Estimating liquidity premia in the Spanish government securities market

This paper investigates the presence of liquidity premia in the relative pricing of assets traded on the Spanish government securities market. First, a classification of bonds into four different categories based on their degree of liquidity is proposed. Second, liquidity premia are estimated introducing liquidity parameters in the estimation of the zero-coupon yield curve. Results suggest the existence of a liquidity premium for post-benchmark bonds (both strippable and non-strippable). The size of this premium is relatively small. In the case of pre-benchmark bonds, the lack of liquidity does not seem to be priced. It is also shown that these pricing discrepancies are robust to the impact of taxes on bonds.     

Persistent gaps and default traps

We show how vicious circles in countries' credit histories arise in a model where output persistence is coupled with asymmetric information about output shocks. In such an environment, default signals the borrower's vulnerability to adverse shocks and creates a pessimistic growth outlook. This translates into higher interest spreads and debt servicing costs relative to income, raising the cost of future repayments, thereby creating “default traps”. We build a long and broad cross-country dataset to show the existence of a history-dependent “default premium” and of significant effects of output persistence on sovereign creditworthiness, consistent with the model's predictions.     

Exporting and Economic Performance: Firm‐level Evidence of Spanish Manufacturing

In a previous paper, Delgado, Fariñas and Ruano (2002) report TFP differences between exporters and non‐exporters on the basis of a sample of Spanish manufacturing firms. In this paper, we extend the previous analysis in three directions using a similar data set. First, we investigate additional economic performance differences between exporters and non‐exporters. Second, we measure TFP differences estimating production functions that control for unobserved heterogeneity and simultaneity bias. Third, we explore the self‐selection and learning‐by‐exporting hypothesis as explanations for the greater performance of exporters. With respect to the results, we confirm that many indicators of economic performance such as productivity, size, wages and innovation are greater in exporting firms. Furthermore, TFP differences between exporters and non‐exporters estimated with parametric methods are remarkably similar to those estimated using index numbers. Finally, performance differences and transition patterns between the export market and the domestic market indicate higher performance for entering exporters with respect to non‐exporters at the moment of entry. We find evidence of selection in the entry and the exit side of the export market. One of the basic results that we obtain indicates that after controlling for self‐selection, the productivity growth of entering exporters does not significantly change with respect to non‐exporters. As the evidence we find indicates no systematic changes in performance between non‐exporters and exporters after entry takes place, we do not confirm the learning‐by‐exporting hypothesis.     

Implementing the EU eco-scheme in the Netherlands: A results-based points system approach

The latest reform of the EU Common Agricultural Policy (CAP) aimed at making it more results-oriented in order to ensure the sustainability of the sector. From 1 January 2023, in the new policy framework, the European Commission introduced a new tool – eco-schemes. This tool presents several advantages compared to the former ‘greening’ since it includes more ambitious targets than the previous policy framework. Another difference with the previous system is that the eco-schemes focus on results rather than efforts, while creating some room for the EU Member States to design measures which take into account existing local circumstances and needs. For the implementation of the eco-schemes, the Netherlands has developed a menu-points-system. The Dutch system is a good policy improvement compared to the previous ‘greening’ measures. Nevertheless, due to its hybrid form, it does not yet lead to the best possible cost-efficiency measures. To achieve that, a ‘pure’ point-reward (instead of an effort-reward) should have been implemented. Another novelty of the Dutch eco-scheme policy is the development of a simulation tool, which can assist farmers to test different choices before they make their final decisions.     

Success factors in a CRM strategy: technology is not all

Organisations today need to create, maintain and reinforce relationships with customers. Customer Relationship Management (CRM) seems to have helped firms to better understand their relationships. However, past studies have looked at technology and customer orientations (COs) as key factors. This paper aims to analyse the simultaneous effect of Market Orientation (MO) (rather than CO), Knowledge Management (KM) and other organisational factors in order to explain how to implement a successful CRM. Findings suggest that MO and KM may influence CRM success. Data also suggest that particular organisational factors such as employees, leadership and specific know-how may be key factors in determining the success of CRM. For efficiency resource management, this paper recommends to focus not as much in technology, but on programmes for selection, training and motivation of employees which may enhance CRM objectives. Companies may also pursue a higher customer value by putting in place and reinforcing KM schemes in specific know-hows about CRM.     

The effects of perceived value on loyalty: the moderating effect of market orientation adoption

This paper aims to identify the moderating effect of service firms’ adoption of market orientation on key variables of consumer behavior, namely perceived value and loyalty. The study took a business-to-customer perspective. First, the adoption of market orientation was measured, from the firm’s point of view. Second, customer perceptions were analyzed, using the two variables perceived value and loyalty. The sample comprised 100 service firms and 572 of their customers. The present work provides original insights, identifying that the effect of perceived value on loyalty depends on other variables external to the consumer, such as the market orientation approach.     

Environmental factors and satisfaction in a specialty store

Given the intense competition experienced in the sector, retailers have been designing strategies to create an environment conducive to consumer satisfaction and purchase, particularly in supermarkets and hypermarkets. This paper develops a conceptualization of customer satisfaction based on field data collected in a specialty store, focusing on the relative importance of the environmental factors on satisfaction. The results show that the most important environmental determinant of customer satisfaction is the variety of products. The help from employees, lighting, layout and design also stand out from the set of stimuli considered.     

The Influence of Innovative Organizational Culture on Marketing Strategy Formulation and Results

ABSTRACT

This article's objective is to analyze the influence innovative organizational culture has on marketing strategy formulation and results, and how this relationship affects organizational performance. The theoretical basis lies in Menon et al.'s (1999 Menon , A. , Bharadwaj , S. G. , Adidam , P. T. , and Edison , S. W. ( 1999 ). Antecedents and consequences of marketing strategy making: A model and a test . Journal of Marketing , 63 , 18 – 40 .[Crossref], [Web of Science ®] , [Google Scholar]) model. The methodology included a survey with medium to large Brazilian companies in different sectors. The final sample consisted of 153 questionnaires that were valid for analysis. Techniques for statistical analysis including singular and multivariate methods were used, from which the relationships between constructs were established by structural equation modeling. Results show a positive relationship between innovative organizational culture, the marketing strategy process, and organizational performance. However, innovative culture does not have a direct influence on performance.