Journal of Entrepreneurship, Business and Economics

1–30

Authors: Leow Chee Seng, Leong Wing Sum, Mohd Shukor Mahfar

Emerging markets and the global dynamics growth attract the exploration of business opportunity to the bottom of the pyramid. The economic development derived to the reshaping of the business activities and this is becomes very obvious especially in Asia and South American. The Bottom of the Pyramid customer has been neglected and overlooked by the industries. This paper aims to understand in-depth the principle and practical realities on ways to market to the bottom of the pyramid. Theoretical essay was conducted using the literature in relation to 4A marketing mix and mainly The Triumvirate Human Values Ecosystem Framework. The discussion indicates the characteristics, the misperception and opportunity of Bottom of the Pyramid market is focused. Theoretical framework for Bottom of the Pyramid marketing are developed which includes the principle, the scope and the challenges. Application of The Triumvirate Human Values Ecosystem Framework is presented through case study. Research paper

50–80

Authors: PURABEE PURNASHA MISHRA, ARUNA KUMAR MISHRA

As the current political scenario is different and new rules are coming for FDI in India, in either case the retailers have to realign their USP and make strategies to meet the current customer requirements. In the list first comes the store experience now that we are talking of cleaning India as a movement we need to ensure the same in a retail store which will immediately enhance the store experience. As in case here we will see the minimum things we would need to sell better and make the merchandise visible rather than other distractions. This paper is about exploring why and how to design the planogram for visual merchandising of the supermarket for regional indigenous retailers, by taking reference of the other retailers and also common merchandising techniques widely acceptable. The study was done by observation and feed back of the retail professionals. This is case of a retail store found in the main road where small changes can make customer experience better which can be used in other retail outlets also small, big, new, old anyone in such case. Research paper

105–139

Authors: Yashar Salamzadeh, Mehran Nejati, Yahya Heidaripourafshar

Challenges facing the customs organization continuously change its management system in different countries and customs managers face a large number of challenges. Globalization tendencies, increased technological developments, customer-orientation, decreased product life cycle, change in product nature, regionalism and competition diversity demand a new form of leadership. The managers, therefore, need to be prepared for administrating changes in dynamic environments. On the other hand, the organizations should also take the necessary actions in order to change and improve the current procedures; otherwise, they will jeopardize their existence and perpetuity because today the existence of organizations is threatened more than ever before. Considering the difficulties and bottlenecks of strategic planning, strategic thinking is used today as an important instrument assisting managers to solve problems and promote competitiveness and dynamics. The aim of this study is to investigate the impact of establishing e-customs on stretching strategic thinking. It is a survey study in terms of method where the statistical population is composed of all technical experts of IRICA in 2015, i.e. a total number of 650 cases 234 of which were selected through simple-random sampling using Krejcie and Morgan method. Data was collected using a researcher-made questionnaire. Its validity was confirmed through formal validation and its reliability was calculated using Cronbach’s alpha (0.726). All data was analyzed in SPSS 19. According to data analysis results, e-customs affects strategic thinking dimensions with a different influence on every dimension. The results showed that the impact of establishing e-customs on systems thinking, creativity, conceptual thinking, intelligent opportunism, and foresight was 15%, 17%, 17%, 13%, and 22%, respectively. Hence, it is proposed that managers pay special attention to foresight and then to creativity and conceptual thinking in organizations.