Author: Adrian Moraru

Introduction. The evolution of Romanian advertising is also deeply connected to its identity on the European market, especially to being recognized as a re-born industry after the Communist Era. From another viewpoint, the present study attempts to reveal whether the departmental organization of advertising agencies visibly changed in order to more effectively meet clients’ demands.

Aim of the study. This paper aims to present the opinions of Romanian advertisers on the local industry from two viewpoints: the evolution of advertising after 1990 with regards to brand development, and the attempt of advertising agencies to balance change and stability during the economic crisis. Regarding the first aspect, the study emphasizes the way the Romanian market has developed in terms of local and global brands, revealing the most successful brands and campaigns delivered by the local industry and the significance of local brands to advertising professionals.The evolution of Romanian advertising is also deeply connected to its identity on the European market, especially to being recognized as a re-born industry after the Communist Era. Regarding the second issue of the present research, the study attempts to uncover whether the internal organization of advertising agencies progressively changed in order to more effectively cater to client needs.
Keywords: advertising agency, consumer, communism, democracy, identity

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Introduction. The manager is the key element in the process of information analysis inside a firm, especially because this process is used to make vast decisions, from strategic decisions to the most detailed tactical movements. It is a process that can reach all company’s departments and make them more efficient. The process’ success and its completion in order to create intelligence depends, first of all, on the manager’s ability to carry out the five competitive intelligence process activities and to act accordingly at each stage. Also, the manager’s response speed can make the difference between the success of an action to capitalize on the results of information analysis and its failure.

Aim of the study. Therefore, the paper will emphasize the importance of management functions and, especially, their particularities regarding the information analysis process and the competitive intelligence cycle. In the end, those particularities might be more important than the process itself, since the quality of the result depend drastically on the way tasks are distributed and managed. Last but not least, the manager should be able to make the distinction between regular activities and the ones defining the competitive intelligence process, in order to reach to desired objectives in an efficient manner.
Keywords: information analysis, intelligence, management functions, competitive intelligence process, competitiveness
JEL Clasification: D83, M11, M15

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