Regional transfers taking place under the structural and cohesion policies are unlikely to become the growth engines for the new entrants. To achieve long-run growth at rates higher than average an appropriate mix of European and national policies is needed [3]. This includes further fostering of trade integration within the EU, restructuring public spending, creation of supply side incentives by proper reforms of fiscal and social insurance policies, free movement of capital and labour, together with a competitive level of labour income taxation.
Besides political consideration which fuels European regional policy, I will point out to studies (Obstfeld, 2002) showing that less developed countries, like new entrants, are likely not to be able to fully benefit from the integration and the subsequent capital liberalization due to the lack of adequate institutional framework. This constitutes additional motivation for the community support to new entrants, including Romania.
All Romania’s development regions, implicitly all its territory is eligible for Objective 1 of the Structural Funds. There are eight development regions in Romania which closely follow the European system of Nomenclature of Territorial Units for Statistics (NUTS), corresponding to NUTS II level. They represent the framework for drawing up, implementing and assessing the regional development policy, as well as the economic and social cohesion programs.
In order to accomplish the national policy objectives for regional development, the National Council for Regional Development (NCRD) has been established. This is a deliberative body which approves the National Strategy for Regional Development and the National Program for Regional Development, the financing priorities, the eligibility and selection criteria of the investment projects. Within each region, a Regional Development Agency (RDA) has been set up, coordinated by the CRD. They act within the regional development field, representing the executive body of the CRD. The RDAs have the following main attributions: the drawing up of the programming documents of the regions and their implementation, submission of proposals to the CRDs on the projects to be financed from the RDF and submission of proposals [3].
To address the institutional problem mentioned above, a training program (2002 – 2005) emphasized the developing of management and project management capacity and of regional capacities able to endure good quality projects [3].
Besides building institutional framework, a challenge for Romania as well as for other new entrants is the replacement of preaccession assistance (ISPA, SAPARD, and PHARE) by Structural Funds and Cohesion Fund
5. Conclusions
This paper presents the mechanism by which Objective 1 interventions fuels the economic growth. Using an analysis based on harmonized input-output tables for 2000 built by the EUROSTAT, Beutel was able to identify the growth induced by the Objective 1 interventions. Of course, one can question the validity of fits findings. After all he uses projection, which are far from the requirements of a truly natural experiment, the most accurate instrument of Program Evaluation. Finally, this paper points out several challenges for new member states, especially the necessity of building the institutional framework necessary to take advantage of European financing and, on the other hand to benefit from the increased financial liberalization..
References:
1. Beutel J. - “The economic impact of objective 1 interventions for the period 2000-2006”, Final Report to the Directorate-General for Regional Policies, European Commission, 2002;
2. Ferragina A., Pastore F. - “Regional Policy In An Integrated Europe. Insights From The Literature”, Readiness of the new candidate countries for the EU Regional Policy, Bratislava, 2003;
3. Ionescu C. - “The future of the EU Regional policy. Romania’s point of view”, Readiness of the new candidate countries for the EU Regional Policy, Bratislava, 2003;
4. Nadler B. - “A new Cohesion Policy for a New Europe”, Readiness of the new candidate countries for the EU Regional Policy, Bratislava, 2003;
MA M AR RK KE ET TI IN NG G S ST TR RA AT TE EG GI IE ES S I IN N T TH HE E C CO ON NT TE EX XT T O OF F A A CO C OM MP PE ET TI IT TI IV VE E BU B US SI IN NE ES SS S E EN NV VI IR RO ON NM ME EN NT T
Costea Simona Cristina
Universitatea Tibiscus Timi oara, str. Daliei, nr. 1A, tel. 0256202931, e-mail: simona.costea@gmail.com Buzilă Nicoleta
Universitatea Tibiscus Timi oara, str. Daliei, nr. 1A, tel. 0256202931
Abstract: The organization can not carry out its activity without having a clear perspective, on a short or a long-term, in order to provide its subsistence as well as its reasonableness, efficiency in the context of a more complex, dynamic, competitive environment.
Every organization has to create its own individual strategy, which needs to be transmitted to the employees and to the business environment as well. The success of an organization can only occur accidentally if strategy lacks.
Key words: strategic planning, marketing strategy
A marketing strategy is the long-term plan or process aimed to achieve a goal or an objective. It outlines the direction the organization will focus upon in order to take advantage of the greatest market opportunities as well as the methods to allocate its resources [3].
The organization can not carry out its activity without having a clear perspective, on a short or a long-term, in order to provide its subsistence as well as its reasonableness, efficiency in the context of a more complex, dynamic, competitive environment.
Every organization has to create its own individual strategy, which needs to be transmitted to the employees and to the business environment as well. The success of an organization can only occur accidentally if strategy lacks.
According to Kotler’s principles, strategic planning is the development and up keeping process of the strategic correspondence between the objectives and capacities of an organization, on the one hand, and its ever changing marketing goals, on the other hand. It also needs a clear mission statement, objectives, a judicial activity portfolio, and some functional strategies [2].
Strategic planning is the process that outlines long-term objectives and strategies, for an organization or a strategic business unit, by combining the resources with the existent market opportunities in order to define and achieve the objectives, to minimize risks and errors and to find the best solutions for maximum benefits [4]. The most important elements of strategic planning - strategies and tactics - represent the central point in guiding and coordinating the marketing efforts of an organization as well the future course of its activities.
The marketing strategy is a decisional act that outlines the outcome of a complex process, which requires the analysis of the strategic features and the selection for the most suitable strategy for each stage, product or market.
The content of the marketing strategy can be equally important to the moment it is being applied. An organization can use its selected strategy either too slow, this way allowing competition to interfere with its plans, either too fast, by trying to market a product before its potential consumers could be willing to purchase it. Even if this organization has accurately evaluated its strengths, based upon competitive advantages, which could by far distinguish its supply from the competition, simultaneously managing to identify the opportunities within the business environment, this correspondence between the strengths and the market opportunities will only work for a short time period. This specific term is called “strategic window”.
An efficient marketing policy requires a corresponding combination between strategies and tactics. The strategy represents the way in which the goals of the organization will be achieved, meanwhile the tactic is the set of activities that implements the selected strategy, chooses the moment for them to be applied as well as the individuals to carry them on [4].
The strategy is one of the most important parts in a marketing policy, due to the fact it derives from the objectives of the organization, outlining the direction of the business activities, meanwhile the tactic is bound to synchronize with the strategy; it also requires the permanent search for the best means and methods, so that it can meet the demands of the consumer as well as to go along with the potential of the organization [4].
The selection of the best marketing strategy in an organization is an essential point that concludes the stage, in which the mission and the goals have been settled, by means of careful and relevant analysis of its position.
The marketing strategy outlines the main features of the behavior and position of the organization with the purpose of achieving the settled goals [4]. It is outlined in the set of the objectives that need to be achieved, the means and methods by which they are implemented, expressing the directions and the demands set for the achievement of the settled performances. Their level is measured with several economic indicators such as the volume of business activities within that organization, the market share, the profit etc.
Therefore, when a marketing strategy is being selected the following aspects must be considered: the position of that organization on the market, its pursued goals as well as the methods for their achievement.
A good marketing strategy needs to include:
− Constant correspondence between actions and results;
− Close connection between producers and beneficiaries;
− Continuous sales motivation with the purpose of a fast production adjustment to the demands of the market;
− Best conditions for rapid information on the demands and the directions of the market evolution, etc. [4].
The creation of a marketing strategy is a very complex information, analysis and decision-making process, which needs the very best solutions for clearly defined setbacks. It also requires market segmentation, the selection of the target consumer group as well as the best positioning for the desired product or service, the marketing mix set up to which the chosen strategy will be implemented.
A successful marketing strategy mainly depends on the skills of the manager and the whole managerial team, as well as on the entire vision of the organization to understand the environment it carries its business activities, so that it can fully benefit from the market opportunities. At the same time, a successful marketing strategy should boost the organization into a more competitive position on the market.
The manager will have to select just a few strategic alternatives, which could easily aim at a certain mission or market - the public or the demand -, and the technology or the product - the firms and the supplies. This two dimension model looks at the present and also at the future, dimensions that lead towards four competitive alternatives or basic opportunities, such as [4]:
− Market penetration – can be achieved only if customers are encouraged to purchase more or if potential customers or other target group customers are convinced to purchase or to benefit more from this supply due to the sustainable competitive advantages as opposed to the competition;
− Product development – can be achieved by looking at the consumer’s preferences, this way the organization being able to vary its products;
− Market development – can be achieved by maintaining the same technologies, this way attracting new customers, gaining access on new markets and also finding new functions for the already existent products;
− Product differentiation – mainly resembles to the innovation and the detour strategy; it is not very efficient and it gives a high risk degree.
An efficient marketing strategy is essential for the activity of an organization; still it is not enough for success achievement, because its implementation needs a set of practical measures and specific performance tactics that concern the marketing mix.
The basic strategy of an organization must pursue the achievement of the competitive advantage and not necessarily the leader position. The interest of the managers must focus upon a sustainable competitive
The existence of a more dynamic business environment justifies the need for several competitive marketing strategies.
The typology of marketing strategies is quite diverse and variable. This almost looks like a strategic behavior of economic agents who are trying to adapt and to develop some original strategies, to guarantee
The strategy of an organization in a competitive environment is based on its capacity to ensure its success in a real, free, loyal competition [5].
The market strategy will be adopted on the basis of a thorough market analysis that will focus upon identifying the appropriate market segments and the position on the market. These are specific concepts of strategic marketing, whereas the tactics implemented to select the products, the price, the distribution and the communication form the so-called operational marketing.
An accurate method to determine the competitive position of an organization focuses upon the analysis of the present and future capacity of the market, as well as the market share of each competitor. This way we can know if the organization holds the leader position on the market, (it can hold up to a 40% share), the challenger position (a 30% share), and the follower position (a 20% share), or the small firms with a maximum 10% share [1].
By looking at these aspects, the organization can only choose from two strategic options on the basis of its competitive position on the market:
− the offensive strategy, which is selected by dominant organizations, with a stable position on the market (leader or challenger) that pursue to obtain the improvement of the market position by increasing the market share. The offensive strategy can be also selected by other organizations, which hold a certain competitive advantage at some point.
− the defensive strategy, which is chosen by the organizations with a more modest position on the market, pursuing to maintain the position or to limit it. Only a follower or a small firm specialized on a specific segment of the market, rarely a challenger (looking to maintain the present market position), could go for this strategic option [5]. As we afore mentioned the marketing strategy of an organization must pursue to gain the competitive advantage and not necessarily the leader position on the market.
According to Kotler, there are four categories of competitive strategies which an organization can use.
They are based upon the present position of the organization on the market, therefore on its market share.
− Market leader strategies – for organizations that hold the best position on that particular market – are the ones to derive from the main objective of the company that is to go on holding the first position on the market. These firms are oriented towards the full growth of the market as well as to hold the present position as opposed to the competition.
− Competitive strategies - for organizations that hold the second position on the market and directly compete with the leader for the first position on the market. The strategic objective of these organizations is to achieve a higher market share and implicitly an improved profitability.
− Market follower strategies – for organizations with low possibilities that require a quite similar strategy with the one of the market leader.
− Specialized strategies – for organizations that focus their activities upon market segments. These are small firms that focus upon those particular markets, which are not of too much interest to big firms.
Therefore, a marketing strategy has the responsibility to gain a competitive advantage to allow differentiation from other similar demands of the competitors on the market. The strategic concepts, the marketing strategic planning, as well as the marketing plan, are all essential elements in gaining great performances for every manager or marketing specialist. We must not forget that the skills of the one who creates, adopts, implements and selects the best strategy for the potential of the organization as well as the market opportunities, will be a decisive cause in providing the success of the organization in the context of a competitive business environment [5].
References
1. Kotler Ph., - "Managementul marketingului", EdiŃia a IV-a, Ed. Teora, Bucure ti, 2005, p.478 2. Kotler Ph. i Armstrong G. – „Principiile Marketingului”, EdiŃia a II-a, Ed. Teora, Bucure ti,
2003, p.324
3. Pop N. Al. i Dumitru I. – „Marketing internaŃional”, Ed. Uranus, Bucure ti, 2001, p. 202
4. Stanciu Sica, - "Bazele generale ale marketingului", Universitatea din Bucure ti, 2002, p.:56-58;
79; 81-85; 97
5. Tschiltsche (Cruceru) Anca Francisca - Teză de doctorat "Strategii de marketing în mediul concurenŃial" - Academia de Studii Economice, Facultatea de ComerŃ, Specializarea Marketing, Bucure ti, 2003, p.: 57; 76; 81-86
C CO OM MU UN NI IC CA AT TI IO ON N AN A ND D S SO OC CI IA AL L RE R ES SP PO ON NS SI IB BI IL LI IT TY Y I IN N R RO OM MA AN NI IA AN N B
BU US SI IN NE ES SS S E EN NV VI IR RO ON NM ME EN NT T
Cristache Nicoleta
University “DUNAREA DE JOS” GALATI, Faculty of Economic Sciences, Department of Management- Marketing, Str. N. Balcescu, no. 59-61, Phone: 0236 440467, E-mail:
nchihaia@yahoo.com
Abstract: The new social and economical transformations that sign the global framework submit the organizations to the adoptions of a new attitude concerning the way of implication in a business and the manner of market, customers and community approach. The organizations are challenged to reply by means of performances that reflect the value, the interests and the expectations of society. Social responsibility becomes a vital part of the durable development strategy, on a long term. In this context, the implication in the community problems became necessary for any organization that wants to assure not only the commercial success, but also the respect of the society in which it operates.
Keywords: corporate communication, reputation, social responsibility 1. Social responsibility and organizational image
In the present, the image of an organization, its corporate identity becomes extremely important. An organization must present transparency and uprightness in rapport with its public; to manufacture a quality product is not enough. Moreover, an organization must prove a real sense of social responsibility.
In view to support the affirmations of Viscount Etienne Davignon: “Social Responsibility doesn’t signify neither charity acts nor PR exercises, but an intelligent investment that brings profits to the company and the entire community”, the companies must regard social responsibility not as a fashion thing but like a permanent element of business environment.
To the global level, the aspect of social responsibility has already become a part of business; it is permanently present on companies’ agenda and the keyword is – investment in image. Thus, great companies invest in this type of programs an important part of their turnover. The budgets allocated by the organizations in order to develop partnerships with community achieve relatively high rates. These amounts represent, in the vision of companies’ managers, a long term investment, with significant results for the business they manage.
Social responsibility is a relatively new concept that modern organizations try to implement in the structure and practice of management system a series of specific elements:
− the establishment of an integrity frame based on a set of corporate values in the relationships with different public categories;
− the promotion of fundamental rights of people;
− the induction of social features to products, technologies and activities;
− the realization of ecological performances;
− moral integration;
− the contribution to communitarian development, etc.