John Ensor

A benchmark study of strategic commitment to innovation

Describes the results of an empirical investigation of the FTSE 100 which was undertaken to ascertain whether UK industry is taking steps to address innovation at a strategic level within its organisations. In the research study, the appointment of staff with a specific responsibility for innovation was taken as an indicator of an organisation’s strategic commitment to innovation. The findings revealed that a significant minority of these organisations had invested in personnel with a specific brief for innovation. These were: directors of innovation; managers of innovation and cross‐functional teams. It is suggested that to maximise the benefits from innovation: it must be given a strategic direction; that relevant metrics be developed to measure the success of the innovation strategy; that organisations are educated on the holistic meaning of innovation; and finally, that there is a freedom from traditional hierarchical structures in the management of innovation.

Fostering knowledge management through the creative work environment: a portable model from the advertising industry

Within the knowledge-creating organisation, building communities of practice and allowing people to form social networks in order to disperse information is critical in order to foster creativity and innovation. It is argued that in order to exploit explicit knowledge and build an effective community of practice, there needs to be a work environment that encourages information sharing, creativity and innovation. The main approach of this research was to explore senior management’s perceptions of the positive and negative factors that foster or hinder the social work environment. A conceptual model designed by Amabile et al . [5] was used as a framework for a series of qualitative interviews with senior managers within the UK advertising industry. This research found that UK advertising agencies are organised in a manner that allows them to strongly reinforce the work dimensions that foster a social/creative work environment and, therefore, effectively utilise explicit knowledge. The factors that usually hinder the creative working environment of an organisation were largely lacking in these agencies. The findings support the argument that this highly creative industry does replicate best practice and can be seen as a benchmark for other organisations. However, it is argued that the advertising industry may be more applicable as a benchmark for other service-based industries and knowledge-based organisations, particularly in the new economy, rather than large production-orientated industries.

Market orientation applied to police service strategies

The complexity of modern policing requires an accountable police service to operate in a diverse society, where support/trust must be earned by action and deed. The article examines the potential of market orientated strategies in facilitating policing initiatives, such as community policing and enhanced service quality. The work reviews the concept of market orientation and adopts a case study approach to research. Market orientated/customer focused strategies are examined in a range of public, private and international sectors. Findings outline a three‐stage “turnaround” process to enhance service quality and highlight the importance of market orientation in counteracting the concept of “unwilling/reluctant customers”. Draws on case studies from Inland Revenue, Richer Sounds plc and the New York Police Department.

Introduction to marketing concepts

Part I: Introduction to Marketing The Marketing plan Environmental factors Market research Market segmentation and buyer behaviour: Part II: Products, NPD and innovation Pricing Promotions Place: Part III: Analysing competitors and competitive advantage Targeting, positioning and branding strategy Implementation Control

Creativity work environment: do UK advertising agencies have one?

Purpose – The aim of the present study is to identify whether the work environment of advertising agencies display the key elements (both positive and negative) of the conceptual categories which Amabile et al. hypothesise influence organisational creativity.Design/methodology/approach – Amabile et al.s model proposes five conceptual categories which the KEYS instrument, developed from their conceptual framework, measures using ten scales reflecting different dimensions of the work environment. The KEYS instrument is employed in this research to survey staff from two London‐based advertising agencies. The aim was to gain information from individuals across functions and at all levels within these organisations.Findings – This research found that the UK advertising agencies are organised in a manner that allows them to strongly reinforce three key dimensions, work group supports, lack of organisational impediments and organisational encouragement, which Amabile et al. suggest are critical in facilitating ...

The dynamics of successful events – the experts' perspective

Interviews with key leaders formed the basis of this exploratory research to elicit and identify the key factors that festival leaders perceive as the characteristics of creative and innovative festivals. The sample study was of composed of three key festival experts. This included two directors from two large festivals occurring at different times of the year in Edinburgh. Both directors have a well established leadership history in their respective festival. In addition one additional interviewee had responsibility for the strategic development of art events and festivals at a national level (2006). Repertory Grids were employed to identify key constructs that festival leaders hold of the arena in which they work. Six key areas emerge from the constructs identified. These are leadership, focus, relationship with the community, decision making, funding, and history of the festival. Leadership had the highest rating and the sub categories identified within this were independence, freedom and culture. Focus of the event and relationship with the community were, respectively, the next most highly rated constructs.

Eliciting the dynamics of leading a sustainable event: key informant responses

Within the event management literature relating to network development and festival sustainability there is a paucity of research that analyzes the perception of festival sustainability by festival leaders. After an initial review of the context of sustainability, network theory, and an identification of the changing set of competencies for effective leadership, an exploratory and explanatory investigation is made to elicit and identify the critical factors that key informant festival leaders associate with sustainable festivals. The main purpose of this study is to attain a greater depth of understanding of festival leaders’ attitudes towards the dynamics of creating and directing sustainable festivals. Indepth interviews with five elite festival leaders helped to generate the elements of a repertory grid from which a “triading” method was used to elicit constructs. Of the constructs identified, the most significant relate to four areas: the event subject focus; the leadership; the funding; and the organizational culture. The research also revealed that festival leaders conceive sustainability not as an environmental concern, but as a matter of festival survival. Suggestions are then drawn as to the future role of the repertory grid method in identifying and managing stakeholder visions, and future lines of research investigation and application.

Sourcing or selling: the Value Flame at the Base of the Pyramid

Purpose – Much has been written concerning the value and validity of the bottom of the pyramid (BOP) model, as a strategy for multi‐national corporation (MNC) growth. The model presented in this paper adds to the discussion of strategic possibilities to tap the potential of emerging markets. This paper seeks to address these issues.Design/methodology/approach – The paper first discusses trends in economic growth in emerging markets, global strategies, and the BOP market, then analyzes the blue ocean strategy (BOS) of value innovation.Findings – The paper develops the Value Flame at the Base of the Pyramid (VFBOP) model by combining BOP and BOS strategies to potentially offer opportunities for MNC market entry as well as market supply, to drive revenues and expand global market share.Research limitations/implications – As a concept, the model must be validated by empirical and case research to ascertain the shape and dynamics of the model. Future research can establish the parameters of the flame.Originali...

Salute to the sun: an exploration of UK Yoga tourist profiles

ABSTRACT This paper focuses on exploring yoga tourism as an under researched area where little has been written to date. Yoga tourism is an emergent niche market that can be viewed as a subset of wellness or holistic tourism. Previous research has suggested that it reflects consumers’ desire for self-improvement and concern for society when choosing a holiday destination and involves active participation, sharing common functional characteristics in travel motivations and social values related to improving an individuals quality of life. There is currently, however, a gap in the literature on how the primary motivation for travel affects the choice of destination, type of accommodation, activities and the overall experience of the yoga traveller. This study employed an on-line survey to members of established yoga membership organisations with the aim of filling this inherent gap in the literature, establish an enhanced visitor profile, and explore the motivational factors that encourage yoga practitioners to participate in yoga tourism activities.

Strategic Marketing: Planning and Control : Plannning and Control

The strategic perspective market analysis - internal analysis industry and competitor analysis customer analysis formulation of strategy - mission and objectives strategy formulation targeting and market positioning the marketing mix the strategic marketing plan implementation and control - strategic implementation control.