• Journal of Distribution Science
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• v.22 no.8
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• pp.1-15
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• 2024

Purpose: This study explored how Indonesian banks utilize digital marketing communication strategies to optimize their distribution channels, leading to enhanced customer trust and brand loyalty. It examined specific methods such as sponsorships, social media, institutional partnerships, and mobile banking application features as key components of this digital distribution strategy. Research Design, Data, and Methodology: This study employed mixed methods design to assess digital distribution impacts. It involved 385 Jakarta bank customers. The sample size was determined using the Lemeshow formula. Results: The findings indicate that effective digital distribution strategies, including sponsorships, social media engagement, and user-friendly mobile banking applications, significantly enhance customer trust and loyalty. However, overly complex features may negatively impact loyalty. Conclusion: Thisstudy demonstrates a clear connection between the strategic use of digital marketing channels, such as sponsorships, social media, institutional partnerships, and mobile banking features, and the development of customer trust and loyalty. The results provide valuable insights to Indonesian banks in designing digital distribution strategies that prioritize building trust and fostering integrated customer interactions. Tailored digital marketing approachesthat optimize distribution can significantly enhance both trust and loyalty among Indonesian bank customers.

• Asia pacific journal of information systems
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• v.13 no.3
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• pp.41-62
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• 2003

This study investigated the current status and characteristics of strategic alliances attempted by domestic internet businesses. Specifically, this study surveyed competitive environmental characteristics of partner companies involved, alliance period, types of partner companies, motives of alliances, types of alliances, success and failure factors and satisfaction toward the alliances. Major findings were: first, alliances between portal companies and content producers; portal companies and internet services; e-commercial sites and internet services were the most frequent partnerships engaged. Second, the most important motive for and type of the strategic alliance were: 'the commercialization and marketing of new product' and 'joint distribution and marketing agreement' respectively. Third, the most important factor for the successful alliance was 'a close examination of partners' core business value and competence'; and the factor most hindering the successful alliance was 'a discrepancy on capabilities of partners' core personnel. Finally types of internet business were significantly related to perceived satisfaction toward strategic alliance.

• The Journal of Information Systems
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• v.17 no.4
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• pp.341-367
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• 2008

This study propose a model relating supplier's use of IOIS(Inter-Organizational Information Systems) to strategic benefits through extension of Subramani's research model. In extended model, collaboration serves as a safeguard for relationship-specific intangible asset. Specifically, we evaluate how two patterns of IOIS use by supplier(exploitation and exploration) relate to two specific types of relationship-specific intangible asset(business process specificity and domain knowledge specificity), which in turn are posited to promote collaboration and strategic benefits. To explore the current study, questionnaire survey was conducted on 72 first-tier supplier firms in the manufacturing industry. Based on the survey results, we posits the following : (1) Each pattern of IOIS use directly promotes a specific type of relationship-specific intangible asset. The path of the relationship between IOIS use for exploitation and domain knowledge specificity is positive but not significant. The other paths are positive and significant. (2) Both types of relationship-specific intangible asset have a positive and significant impact on collaboration. (3) Domain knowledge specificity influences on strategic benefits but business process specificity does not have an effect on them. (4) Collaboration affects supplier's strategic benefits. These findings provide a deeper understanding of the mechanism of how the pattern of IOIS use can result in strategic benefits for supplier firms.

• Proceedings of the KSR Conference
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• 2010.06a
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• pp.2154-2165
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• 2010

Successful opening and operating of High Speed Rail in South Korea make the Korean railway industry the world's five great powers. It provides an opportunity to enter overseas rail industry to the related companies actively. Lastly developing countries want to learn about Korea's development experience and apply to there country. Also development cooperation needs are increasing. The State Brand Committee is promoting the 'Hangeul advocacy and globalization' which is expanding technology to the overseas that can be grafted in the Korean railway system as well as contributing to the globalization policies. Korea Railroad Corporation can enhance the national brand and rise of the Name value simultaneously by disseminating of operation technology. It would be a worthy project. In this study, effective support for developing strategic partnerships with the developing countries can build a future of growth. And let me introduce strategic model for overseas business expansion that is combined the railway industry and the Korean.

• Journal of Information Technology Services
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• v.9 no.4
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• pp.71-94
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• 2010

Based on IT that is an important competitive resource within the company, the purpose of this paper is to investigate whether the factors of internal IT audit consulting service quality affect the customer satisfaction. In this research. we have identified five different variables that affect the customer satisfaction which are reliability, professionalism, responsiveness, empathy and strategic partnership. Further, the causal relationship between customer satisfaction and audit consulting service Quality has been examined. This research was conducted empirically targeting business units the results could be summarized as follows. First, the study variables, reliability, professionalism, responsiveness, empathy. and strategic partnerships have been proved to be significant effect on customer satisfaction. Next, the strategic partnership of variables was the biggest influence on the customer satisfaction.

• International conference on construction engineering and project management
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• 2022.06a
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• pp.33-41
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• 2022

Infrastructure procurement has been a major engagement route between China and Africa. This contributes immensely to the gradual infrastructure development seen on the continent. However, maturing discourse purports that these infrastructure collaborations lack intentionality in the continuous development of strategic guidelines and policies for effective implementation despite their uniqueness and criticality. This study proposes that an efficient approach to policy recommendations is through the political and economic analysis (PEA) of these partnerships using public-private partnership (PPP) optics. Unquestionably, these partnerships are representative of the concept of diplomatic transnational public-private partnership (DT-PPP) where infrastructure is procured through the collaboration of public (African governments) and private sector (Chinese state-owned corporations) who provide the managerial, financial, and technical resources for the project implementation. Given the quest for sustainable win-win, this study identifies strategies towards the realization of win-win in the implementation (i.e enablers of win-win) such that fairness and co-benefit, as well as interests, will be achieved. Thus, based on the PEA framework, case scenarios from Ghana and Nigeria using expert interviews identify the criticalities and best practices for the realization of these enablers at the development phase. Findings indicate more effort is required of the public sector (African host countries) in terms of people, structure/institutions, and the implementation processes. Recommendations include improvement of environmental management structures, contract administration procedures, external stakeholders/local community engagement mechanisms, knowledge and technology transfer procedures, and sector-based project operation and maintenance culture and systems. Additionally, actors must have emotional intelligence, good problem-solving abilities, and overall ensure cordial relationships for continued bilateral cooperation.

• Safety and Health at Work
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• v.4 no.2
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• pp.87-94
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• 2013

Background: In times of continuous change and volatile markets, organizations are increasingly characterized by downsizing, work intensification, and resource rationalization. This has resulted in diversification, and the emergence of newrisks within the field of occupational health and safety, with an important impact. This paper focuses on one such type of risk in the modern workplace-psychosocial risks. The current study aimed to explore stakeholder perspectives, regarding the extent to which psychosocial risks are incorporated into strategic risk management practices, at both the business and policy level. Methods: Semi-structured interviews were conducted with 14 professionals, representing employer, expert, policy maker, and trade union stakeholder perspectives. Results: It was found that the majority of organizations do not sufficiently, if at all, understand and incorporate psychosocial risks into strategic decision making, whereby the key barrier related to practical difficulties of not knowing how to manage psychosocial risks adequately. Conclusion: The study found that there is a need to close the gap between policy and practice on a number of levels. Future recommendations comprise a policy framework and infrastructure underpinned by educational initiatives, partnerships, and networks to drive a shift in attitudes toward recognizing the duality of the concept of risk (including both potential negative and positive outcomes) and moving beyond simple regulatory compliance.

• Land and Housing Review
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• v.8 no.2
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• pp.33-53
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• 2017

The UK Government's approach to how to deliver regeneration in its towns and cities has changed considerably in recent years. Traditionally, urban regeneration policy focused on reversing physical, economic and social decline in an area where market forces would not do this without intervention. Since 2010 urban regeneration has become a vital part of the Government's approach to increasing local growth and competitiveness and building a strong and balanced economy. The current emphasis is on a place-based approach to regeneration that builds on the particular strengths of different places to drive growth and addresses the factors that hold them back. This paper outlines the key features of current UK urban regeneration policy and how interventions to support regeneration and growth are being pursued at different spatial scales to ensure all parts of the country benefit. They include pan regional initiatives like the Northern Powerhouse and Midlands Way, to groups of local authorities operating at a sub regional level (combined authorities/city regions), Local Enterprise Partnerships, and a variety of smaller scale programmes delivering regeneration in areas of economic and social decline. The paper explains some of the policy instruments and funding programmes available to support regeneration, and provides case studies of some major urban regeneration projects that illustrate the new approach including housing and infrastructure improvements like the planned High Speed Rail 2 line. These are supporting regeneration through the creation of strategic partnerships involving government, places and investors. The paper concludes with some lessons from past and future regeneration schemes to improve their effectiveness and impact on places and enhance local growth potential.

• The Journal of the Convergence on Culture Technology
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• v.10 no.1
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• pp.227-233
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• 2024

Korea achieved its highest ever defense export performance in 2022. Defense exports are the most effective way to promote the defense industry by exporting Korea's weapons to foreign countries. In addition, to continuously supply excellent weapon systems, a solid defense industry must be established. So defense industry exports are an important issue at the national level, the Korea government is actively supporting policies for the Presidential office as a control tower. In particular, the topic of entry into the defense industry export big4 is being raised in Korea. As an innovative defense export promotion plan, this paper presents a strategic plan of joint research and development that export customized to the needs of purchasing countries and securing cutting-edge technology that can possess world-class weapon systems. In other words, in order to secure cutting-edge technology, the military must break away from existing methods and boldly select cutting-edge technology, provide sufficient budget support, and grant autonomy to development agencies. A rapid acquisition system must also be introduced so that this technology can be applied to advanced weapons in a timely manner. Export joint research and development is intended to promote flexible technology transfer excluding ultra-sensitive core technologies and to form strategic partnerships, taking into account the purchasing country's willingness to possess cutting-edge technology. Through this, we have helped Korea's defense industry exports enter the world's big4 through groundbreaking new strategy.

• Management & Information Systems Review
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• v.32 no.1
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• pp.241-258
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• 2013

HRD professionals should be able to contribute to performance improvement by focusing on strategic business partner activities such as planning, organizational development, and organizational design. Taking a systems view is important in the development of strategy because simply offering specific interventions neither changes nor improves the fundamental systems of an organization. In order to guide the management of organizations as systems, HRD professionals need to not only deal with resistance to change in solution implementation but also identify quantifiable measures to judge the effectiveness of implemented solutions with partnerships with relevant stakeholders. HRD professionals are particularly required to play a critical role in aligning process goals, process design, and process management to improve performance. Adjusting human performance policies and practices to local cultural differences is also among the urgent tasks for HRD professionals.