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dc.contributor.authorMazel, Jaromír
dc.identifier.citationE+M. Ekonomie a Management = Economics and Management. 2009, č. 1, s. 37-48.cs
dc.identifier.issn1212-3609 (Print)
dc.identifier.issn2336-5604 (Online)
dc.format12 s.
dc.publisherTechnická univerzita v Libercics
dc.relation.ispartofseriesE+M. Ekonomie a Management = Economics and Managementcs
dc.rights© Technická univerzita v Libercics
dc.rightsCC BY-NC 4.0cs
dc.subjectpodnikové sítěcs
dc.subjecthodnota pro zákazníkacs
dc.titleCustomer value a podnikové sítěcs
dc.title.alternativeCustomer value and company networksen
dc.description.abstract-translatedIn recent years, a new attitude about consume market trend has become perceptible. Instead of looking for products, clients are looking for solutions. The key to success lies in creating flexible company networks that promise continuous innovation as answer to customer needs, minimum time-to-market and growth despite often difficult market conditions. However, for the entrepreneur- ship, this requires flexible product-focused „factories“ with sufficient economies of scale. Synergy comes from creating networks. Conglomerates are nothing new, but they have not always had a good name. For many they are synonymous with slowness and lack of focus. But surely, conglo- merates are intended to be worth (much) more then the sum of their parts. Indeed - and they can be: if they manage to create a competitive advantage and synergies throughout the organisation which is an ongoing challenge for management and managers. What are the key qualities for the successful manager profile? The answer is: to be effective. However, a person cannot learn to be like another person; but to a certain extent, it can learn to act like that person. Unfortunately, it is not so simple. Fortunately, it can be learned. Analysis of the bilateral relationship between enterprises and their customers allocates the im- portance of corporate networks within this context. Creating flexible company networks is the de- termining factor that promises to add substantial value for customers and so retroactively also for the company - although it points to a much broader approach than in the past. And even though the business model is still young. I definitely expect this business model to gain wider acceptance. The objective of this paper is to describe and analyse this phenomenon, make a contribution toward a better understanding and, finally, to propose ways in which the Customer Value approach can be converted into management of corporate networks.en
dc.subject.translatedcompany networksen
dc.subject.translatedcustomer valueen
Appears in Collections:Číslo 1 (2009)
Číslo 1 (2009)

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Please use this identifier to cite or link to this item: http://hdl.handle.net/11025/17270

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