Sue Bridgewater

Internet, interaction and implications for marketing

Looks at the ways in which firms are currently using the Internet and examines the extent to which these uses are informational or facilitate relationship building. A study shows that the majority of fims still use the Internet for informational purposes. Relationship facilitating and transactional uses of Internet are found – particularly for larger firms and for those that have internationalised via the Internet. A question over the ability of the Internet to facilitate and sustain this type of relationship is raised by the failure of the mature US Internet market to show a significant progression to more sophisticated Internet usage. This may relate to underlying uncertainty of customers or to the security of transacting via the Internet. Similarly, firms that are already international will have to contend with a number of serious challenges that arise from the open and global nature of information exchange on the Internet before they maximise its potential.

Internet and exporting: determinants of success in virtual export channels

The advent of the Internet has created the possibility for exporters to serve international markets using virtual export channels (VECs). This paper identifies the factors that influence success in using these new channels to export markets. The paper suggests that how well firms use the technology is more important than what they use it for. Investment and commitment to the Internet influence successful implementation. Moreover, firms with an existing export sales capability fare better in using VECs.

The Internationalisation Process of Small, Technology-Based Firms

Abstract Forty-four small, technology-based firms were clustered on the basis of size, age and degree of internationalisation. Three groups, (1) small, highly international, young firms (Group 1), (2) small, young, less international firms (Group 2) and (3) larger, older firms with a mid-level of internationalisation (Group 3), were identified. This paper studies the market selection, mode of entry and international expansion processes of these firms in relation to their degree of internationalisation. More recent firms begin to expand internationally at an early stage. The level of international success differs significantly (Groups 1 and 2). Group 2 firms expand rapidly into successive countries and regions and achieve lower levels of international success than Group 1 firms, which expand more rapidly within each market.

Networks and internationalisation: the case of multinational corporations entering Ukraine

The explanatory power of economics-based theories incrementalism and network theory are studied in the cases of four Multinational Corporations in Ukraine. All are concerned to protect monopolistic advantages against the uncertainty of Ukraine. Clustering of entry timing supports oligopolistic reaction theory. Three firms use high investment entry modes expected by internalisation, although one firm of equal size and degree of internationalisation uses the low investment mode expected by incrementalism. Network theory provides an understanding of the web of relationships in which the firm is embedded. Previous government-controlled relationships in Ukraine have broken down. The risks accepted by household consumables firms trying to penetrate Ukrainian networks are much greater than those of financial services firms who are serving international customers and regulators from more stable economies.

Business-to-business relationship marketing: an internet and international perspective

This paper examines the concept of relationship marketing in its aim for longterm customer satisfaction and retention. The suitability of the Internet for relationships was examined and it was found that interactive communication could enhance relationships across borders, but that human interaction would be important to achieve full cultural understanding and a truly successful international relationship. The types of products sold on the Internet were examined to indicate whether at present the Internet is capable of building relationships. Evidence suggests the Internet is capable of maintaining but not creating relationships, though developments are occurring. It is argued that relationships could become an area for differentiation for Internet transactions currently competing on price, adding value through efficiency and the support of the human interaction required to create successful international relationships.

Sponsorship and football

In this comprehensive Handbook, John Goddard and Peter Sloane present a collection of analytical contributions by internationally regarded scholars in the field, which extensively examine the many economic challenges facing the worlds most popular team sport.

Assessing the attractiveness of turbulent markets: The Ukrainian experience

The uncertain market conditions in Eastern Europe pose new challenges for marketing planning. Techniques such as risk analysis and matrices may not be applicable in assessing the attractiveness of markets, which are subject to discontinuous change. This paper analyses 15 cases of entry into Ukraine by western Multi‐national Corporations. The process whereby they assessed the risks and opportunities of operation in the market are studied. The implications of the findings of this study are discussed.

The Blame Game: Does Changing Leaders Help?

We were awful at times but United gave Sir Alex that vital ingredient: time ... We seem to be wrapped up in getting instant success now. Would another manager, even at United, get the time that Alex was given to get things right? I’d like to think so, but I’m not sure. “But he got it right and people like me, who played for him, haven’t got a hope of copying what he’s done. He’s incredible.” Speaking ahead of the visit to Old Trafford, [Steve Bruce] added: “Even in the tough times when I first went there, he was driven, he was a winner. He made all of us who played for him better.” (www.football.co.uk/manchesterunited)

Snakes and Ladders

This is the way that Lawrie Sanchez described the challenges of building a football management career when speaking at a recent PFA and LMA football manager course. One day you might be riding high, successful and lauded by fans and media, but the next, success can slip away rapidly. A few bad results, eroding confidence, dismissal and then a hard climb back up the ladder. Whilst it may be part and parcel of football management, such ups and downs can be difficult to accept and often difficult to understand. In discussing the ups and downs of Peter Taylor’s football management career, the Observer (“Football Managers: The Panic Room,” The Observer Sports Monthly, 6 October 2002) commented how ridiculous decisions to sack a manager can be — Taylor was sacked by Leicester although six months previously when the club were fourth in the league and in the quarter-finals of the FA Cup everyone was saying he was the best manager out and touting him as a potential England manager. Six months later after a run of poor results he was out. In all of his other jobs up until then he had gone as a result of changing circumstances, the ebb and flow of fortunes which is all too common in football.

Globalization of football brands

This chapter looks at the globalization of the world in which football clubs operate. The chapter begins by looking at what globalization is, and what drives it to happen. It then looks at the drive to globalize brands in any sector, and what organizations might gain by doing this. The chapter then looks at the way in which globalization of markets and of brands affects football.