Arete Executive is a true Executive Search specialist. A boutique “headhunter”, Arete identifies who’s who in the marketplace, engages with high-calibre candidates and connects them to their employer of choice. Working with a Performance-Based Hiring methodology, we attract highly-renowned leaders to business critical senior management and executive roles for our clients.
We pursue both active and passive candidates across Australia and the world to produce an extensive, targeted candidate list for each assignment. Simply, we listen to our clients and canvas the entire market to bring them the most skilled person for the job. Keep reading…
Very often, companies shape their market segmentation using the results of market research and analysis. Market segmentation research is not designed to shape the market. Rather, it reveals underlying divisions in the market and characteristics of the market segments that can be used for effective and profitable marketing.
At the very least, segmentation research places the steps companies take on a firm factual foundation. Often, it also uncovers characteristics of the market that are not obvious and identifies ways of dividing and approaching the market that will be particularly effective. If these ways are not evident to competitors, the marketing impact of segmentation research can be even more beneficial.
At a more tactical level, market segmentation can make the choices a company faces in developing products, services, and marketing messages easier. Often, market segmentation shows that many conceivable combinations of interest in product features, combinations of service needs, or combinations of attitudes are actually very rare in the marketplace. As a result, there is no need for the company to be prepared to deal with these combinations.Click here to read more…
Study about Measure and Report your Greenhouse Gas Emissions
Introduction: Aims to support UK organisations in reducing their contribution to climate change. It explains how to measure greenhouse gas (GHG) emissions and set targets to reduce them. It is intended for all sizes of business and for public and voluntary sector organisations. There are direct benefits to organisations from measuring and reporting as they will benefit from lower energy and resource costs.
A better understanding of their exposure to the risks of climate change and a demonstration of leadership which will help strengthen their green credentials in an increasingly environmentally conscious marketplace. A number of organisations are seeking information from their suppliers on greenhouse gas emissions and so many small businesses will increasingly be expected to measure and report on their emissions. Read More on Measure and Report
The IFA Educational Foundation conducted a study of a broad cross-section of IFA member franchise systems to identify companies with formalized diversity programs. Specifically, the Foundation sought to identify companies with a strategic plan incorporating diversity issues in the workplace and marketplace, with specific minority outreach programs, advertising and marketing programs targeted to minority groups, and formal diversity training programs for their employees and franchisees.
The Foundation then retained Richard Willard, president of Management Resources International, to develop case studies of companies with best practices in these specific areas. This report is the result of the research work and interviews conducted by Mr. Willard with the companies that volunteered to participate in the study. Keep reading…
For many CPA and other professional services firms, the decision to undergo a name change is quite complex. Often, a firm’s name is the sole differentiating factor in its marketplace, so a move to deviate from established name recognition could cause confusion among current and prospective clients. Traditionally, the use of several founding partners’ last names to construct a much longer firm name was commonplace among CPA firms, though this practice has changed in recent years as more firms adopt a more user friendly approach by shortening the firm’s name to the first or first two names in the string of names. Sometimes, though, a firm name change can represent a strategic initiative to more clearly and purposefully define its identity and set future direction. Such was the case with Cornerstone Accounting Group, LLP, (Cornerstone) based in New York City. Previously known as The Schonbraun McCann Group LLP (or SMG), the firm had earned a well-established and highly-regarded name within the industry…click here to read ahead
Case Study about Transnational Firms and their Corporate Labor Policy
Philips and ING in the Netherlands and the United States, 1980–2010
Economic activity across national borders increased dramatically between 1980s and the beginning of the twenty-first century. Financial, product, and service markets trans-nationalized, and companies expanded their operations abroad through acquisitions, mergers, and autonomous growth. They increased their sales and profits and became better equipped to compete in the transnational marketplace.
During this period, foreign direct investment increased twelvefold, while the number of firms operating across national borders increased eight fold. Nowadays, many companies no longer realize their revenues and profits in a single country; instead, the sources of their revenues and profits have become dispersed across the globe. Also, these transnational corporations have significant numbers of employees in multiple countries; their work force has become dispersed as well. Finally, a significant number of these firms have experienced the internationalization of top management and shareholders.
Challenge: One of Italy’s leading service providers, WIND offers wireline, mobile, and IPTV services primarily to consumers, but increasingly also to businesses. The service provider’s recent merger with Russian operator VimpelCom has created the world’s fifth largest carrier, with 173 million customers.For WIND, customer service is a key differentiator within a marketplace that is becoming increasingly crowded.
In Italy, these operations rely on 1200 agents located in four contact centers in Rome, Ivrea, Pozzuoli, and Palermo. Rapid growth, however, had started to expose the limitations of an aging contact center infrastructure, which had reached capacity and would no longer scale. It was also difficult to manage peaks and troughs in call volumes across the four sites. On average, customers would wait 30 seconds for someone to answer and then a further 30 seconds before the agent could view their records
The age of virtualization has instigated enormous change in the way we think about and conduct business. Perhaps no other sector has undergone a more dramatic transition from paper-based to digital transactions as the check printing industry, which has witnessed an unprecedented decline in its traditional services. This is what happened to one Fortune 500 institution largely known for its check printing services.
They called on us to help identify these untapped opportunities and explore new avenues of growth. Because the company’s largest customer base included more than 6,000 banks—and subsequently, the millions of customers who patron those banks—the leaders knew they had a strategic advantage in the marketplace. The challenge was keying in how to use that position to overcome a rapidly declining check-writing business…
Click here to read more on Strategic Business Transformation
Overview: The lack of venture capital infrastructure in most parts of the U.S. places a constraint on local economic development. Without this infrastructure, potential entrepreneurs cannot be identified and their ideas will not make it to the marketplace. Similarly, the lack of capital might be limiting the growth potential of existing firms within a ommunity or state.
With this as background, the Rural Policy Research Institute’s (RUPRI) Rural Equity Capital Initiative designed a research project that would provide information to leaders and policy makers at the community and state levels as they consider how to enhance their economic development strategies through the creation of nontraditional venture capital institutions or programs.
Research Methodology: In choosing the case study institutions, the research team did not attempt to document best practices; indeed four of the programs are no longer active. Instead, the objective of this analysis was to better appreciate the advantages and disadvantages associated with alternative program structures and the shared characteristics of successful programs. Toward that end, the case study institutions represent a range oforganizational structures and operating experience. The programs differ primarily in terms of the sources of capitalization, organizational and management structure, and investment goals…
Click here to read more on Rural Equity Capital Initiative
The Situation Faced: Sabco (South Australian Brush Company) was established in 1892 and over more than a century was the oldest and most respected brand in the market. But the inroads of lower-cost imported brushware had eroded its market share over the past decade and brought the company to a crossroads.
To compete in the marketplace it needed to invest substantial capital in its ageing Adelaide factory and confront competitors retailing at prices below Australian manufacturing costs. In these circumstances the shareholders, with Macquarie Bank holding 95 per cent of the equity, were not prepared to make a further investment…
Click here to read more on Sabco