIVITÀ, no. 1 (March 2009): 5–11. http://dx.doi.org/10.3280/mc2009-001001.

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Samli, A. Coskun. "Book Review: Market Driven Management." Journal of Marketing 54, no. 2 (April 1990): 116–17. http://dx.doi.org/10.1177/002224299005400212.

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Kumar, Nirmalya, Lisa Scheer, and Philip Kotler. "From market driven to market driving." European Management Journal 18, no. 2 (April 2000): 129–42. http://dx.doi.org/10.1016/s0263-2373(99)00084-5.

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Filieri, Raffaele. "From market-driving to market-driven." Marketing Intelligence & Planning 33, no. 3 (May 5, 2015): 238–57. http://dx.doi.org/10.1108/mip-02-2014-0037.

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Purpose – The purpose of this paper is to extend the literature on market-driven and market-driving management and analyzes the Benetton’s market orientation change from a market-driving to a market-driven orientation. Additionally, this study uses longitudinal data to measure the degree of success of the market-driven orientation. Design/methodology/approach – The study is based on a qualitative case study method and it discusses how Benetton has moved from a market-driving to a market-driven orientation. Findings – The paper analyzes the principal transformations the Benetton Group has gone through to implement a market-driven orientation, including the delocalization of the manufacturing and of trusted suppliers; the downstream integration process; the adoption of a flexible, efficient and responsive logistics; the implementation of a modern information systems infrastructure. Revenues data show that the company has benefited of the new orientation, but only in the short-run. Moreover, the early adoption of the market-driven orientation by competing firms (e.g. Zara) and the economic environment seem to play an influence on the performance of market-driven companies. Research limitations/implications – The single case study approach may limit the generalizability of the findings. However, this case study is unique and of high importance for managers in different industries. Originality/value – Although some studies have discussed the benefits of market-driven and market-driving orientations, no study has analysed how companies move from a market-driving to a market-driven orientation. Additionally, existing studies have proved market orientation’s influence on business performance using static measures. This study uses longitudinal data to show the effect of market-driven orientation on a company’s long-term competitive advantage.
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Shleifer, Andrei, and Robert W. Vishny. "Stock market driven acquisitions." Journal of Financial Economics 70, no. 3 (December 2003): 295–311. http://dx.doi.org/10.1016/s0304-405x(03)00211-3.

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Bruno, Robert J. "The Evolution to Market‐Driven Quality." Journal of Business Strategy 13, no. 5 (May 1992): 15–20. http://dx.doi.org/10.1108/eb039512.

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Brondoni, Silvio M., and Simona Franzoni. "Ouverture de ‘Market-Driven Management in Global Tourism’." Symphonya. Emerging Issues in Management, no. 2 (2016): 1. http://dx.doi.org/10.4468/2016.2.01ouverture.

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DOLNICAR, SARA. "TRACKING DATA-DRIVEN MARKET SEGMENTS." Tourism Analysis 8, no. 2 (January 1, 2003): 227–32. http://dx.doi.org/10.3727/108354203774076788.

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Dissertations / Theses on the topic "Market-Driven Management"

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Tuominen, Matti. "Market-driven capabilities and operational performance : theoretical foundations and managerial practices /." Helsinki : Helsinki School of Economics, 2002. http://aleph.unisg.ch/hsgscan/hm00061148.pdf.

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KASSEM, ALEXANDER, and HAKIM LIAM JAFAR. "Assessing critical success factors (CSFs) for a supplier in a relationship-driven B2B-market." Thesis, KTH, Industriell Management, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-199221.

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It is necessary for firms to consider and understand sales and buying processes to improve relationship initiation and accommodate the buyers and end-customers. Relationships within the supply chain enable firms to access beneficial abilities to overcome challenges and complexities of new products, shrinking time to market, capital intensities and thus meeting competitive challenges. Developing strategic partnerships with key supply chain actors is an emerging trend in supply chain management. Firms are seen as complex nodes in interdependent supply chain networks where competitive advantages are met by collaboration and co-creation in the business environment. The aim of this study is to investigate the problem areas and assess the critical success factors for a supplier within a relation driven B2B three-tier supply chain network by adopting an abductive, theory-building methodology using qualitative case studies, using the case company as a focal firm. Two different three-tier supply chains are investigated within the focal company with an endcustomer, a buyer and a supplier in each supply chain structure. The study offered us four dominant themes common to all findings. These are structural power within the supply chain network, relationship stability with the end-customer, market knowledge and structural network position. In our discussion, we looked for common denominators to frame our propositions. We organized the propositions in each of the four key themes that emerged from the findings. We then incorporated literature at this stage to compare and contrast our findings, essentially using the literature study as an additional source of validation. The main theoretical contributions of this research involve targeting a new area of  importance in the crossroads of supply chain management, customer relationship management and knowledge management, and identifying four critical success factors in a market entry on a relationship-driven industrial B2B market.
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Trujillo, Jason M. "Determining the value of volume and process flexibility in market driven manufacturing operations." Thesis, Massachusetts Institute of Technology, 2007. http://hdl.handle.net/1721.1/39696.

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Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Manufacturing Program at MIT, 2007.
Includes bibliographical references (p. 65-67).
Manufacturing flexibility is wide field of research that lacks a clear and concise definition. It has been described by some to be a source of competitive advantage. Others have described manufacturing flexibility as analogous to quality as a critical measure of manufacturing capability. This thesis considers the role of manufacturing flexibility as it applies to a manufacture of luxury products. A specific definition of flexibility is applied to this firm based on its particular industrial evolutionary stage and operational objectives. Probabilistic modeling, linear optimization and iterative simulation is used to show that volume and product mix flexibility can substantially improve the ability to respond to customer demands while improving capacity utilization. Network flow modeling illustrates that significant benefits can be achieved with limited flexibility. The full benefits of this flexibility are detailed and the organizational barriers to change are explored.
by Jason M. Trujillo.
S.M.
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Kader, Salim Abdul. "Developing an effective people management strategy to support and enable a manufacturing-based organisation in its transformation into a demand-driven market leader." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53357.

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Thesis (MBA)--Stellenbosch University, 2003.
ENGLISH ABSTRACT: The aim of this study is to develop an effective people management strategy that will enable manufacturing-based organisations to transform into demand-driven leaders. An effective people management strategy enables transforming organisations to position intellectual capital at the heart of organisational strategy in order to create a competitive advantage and long-term sustain ability. This study provides a step-by-step design blueprint for developing a generic people management strategy, while illustrating the contextual application thereof within the transformational journey of an organisation called Tiger Food Brands. This step-by-step approach involves an examination of the case for change within organisations in order to develop a people strategy that drives the desired future state of the organisation around key people factors. A well-designed people strategy then creates the strategic framework for repositioning the role of the Human Resources (HR) function, as well as for developing a comprehensive HR workplan that maps the appropriate HR outputs, drivers, measures and structures required to deliver the people strategy. The design of the people management strategy culminates in the development of HR interventions to support the strategic HR workplan of Tiger Food Brands. The design of an effective people management strategy is a holistic, integrated and sequential process that establishes the strategic role of people in an organisation while enabling the HR function to deliver as a strategic business partner.
AFRIKAANSE OPSOMMING: Die studie projek poog om 'n effektiewe menslike hulpbronne strategie te ontwikkel wat vervaardigings gebasseerde organisasies in staat stelom hulself te herposisioneer as mark gedrewe leiers. Die daarstel van 'n effektiewe menslike hulpbronne strategie posisioneer intelektuele kapitaal midde die organisasie strategie en skep sodoende 'n kompeterende voordeel wat langtermyn volhoubaarheid bevorder. Die studie projek verskaf 'n metodologie vir die ontwikkelling van 'n generiese menslike hulpbronne strategie. Die praktiese toepassing daarvan word geillustreer binne die grootskaalse veranderingsproses wat plaasvind in Tiger Food Brands. Die metodologie ondersoek die rede vir verandering binne organisasies en poog om die kritiese menslike hulpbron faktore te identifiseer wat die organisasie in staat sal te stelom sy toekomstige veranderde staat te bereik. Die menslike hulpbronne strategie skep die strategiese raamwerk om die rol van die menslike hulpbron funksie te herposisioneer. Dit stel die menslike hulpbronne funksie in staat om 'n omvattende werkplan op te stel wat die relevante prestasie uitsette, metings en strukture identifiseer wat benodig word om die gekose strategie uit te voer. Verder word die relevante intervensies geidentifiseer en ontwikkel om die Tiger Food Brands strategiese menslike hulbronne werkplan tot uitvoer te bring. Die ontwikkeling van 'n effektiewe menslike hulpbronne strategie is 'n holistiese en geintegeerde proses wat die strategiese rol van menslike kapitaal in die organisasie beklemtoon. Dit stel die menslike hulpbronne funksie in staat om sy rol as strategiese besigheidsvernoot te vervul.
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BASTIA, ELENA. "Il marketing management nelle imprese di performing arts." Doctoral thesis, Università degli Studi di Milano-Bicocca, 2013. http://hdl.handle.net/10281/43853.

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La tesi analizza le applicazioni degli strumenti del marketing nelle imprese di spettacolo dal vivo. Punto di partenza è un’analisi del settore culturale e del settore delle performing arts nello specifico, in riferimento alle caratteristiche peculiari e all’applicabilità del marketing, con i relativi vantaggi. Ad una trattazione approfondita del prodotto spettacolo e della domanda di spettacolo, segue una descrizione delle imprese di spettacolo dal vivo e del loro funzionamento, per poi descrivere il marketing strategico e operativo sviluppato all’interno di queste tipologie di imprese. Viene inoltre dedicata attenzione all’introduzione del Market-Driven Management nelle imprese di spettacolo dal vivo, ancora in fase iniziale ma meritevole di attenzione.
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MARTINO, ANTONELLA. "Responsabilità sociale d'impresa e stakeholder view." Doctoral thesis, Università degli Studi di Milano-Bicocca, 2010. http://hdl.handle.net/10281/7789.

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The work analyzes the evolution of Corporate Social Responsibility (CSR) concept and the importance of CSR for companies operating in ipercompetitive contexts. Carroll defines that companies must respect four responsibilities (economic, legal, ethic and philanthropic) and therefore they must respect people who are affected by their choices (Stakeholder view). Companies implementing CSR actions believe that organizations are successful when they satisfy requests of different stakeholders; organizations to achieve success and improve their competitive advantage by using corporate resources and capabilities (Resource-Based view). The originality of the proposed work lies in considering CSR as a dynamic capability. Resources and capabilities must be adapted to changes of the environment. Finally, companies must reconfigure their resources and capabilities to face the context in which they operate, so as satisfy stakeholder expectations before and better than competitors (Market-Driven Management) through innovative actions needed to increase their competitive advantage.
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MAZZA, MARIO. "Global markets and supply customization in urban trasportation system." Doctoral thesis, Università degli Studi di Milano-Bicocca, 2013. http://hdl.handle.net/10281/40116.

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The increasing world’s population, mainly concentrated in urban areas, is leading to an increasing demand for transport services, which is an inescapable consequence of global trends. Indeed, evolving demographic, social and economic trends create dynamic demand for mobility by individuals, companies and governments. Developing and emerging countries manifest several needs mainly related to commuting mobility from home to work, infrastructures, production plants and machinery, housing, economies of scale and modern technologies. In these countries, passenger demand is growing due to increased separation between accommodation and work and, as a consequence, traffic in urban and metropolitan areas, as in surrounding regions, is progressively congested. On the contrary, networks and interactions between people for the creation of new knowledge characterize developed countries and the needs are referable to mobility during the working time, for shopping and for social purposes. More in general, cities, big and small, are faced by several challenges in health, mobility, social development, security, water and energy resource management, but nowadays their survival and sustainability depend more and more on a reliable and worthwhile transportation system. Indeed, especially in fast growing context, the issue of mobility and transport is the key challenge facing cities now and in future. In this context, cities represent the engine of the urban transportation systems industry and the present dissertation focuses on the response of global suppliers of rail-based solutions to increasing need of mobility. In global markets, where the time is considered a decisive factor (time-based competition) and the competitive space become broaden and dynamic (market-space management), the urban transportation systems suppliers could compete and survive only adopting a Market-Driven approach. The customization and the adaptation of the transportation systems to the requirements of several clients represent a primary challenge for global market’s suppliers, which need to organize their operations on flexibility and on non-competitive structures, such as networks, taking into account sub-suppliers, clients and even competitors. In borderless competitive arena besides Europe and United States, new markets are increasingly drawing the attention of global suppliers and in this dissertation through a field research has been examined the situation of the Saudi Arabia.
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MORELLATO, MASSIMO. "Reputational capital and olympic events: a case study of whistler live!" Doctoral thesis, Università degli Studi di Milano-Bicocca, 2012. http://hdl.handle.net/10281/29578.

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Mega events such as the Vancouver 2010 Winter Olympic and Paralympic Games present unique opportunities to increase the economic and social capital required by destinations to be competitive on the global tourism stage. Engaging Games and community stakeholders in the networks needed to organize and deliver such events is central to creating sustained and positive legacies. Network building and maintenance can occur at a variety of levels and scales. Effective and sustained networks depend on and are shaped by the social and reputational capital created through the process of managing various dimensions of the event. One of the more recent Games’ dimensions used as a vehicle for creating social capital is the Cultural Olympiad. This dissertation creates and tests the utility of a conceptual model in identifying how event organizers strategically select stakeholders and nurture network relations to build the reputational capital needed for sustained competitiveness. It builds this model based on premises and principles emerging from literature related to corporate social responsibility, social capital development, reputational capital creation, Olympic mega-event legacies, tourism destination branding and community based sustainability planning. The study tests the model’s usefulness through a case study of the stakeholders, networks, and outcomes created in the development and delivery of Whistler’s portion of the 2010 Winter Games Cultural Olympiad – ‘Whistler Live!’. It explores the ways in which Whistler engaged its stakeholders and partners so as not only to meet its immediate Olympic goals, but also to contribute the longer term reputation and sustainability of the resort community.
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Schulz, Jörn. "Insights, Ideen und Innovationen: Ethnografische Nutzerforschung als Methode der Innovationsentwicklung." Doctoral thesis, Humboldt-Universität zu Berlin, 2017. http://dx.doi.org/10.18452/18466.

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Ein Blick in die Innovationsabteilungen international agierender Konzerne wie z.B. Intel, Google, Nokia, IBM oder die Deutsche Telekom verrät: große Unternehmen setzen auf ethnografische Forschung bei der Innovationsentwicklung. Unter Fachbezeichnungen wie Business Anthropology, Corporate Ethnography, Commercial Ethnography und anderen ist dabei ein Wissenschaftszweig der Ethnologie und Kulturanthropologie entstanden, der sich mit dem Einsatz von Ethnografie im privatwirtschaftlichen Bereich auseinandersetzt. In diesem Diskurs über Ethnografie im Dienste der Privatwirtschaft ist diese Dissertation zu verorten. Dabei geht es um Ethnografie, die eingesetzt wird, um latente Bedürfnisse und Wünsche sowie Alltagsprobleme von Nutzern zu identifizieren und daraus Ideen für innovative Produkte und Services entwickeln zu können, die in die Lebenswirklichkeiten der Nutzer passen. Anhand der Fallstudienbeschreibung einer ethnografischen Nutzerforschung für das Projekt FLEX 2.0 beim Team User Driven Innovation (UDI) in den Telekom Innovation Laboratories (T-Labs) soll exemplarisch illustriert werden, wie Ethnografie in der Privatwirtschaft verstanden wird und wie sie durchgeführt werden kann. Einer der zentralen Aspekte dieser Dissertation ist es zu erörtern, ob der Einsatzkontext Auswirkungen auf die Ethnografie hat und welche das gegebenenfalls sind. Entstanden ist dabei eine Dissertation, die dreierlei Punkte erfüllen soll: 1. Der Text möchte eine bei UDI durchgeführte ethnografische Nutzerforschung möglichst transparent und nachvollziehbar machen und durch eine szenische Darstellung Schritt für Schritt zeigen, wie ethnografische Forschung in der Privatwirtschaft aussehen kann. 2. Diese Arbeit ist auch als eine Anleitung für das Durchführen einer eigenen ethnografischen Nutzerforschung zu lesen. Praxistipps, Kontextinformationen und einige Dokumentenvorlagen sollen helfen, die Organisation einer ethnografischen Nutzerforschung zu vereinfachen. 3. Auf methodologischer Ebene erörtert der Text, was der Einsatz von Ethnografie in der Privatwirtschaft für die Methodologie bedeutet und welche Implikationen dies hat.
A look at the innovation divisions of internationally active corporations such as Intel, Google, Nokia, IBM or Deutsche Telekom reveals that large companies rely on ethnographic research for their innovation development. Under names such as Business Anthropology, Corporate Ethnography, Commercial Ethnography, and others, a branch of ethnology and cultural anthropology has emerged, dealing with the use of ethnography in the private sector. This dissertation is situated in the discourse on ethnography in the service of the private economy. It is about ethnography that is used to identify latent needs and desires as well as everyday problems of users and to develop ideas for innovative products and services that fit into the life experiences of the users. With the help of the case study of an ethnographic user research for the project FLEX 2.0 at the team User Driven Innovation (UDI) in the Telekom Innovation Laboratories (T-Labs), an example is presented of how ethnography is understood in the private sector and how it can be carried out. One of the central aspects of this dissertation is to discuss whether the use in this context has an impact on ethnography. The dissertation covers three major points: 1. The text aims to make the ethnographic user research carried out at UDI as transparent and comprehensible as possible and to show step by step how ethnographic research can look in the private economy. 2. The text can also be read as a how to guide for carrying out ethnographic user research. Practical advices, contextual information, and some document templates will help to simplify the conduction of ethnographic user research. 3. At the methodological level, the text discusses what the use of ethnography in the private economy means for the methodology and what implications this has.
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Laabs, Peter. "Abkantmaschine für die Industrie 4.0." Hochschule für Technik und Wirtschaft Dresden, 2015. http://nbn-resolving.de/urn:nbn:de:bsz:520-qucosa-159968.

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Die Konzeption und Durchführung komplexer und auf Innovation ausgerichteter Produktentwicklungsprojekte ist ein fester und wesentlicher Bestandteil des Curriculums im Studiengang M.A. Produktgestaltung an der Fakultät Gestaltung der HTW-Dresden. Praxisnah und in möglichst authentischen Entwicklungsumgebungen wird in Form eines Kooperationsprojekts eine konkrete Aufgabe für ein Unternehmen bearbeitet. Für die Unternehmen sind solche Projekte Teil ihrer mehr oder weniger bereits etablierten kollaborativen Wertschöpfungsnetzwerke. Im gegenteiligen Fall werden solche Modelle von unserer Seite her an die Unternehmen herangetragen und diskutiert. In der Regel entstehen an die Semesterzeiten gebundene und ergebnisoffene Machbarkeitsstudien. Die Studierenden erhalten im Gegenzug die Möglichkeit, ihr theoretisches Wissen ganz eng an der Wirklichkeit zu üben, entsprechende Erfahrungen zu sammeln und sich über solche Projekte für die spätere Berufspraxis zu empfehlen. Die Fakultät Gestaltung hat in diesem Sinne bereits mit einer Vielzahl von Kooperationspartnern zusammengearbeitet und sehr viel positive Erfahrung sammeln können Das Projekt mit dem Arbeitstitel \"Abkantmaschine für die Industrie 4.0\" wurde für die Bystronic AG in Gotha/Thüringen erarbeitet. Die Bystronic AG ist Tochter eines schweizer Unternehmens und stellt Laserstrahlschneid-, Wasserstrahlschneid- und Abkantmaschinen her
The design and implementation of complex and geared to innovation product development projects is an integral and essential part of the curriculum in the course MA Product design at the Design Faculty of HTW Dresden. Practical and in authentic development environments a specific task is processed for a company in the form of a cooperation project. For companies, such projects are part of their more or less established collaborative value networks. In the opposite case, such models are brought and discussed by our side to companies. Usually caused bound to the semester dates and open-ended feasibility studies. The students receive in return the opportunity to practice their theoretical knowledge very closely to reality, to gain experience and to advise on such projects in their later professional applications and practice. The Faculty of Design has worked in this sense, with a number of partners and gained a lot of positive experience. The project with the working title \"pressbrake for industry 4.0\" has been developed for Bystronic AG in Gotha/Thuringia. The Bystronic AG is a subsidiary of a Swiss company and produces laser cutting and waterjet systems as well as pressbrakes
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Books on the topic "Market-Driven Management"

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Lambin, Jean-Jacques, and Isabelle Schuiling. Market-Driven Management. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36312-0.

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Edosomwan, Johnson Aimie. Customer and market-driven quality management. Milwaukee, Wis: ASQC Quality Press, 1993.

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Woodside, Arch G. Market-Driven Thinking. San Diego: Elsevier Science, 2009.

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1962-, Schuiling Isabelle, ed. Market-driven management: Strategic and operational marketing. Houndmills, Basingstoke: Palgrave Macmillan, 2012.

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Lambin, Jean-Jacques. Market-driven management: Strategic and operational marketing. New York: St. Martin's Press, 2000.

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Market-driven management: Strategic and operational marketing. Basingstoke: Macmillan, 2000.

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Ames, B. Charles. Market driven management: How to make it happen. Homewood, Ill: Dow Jones-Irwin, 1988.

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Ames, B. Charles. Market-driven management: Creating profitable top-line growth. Chicago: Irwin, 1997.

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Day, George S. The capabilities of market-driven organizations: Commentary. Cambridge, Mass: Marketing Science Institute, 1993.

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Swartz, Gordon S. Organizing to become market-driven: Conference summary. Cambridge, Mass. (1000 Massachusetts Ave., Cambridge 02138): Marketing Science Institute, 1990.

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Book chapters on the topic "Market-Driven Management"

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Lambin, Jean-Jacques, and Isabelle Schuiling. "Brand Management." In Market-Driven Management, 362–90. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36312-0_14.

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Lambin, Jean-Jacques, and Isabelle Schuiling. "Market Attractiveness Analysis." In Market-Driven Management, 212–45. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36312-0_9.

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Lambin, Jean-Jacques, and Isabelle Schuiling. "The Marketing Concept." In Market-Driven Management, 3–21. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36312-0_1.

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Lambin, Jean-Jacques, and Isabelle Schuiling. "Company Competitiveness Analysis." In Market-Driven Management, 246–77. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36312-0_10.

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Lambin, Jean-Jacques, and Isabelle Schuiling. "Market Targeting and Positioning Decisions." In Market-Driven Management, 278–96. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36312-0_11.

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Lambin, Jean-Jacques, and Isabelle Schuiling. "Formulating a Marketing Strategy." In Market-Driven Management, 297–332. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36312-0_12.

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Lambin, Jean-Jacques, and Isabelle Schuiling. "New Product Decisions." In Market-Driven Management, 335–61. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36312-0_13.

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Lambin, Jean-Jacques, and Isabelle Schuiling. "Distribution Channel Decisions." In Market-Driven Management, 391–421. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36312-0_15.

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Lambin, Jean-Jacques, and Isabelle Schuiling. "The Battle of the Brands in B2c Markets." In Market-Driven Management, 422–33. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36312-0_16.

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Lambin, Jean-Jacques, and Isabelle Schuiling. "Pricing Decisions." In Market-Driven Management, 434–68. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36312-0_17.

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Conference papers on the topic "Market-Driven Management"

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Ma, Zheng, Joy Dalmacio Billanes, and Bo Norregaard Jorgensen. "A business ecosystem driven market analysis: The bright green building market potential." In 2017 IEEE Technology & Engineering Management Conference (TEMSCON). IEEE, 2017. http://dx.doi.org/10.1109/temscon.2017.7998358.

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Shaheen, Rubina, Ali Ahsan, and Zeeshan Anwar. "Requirements management for market driven software products — Key issues." In 2018 International Conference on Computing, Mathematics and Engineering Technologies (iCoMET). IEEE, 2018. http://dx.doi.org/10.1109/icomet.2018.8346345.

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Guojun Ji. "Market-driven value delivery systems - a case study." In Proceedings of ICSSSM '05. 2005 International Conference on Services Systems and Services Management, 2005. IEEE, 2005. http://dx.doi.org/10.1109/icsssm.2005.1499556.

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Shin, M., J. Mun, and M. Jung. "Market-based negotiation model for employment-driven distributed production scheduling." In 2007 IEEE International Conference on Industrial Engineering and Engineering Management. IEEE, 2007. http://dx.doi.org/10.1109/ieem.2007.4419359.

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Lee, C. S., A. Tiong, W. L. Tang, and K. H. Yap. "Data-Driven “Market Basket”-Pricing and Personalized Health Information Services Using Salesforce's Model-Driven Systems Service Design." In 2019 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2019. http://dx.doi.org/10.1109/ieem44572.2019.8978835.

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Asgharizadeh, Ezatollah, Amir Ekhlassi, and Pedram Toloei. "Evaluation of the Relationship Between Electronic-Marketing and Market-Driven Companies." In 2010 International Conference on e-Education, e-Business, e-Management, and e-Learning, (IC4E). IEEE, 2010. http://dx.doi.org/10.1109/ic4e.2010.143.

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Shan Xia and Tsing Yang. "A study on Chinese art market-driven mechanism—Based on the perspective of system dynamics." In 2012 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2012. http://dx.doi.org/10.1109/iciii.2012.6339916.

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Corinaldesi, Carlo, Andreas Fleischhacker, Lukas Lang, Johannes Radl, Daniel Schwabeneder, and Georg Lettner. "European Case Studies for Impact of Market-driven Flexibility Management in Distribution Systems." In 2019 IEEE International Conference on Communications, Control, and Computing Technologies for Smart Grids (SmartGridComm). IEEE, 2019. http://dx.doi.org/10.1109/smartgridcomm.2019.8909689.

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Zhang, Yu. "Research into Linyirs rural precision poverty relief model driven by the government, market, and society." In 2018 3rd International Conference on Humanities Science, Management and Education Technology (HSMET 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/hsmet-18.2018.13.

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Xu, Lu, Xinglu Liu, Li Xiao, Qiruyi Zuo, Jianfeng Liu, and Wai Kin Victor Chan. "Data-driven Procurement Optimization in Fresh Food Distribution Market under Demand Uncertainty: A Two-stage Stochastic Programming Approach." In 2022 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2022. http://dx.doi.org/10.1109/ieem55944.2022.9989610.

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Reports on the topic "Market-Driven Management"

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Weller, G. H. Review of current Southern California edison load management programs and proposal for a new market-driven, mass-market, demand-response program. Office of Scientific and Technical Information (OSTI), January 2002. http://dx.doi.org/10.2172/822264.

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