• Selected
• Entire List

Abstract:
Marketing literature shows that the main sequences of strategic marketing planning and control processes do not have a strong network approach, since these sequences consider the company in a more individual approach. This article presents a new sequence of steps, which was applied as a Strategic Marketing Planning and Control framework in three companies and incrementally adjusted over a period of three years based on the observed results in three companies. This approach differs from other planning proposals in that it views the firm as part of a production network and it makes active use of inter-firm relationships and collective action tools in designing marketing activities. Many collective actions can be undertaken by firms that operate in the same markets, as competitors or as suppliers of complementary products. This research revealed a considerable desire among the firms to act jointly in their marketing actions.

Marketing, marketing planning, networks, collective actions

Abstract:
The literature shows that bounded rationality makes almost impossible to build complete contracts to manage transactions between companies. Furthermore, incomplete contracts generate opportunism problems from one of the involved parts and undesirable transaction costs that could be reduced if the process of building a contract were to be done with more details (exactness). In general, businessmen do not have the instruments to facilitate this process of building and students, who will deal with contracts in various moments of their professional lives, are not trained for this activity. This article provides a model that has been successfully used as a contract analysis tool in business networks focusing on marketing actions.

Contracts, networks, corporate governance, marketing

Abstract:
In the modern world, it has certain that system and network construction with inclusion of small producers, innovation and marketing will give to agribusiness the chance to reduce unemployment and poverty in developing countries. These concepts of transnational systems (chains) have come for good bringing with them coordination, transaction costs and uncertainty reduction, control and value creation, being able to benefit production in Brazil. Therefore, how important is studying and formulating a strategic planning and management of production systems (chains) method, which is the objective of this study. For this, a theoretical framework was made, with a literature review on production systems (chains) and networks in agribusiness, strategic planning and management methods, collective actions and contracts, and an empirical application, with the understanding of collective actions identified for solving coordination problems in three Brazilian production systems (chains) (wheat, orange, and milk).

The main objective of this paper is to enable readers to identify and to analyze in a systemic way a production chain (or Agribusiness System - AGS). For this purpose the method of Strategic Planning and Management for Production Systems (chains) Aiming Competitiveness will be displayed, partially applied in this book to the Milk production system in Brazil. The broaden vision of the Milk AIS will allow us by means of the analysis of the relationships between operating players, the identification of critical points in the coordination of this production system and later the formulation of collective actions that benefit the system as a whole.

Strategic Planning, Chains, Demand Driven

Abstract:
An interesting opportunity exists to discuss argibusiness projects to be implemented in poor regions. This chapter presents a method that suggests four fundamental dimensions to be inserted in agribusiness projects and to be used by governments and development agencies for attracting the right investments. The first dimension is related to the technical and economical viability; the second one is related to organizational aspects, the players' ability to efficiently coordinate their transactions. The third one relates to business competitiveness and the fourth dimension is environment sustainability. Emblematic cases leading to the proposed method are presented. Finally, results from implementing the method through project done by PENSA (Agribusiness Intelligence Center) together with CODEVASF (Sao Francisco and Parnaiba Rivers Valleys Development Agency) are presented and discussed.

Emerging Markets, Growth, Business Practices, International Business, International Marketing, Developing Country, Transitional Economies

Abstract:
The Kyoto Protocol was approved in February 2005 and the carbon market without rules, played by pioneer companies interested in learning how to do with their corporate image, started working towards a formality. As Certified Emissions Reduction (CER) market has already established Institutional Environment, it is interesting to study, based on the Transaction Cost Economics (TCE) theory, how the transaction costs induce alternative ways of production, in particular the contracts between private companies, with CDM (Clean Development Mechanism) projects, and the commercialization channels developed by multilateral organizations. For this, the research uses the case studies method to obtain private information about the transactions of CER, and their contracts between Brazilian companies and a multilateral organization, the World Bank. A result is that, in contrast with the spot market relationship, the Brazilian CDM projects benefited - in terms of reduction of transaction costs - with the CERs transactions (contracts) involving the World Bank since this bank does all distribution channel functions except the acquisition of CERs property rights.

Kyoto Protocol, Clean Development Mechanism, Transaction Costs Economics, Distribution Channels