Examining the Longevity of New Agency Accounts: A Comparative Study of U.S. and U.K. Advertising Experiences

Abstract

Since the typical account longevity is short, agencies should anticipate their likelihood of loss, seek to forestall and invest in their client relationships. A model is proposed for examining account lifetimes, which can offer guidance on the likely retention of future accounts. The impact of agency structural characteristics on longevity is also examined, and compared for both U.S. and U.K. markets. Results for both markets indicate that cumulative account dissolution increases at a decreasing rate over time. Greater account longevity is associated with larger agency size (both in terms of agency billings and employees), and agency age but not with stability of billings growth. Evidence suggests that several structural characteristics of agencies reflect the motivation and / or ability to maintain accounts.     

The Firm as a “Community of Persons”: A Pillar of Humanistic Business Ethos

The article starts by arguing that seeing the firm as a mere nexus of contracts or as an abstract entity where different stakeholder interests concur is insufficient for a “humanistic business ethos”, which entails a complete view of the human being. It seems more appropriate to understand the firm as a human community, a concept which can be found in several sources, including managerial literature, business ethics scholars, and Catholic Social Teaching. In addition, there are also philosophical grounds that support the idea of business as a human community. Extending this concept, and drawing from some Phenomenological-Personalist philosophers, we propose that the firm should be seen as a particular “community of persons” oriented to providing goods and services efficiently and profitably. Being a “community of persons” emphasizes both individuals and the whole, and makes explicit the uniqueness, conscience, free will, dignity, and openness to human flourishing. This requires appropriate communication about and participation in matters which affect people’s life, and makes it essential to cooperate for the common good of the business firm and the society.     

Corporate Ethical Policies in Large Corporations in Argentina, Brazil and Spain

This paper examines the status of Corporate Ethical Policies (CEP) in large companies in Argentina, Brazil and Spain, with a special emphasis on Corporate Ethics Statements (CES), documents that define the firms’ philosophy, values and norms of conduct. It is based on a survey of the 500 largest companies in these nations. The findings reveal many similarities between these countries. Among other things, it emerges that most companies give consideration to ethics in business and have adopted some kind of formal or informal ethical policies. Regardless of whether or not they have a CES, companies agree that ethical conduct must be taken into account when selecting, appraising and promoting personnel as an important ethical policy. There is a growing tendency to draw up formal corporate ethics documents. These documents are perceived, first and foremost, as supporting the development of corporate culture. Most respondents believe that primary responsibility for ethical issues in the company rests with the CEO. Finally, the findings indicate that most companies that devote more resources to communicating and implementing CESs have two or more formal ethics documents. The main differences between the countries included in the study concern the emphasis given to specific aspects, such as avoiding misconduct or taking ethical criteria into account when selecting personnel. The emphasis is greatest in countries where corruption seems most prevalent.     

Integrating Personalism into Virtue-Based Business Ethics: The Personalist and the Common Good Principles

Some virtue ethicists are reluctant to consider principles and standards in business ethics. However, this is problematic. This paper argues that realistic Personalism can be integrated into virtue-based business ethics, giving it a more complete base. More specifically, two principles are proposed: the Personalist Principle (PP) and the Common Good Principle (CGP). The PP includes the Golden Rule and makes explicit the duty of respect, benevolence, and care for people, emphasizing human dignity and the innate rights of every human being. The CGP entails cooperation to promote conditions which enhance the opportunity for the human␣flourishing of all people within a community. Both principles have practical implications for business ethics.     

Catalan firms and the distribution of products in Europe

The food industry sector has seen major changes in the ways it needs to compete. Spain became linked to the European Community in the early 1970s by an adherence treaty which regulated food exports to the member countries. Subsequently, when Spain became a full European Community member in January 1986, both exports and imports to and from countries (Mediterranean or otherwise) became regulated. There had not previously been a tradition of trade links with most of these countries. After 10 years of full coexistence with the other European members, it is possible to test the effect of free circulation of goods, the major presence of community multinationals in the markets, the restructuring of the food industry sector, and the penetration of Spanish products in European markets. At present, the objectives of economic convergence contemplated in the Maastricht Treaty call for the control of macroeconomic variables (particularly inflation) which affect the food industry (by virtue of its special characteristics) far more than the remaining sectors because of its peculiarities. This paper is a summary and extension of a broader study conducted by Lourdes Viladomiu (Universitat Autònoma de Barcelona), María de los Angeles Gil Estallo (Universitat Pompeu Fabra), Jordi Melé (Universitat de Barcelona), and Manuel Cantos (Universitat Pompeu Fabra) financed by the Fundació Empresa i Ciència of the Universitat Autònoma de Barcelona.     

Innovative Ireland—technological,industrial and societal challenges

The aims of this paper, from a perspective of the public sector, are (1) to provide a brief background scan of contemporary society, particularly the new challenges for technological, industrial and societal change, (2) to outline in passing some needs for and implications of innovative and entrepreneurial activities, and (3) by so doing provide a perspective on educational and related needs.The thesis of this paper is that Irish society, by virtue of its historical record, its cultural values, its educational and industrial performance and its human resources, is well placed to develop rapidly under contemporary conditions of change. Underlying this proposition is the assumption that the formal educational system from primary to tertiary levels including continuing education has a major role to play in contributing to maximising this economic and social development opportunity.     

Organizational Humanizing Cultures: Do They Generate Social Capital?

An organizational culture can be defined as "Organizational Humanizing Culture" if it presents the following features: (1) recognition of the person in his or her dignity, rights, uniqueness, sociability and capacity for personal growth, (2) respect for persons and their human rights, (3) care and service for persons around one, and (4) management towards the common good versus particular interests. Current findings and generalized experience suggest that an organizational culture with these features tends to bring about trust and associability, which are basic elements for social capital (a sort of asset embedded in the relationships of individuals, communities, networks or societies).