Secondly, there are the media campaigns. A media campaign has the ultimate goal of enhancing the company's communications with the customers, but the particularity that only the message of the company is send throughout the campaign; nevertheless, the message sent by the organization is a strong one and appeals to the customer base through the fact that it states the company's ability to serve the particular needs of the clients (Bartels and Nelissen, 2002)
Offering incentives to the staff members is probably the most important part of the human resource management policies and strategies. Examples of employee incentives include premiums and bonuses, flexible working schedules, promotional opportunities, acceptance of cultural diversity, healthcare coverage, employee empowerment and so on (Bruce, 2002)
HRM objectives are generally achieved once the individual goals of the employees are united with the overall goals of the economic agent. There are four primary dimensions of human resource management, generically referred to as organizational integration, employee commitment, flexibility and quality (Clark, 1993)
Online marketing improves the communications with customers and appeals to customers all around the globe, regardless of geographical or temporal limitations. Today, online marketing practices are becoming more aggressive and are beginning to bother the customer, meaning that future actions will have to introduce ethical decisions within the practice (Gauzente and Ranchhoh, 2001)
Telecommuting materializes in a wide number of advantages, such as increased employee satisfaction, enhanced levels of productivity, lower employee turnover rates and the adjacent reduced costs with the staff members (Solomon, 2000). The main challenge however is that of ensuring the leadership of a decentralized workforce (Gibson, Blackwell, Dominics and Demerath, 2002)
3. Strategic Marketing In its most generic form, marketing is understood as a set of sustained efforts that strive to identify and serve customer needs in a means that generates revenues for the organization (Kotler, Armstrong, Wong and Saunders, 2008)
Once here, they would also be introduced to other advertising materials. The applicability of interactive marketing remains reduced, but is expected to increase throughout the next years (McQuade, Waitman, Zeisser and Kierzkowski, 1996)
In a more formal presentation however, a competitive advantage is depicted as the "unique source of value that the organization offers its customers. It explains why an identifiable group of customers […] will prefer its products or services to those offered by other organizations" (Phills, 2005, p
Additionally, the research of the market identifies marketing strategies implemented by the competition and as such constitutes the basis for the future development of even more competitive actions. The modern challenge of market research is that the actions include far too many technologies, due to which customers are required to press several buttons or "jump through voice-activated hoops" (Rylander and Provost, 2006); this feature significantly reduces its benefits in the meaning of increasing the frustrations and dissatisfaction of the customer base
Training was historically offered on the job, to the novice employee, by a more specialized staff member. Today however, as the needs of the society evolve, training programs are offered by specialized organizations and the practice is gaining the status of advanced on the job education (Shah, Sterret, Chesser and Wilmore, 2001)
Finally, there are the telecommuting processes, which are the direct outcome of the technological revolution; as more and more people work on computers and dependent on the World Wide Web, employers reveal a reduced necessity to ask staff members to come to the office every day. Telecommuting materializes in a wide number of advantages, such as increased employee satisfaction, enhanced levels of productivity, lower employee turnover rates and the adjacent reduced costs with the staff members (Solomon, 2000)
Similar to the broader concept of HRM, the concept of organizational culture has yet to be pegged to a clear and universally accepted definition. Julia Vorholter however pinpoints to the fact that the corporate culture "consists of a clearly identifiable but constantly changing group of members […] having material, social, and spiritual components […], being shaped by the organization's members, but at the same time influencing the members so that some elements of the culture remain stable over long periods of time [and] being influenced by external factors such as time, space and the institutional environment" (Vorholter, 2009, p
A successful business strategy is grounded in the ability to predict the future or at least win the argument about what the future will look like (Kearns, 2010). For business leaders it needs to be about creating value, namely the greatest possible value, from all capital resources at their disposal, and this includes the crucial component of human capital (Aston, 2010; Becton & Schraeder, 2009; Gross, 2004; Leopold, 2010; Kearns, 2010; McKinsey, 2011; Odden, 2011)
Still the complexity and challenge it presents is well worth it for the sake of future success in a competitive marketplace. One of the things that limit human resource business strategies is the inability of leaders/executives to understand how human capital impacts the bottom line (Becton and Schraeder, 2009; Odden, 2011; Leopold, 2010)
Strategic Human Resource Management: Business Strategy Every business requires human resources that require substantial attention when cultivating and maintaining a successful business strategy. A successful business strategy is grounded in the ability to predict the future or at least win the argument about what the future will look like (Kearns, 2010)
There are merits to both approaches. An article in HR Magazine, published by the Society for Human Resource Management, discusses this issue (Krell, 2015)