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In this article, the authors highlight that CSR (corporate social responsibility) is a
progressively vital element in achieving and maintaining the competitive edge. They observe that
most firms have incorporated pro-environmental and pro-social initiatives. However, the authors
ask whether those types of initiatives can be beneficial to the company while strengthening its
competitive advantage. They give an example of TATA Companies Workout in 2001, where the
CEOs have jointly developed a unified attitude to integrating a sustainability approach into their
people, processes, as well as systems. They further note that in 2007, the TATA leader’s efforts
led to the introduction of a Leadership Protocol to support systemic personality and legacy path
for the group’s next generation leadership. The authors demonstrate inclusive approach can
The authors ask why few companies do business the TATA way. First, every TATA
employee regardless of the ranking deeply values their leaders, which directs them for each new
project in the company. Secondly, they observe the group has have developed a mutual
obligation to growing healthy connections between their ethics and business practice by putting
everyone in the same level and finding mutually beneficial bonds between them. The authors go
ahead and state that the group cares much because it is their way of doing business and they have
trusted staff that is expected to perform their duties and volunteering keeping the society in mind.
Their employees don’t do their tasks because it pays, but because it is important to their business
model, the company’s legacy, and personal development as leaders. This element fosters strong
two-fold approach at TATA. First, Index inspires a positive application of their business model
to foster a positive environmental and social impact. Secondly, their leadership profile to
sustainability guides their individual paths to generate a moral phase of improved reputation and
goodwill.
According to this article, the market relation is reshaped structurally in the perspective of
marketing. The authors observe that there is a new and shaped marketing paradigm which causes
management changes through the evolution to strategic marketing and changes in the particular
A mature market relation means that in the modern economy, offer is a result of a good
knowledge in demand which aims at satisfying demand leading to the main aim of any economic
activity which is making profit. From the author’s opinion, the future development of trade
relations will come with new approaches and differences form a management perspective and
The author notes the restructuring of the trade relation in the contemporary economy was
as a result of the institution of strategic marketing to adjust to its demand offer and the
satisfaction of customer needs, and make profit. The author cites Gregory. P’s observation that
new developments have already materialized in the marketing era which he divides into three
stages. The first stage is the customer orientation which marketing was a way of examining
consumer’s needs to define the offer of the company in terms of product, price, and distribution
according to the needs, and the appreciation and distribution of this offer through promotional
strategies. The second stage is the orientation towards the consumer and the environment, and
the third stage which is mega-marketing which calls for a broader marketing scope to satisfy the
The author addresses the topic of marketing in a digital economy whereby she is
convinced the trade relation will experience new developments created by the information and
communication technologies in this new digital era and the companies that will adopt them will
definitely survive. She notes that most companies are currently experiencing the problem of
surviving in the market. She acknowledges that companies which consider that competition will
change, forecast the changes will be present in customer’s, and have the capacity to identify the
existing opportunities in the market, know how to avoid risks, and have staff motivational
mechanisms in place, will succeed in the market. The author advises that a company must think