Abstract
In an increasingly globalized world, companies face the challenge of expanding into foreign markets. In the internationalization process there are cultural, governmental, geographic and economic issues that can affect the success of the company in its implementation process overseas. Marketing strategies and the standardization or adaptation levels of each element of the marketing mix can be seen as critical success factors that directly affect business success in the new market. Companies must decide between adapting their marketing strategy to local markets or rather standardizing them globally. Some companies use as a competitive advantage the adaptation of their strategy (partially or totally) through knowledge of the culture of the country to which they are internationalized. Adaptation has been the key to success for a number of brands, and L'Oréal is one of them. This study intends to focus on the internationalization strategy and knowledge of the culture of the countries to which they are internationalized, applied to cultural differences. It also aims to highlight the importance of product innovation in consumer markets at present, and to analyse beauty satisfaction and tendencies amongst millennials.

Abstract
Innovation is increasingly more relevant to researchers. Following a literature review, which revealed that research on innovation processes in a country averse to uncertainty (e.g. Portugal), and thus inhibiting of innovation, is still lacking, a focus group was performed at a product development firm, as well as a survey of the firm's employees, with 48 valid answers. The case is of a firm which develops innovative products and services for the telecommunications and information technology market. The firm is situated in central Portugal and the focus group involved six employees - one from each operational department (pre-sales), plus two employees from sales. How innovation is managed at the firm was a main topic of discussion in the focus group. The results revealed a corporate culture focused on teamwork, where employees are free to innovate in areas not directly linked to their job description, and where innovative ideas, however disruptive, are welcomed. No formal or informal recognition is given, to more innovative employees, and there is a desire by employees to change this. At a firm where product innovation older than 24 months may no longer be seen to be innovation, numerous tools to promote innovation are used, namely: brainstorming, scrum, agile, focus groups, and design thinking. Operating in a business-to-business market, innovation is continuous and open, also involving, for example, universities. Business cases are constructed for each product, customers are surveyed for their satisfaction, all ideas are valued and none are rejected. Despite an innovation-welcoming atmosphere at the firm tact and common sense are still needed to communicate new ideas. External competition by rivals is considered at all times. Internal competition, between colleagues, however, is not seen to be healthy, and work is done towards the common good. Knowledge sharing platforms abound and include internal blogs, workshops, and the registering of projects on specific knowledge-sharing platforms. Finally, product pricing will depend on a number of factors, including the degree of innovativeness of the product in question. The main influence on pricing is, however, the market - an extreme effort must be made to make product prices fit in with what the market is prepared to pay for a technology.

Abstract
This article is a description of a growing community and movement taking place in Portugal related to open innovation. The testimonies of two principal promoters as well as the views of two career academics were gathered. Herein, the process is described whereby real corporate problems felt in industry and requiring a solution are brought for discussion and resolution by a community of motivated problem-solvers, who were carefully chosen for their skills and capabilities. Can this initiative become a mass phenomenon and can it be built up to attract [paying and sponsoring] corporations across Europe and from different continents? How can the events evolve to become mainstream? What capabilities and promotion are necessary forthat to occur? The promoters involved are entrepreneurs located in central Portugal and are seen to be forward-thinkers disrupting how innovation is seen and approached. In a society geared towards services and tourism the team is seeking to bring open innovation to the fore in a country also considered to be very creative and not lacking in creative talent - but which on the other hand is very traditional, collectivist, hierarchical, consensus-seeking, and where innovation may be resisted and change viewed with suspicion. In a 72-hour time frame where problem-solving participants are invited and gathered at a physical venue individuals surpass themselves and experience team work in a setting where all logistics issues are previously carefully thought out and taken care of - so as to provide for the best problem-solving environment possible. The open innovation initiatives (called Hackathons) involve the following: defining the challenges (we want challenges that define goals and purposes but that are open enough to let the team build something creative), defining the fit (each candidate can apply as a team or individually; candidates select their preferred area); building teams (the candidates are free to change teams and can even propose their own challenges; we encourage communication between the team elements and also the mentors). A three-day Hackathon involves: creating a team spirit; constant feedback; building an MVP (Minimum Viable Product); learning new things; sharing is caring.

Abstract
The market's evolution and ever-increasing competitiveness forces organizations to find new ways to reinvent themselves. According to the principles of the Service Dominant (SD) Logic, it is argued that Service Innovation depends on the participation of all the direct actors in any given organization, focusing on its employees as key elements for delivering the brand promise made to the consumer, regardless of any eventual direct contact between them. The success of organizations relies on their growth capability and, for this reason, the measurement of investments is fundamental to the business strategy. Thus, the tangibility of the Internal Brand Management (IBM) is essential in management decisions, only possible through the construction of Key Performance Indicators (KPI). Given the intangibility inherent to the processes of brand building, brand promise delivery and service co-creation, which are directly dependent on the definition of the business strategy, the present article proposes a method to create KPIs with the aim of understanding the alignment of employees in relation to the business strategy. Based on a literature review, which corroborates the relevance of the theme, a case study is presented on a multinational Business-to-Business (B2B) organization. Using a mixed methodology, the research is divided into two moments: 1) A qualitative analysis which a) Identifies the strategic categories of the organization being studied, b) Evaluates the focus given to those main categories through the most important internal brand dissemination documents and c) Organizes the Employee Satisfaction Questionnaire based on those same categories; 2) A quantitative analysis to evaluate the results of the alignment of the Employee Satisfaction Questionnaires' answers with those strategic categories previously referred to for the period 2011 to 2017. Therefore, it is suggested that all organizations have tangible information that allows the identification of KPIs to serve IBM. However, traditionally, there is no objective systematization of these indicators, which could lead to the measurement of the employees' alignment under this perspective.

Abstract
An innovative, forward-looking organization has a different kind of internal structure, different Marketing and a different way of processing things. Innovative organizations have methods and processes that help them avoid stagnation. In the 21st century we have embraced a whole new technological world. Communicating through social networks is a new phenomenon and organizations must follow this trend, otherwise they will not endure. Companies need to be close to clients and the best way to achieve this is by exploring the new tools that online social media provide (social media includes e-mail and social networks and other such applications). The way people are exposed to information and publicity suffered a real change, as nowadays almost everything is also advertised online. Internet usage and social networking will be the focus of this article. The main research question of this paper is: what is the impact of using social networks on the performance and competitiveness of organizations? This question is relevant since almost every company has access to the Internet, as do their employees. Social networks may also be used for professional purposes as networks that connect everyone to expedite and facilitate communication. On the other hand, social networks may influence productivity negatively. To better discuss the main issue, we will use a Portuguese company as a case study. Thus, we interviewed an employee at BRABBU - the head of the BRABBU Press & Communications department - to establish patterns in the usage of social networks for internal communication during working hours. BRABBU is an award-winning company which won the Best Viral Instagram award, in January 2018, attributed by the Maison et Objet. Furthermore, a sample of the general population was surveyed (we received 352 answers to the survey) to deepen the study of this topic and so as to ascertain whether people think that online social networks help or hinder business performance. The result was clear: social networks may be a great help for internal communication, but this does not replace human contact. Finally, this usage of social networks in the work environment has to reach a consensus amongst the younger generations (e.g. millennial, in favour of this usage) and older ones (e.g. baby boomers, not so receptive to new technologies).

Abstract
This study followed a mixed methodology - five semi-structured interviews were performed, and transcribed in full, with four senior lecturers and one administrative employee at the university; and a survey with 124 valid responses, answered by students of the university, was also conducted. The research question was the following: how does the University of Aveiro achieve its competitive advantage, in view of its competition in Porto, Coimbra and Lisbon, which are the three main geographical areas nearby? The University of Aveiro may also be seen, however, to be competing with other international universities, as the University of Aveiro is highly placed in the international rankings for young universities (the University of Aveiro was, in 2017, ranked 81st in the Times Higher Education Young University Rankings, for universities aged under fifty years). The resources, capabilities and key competences of the University of Aveiro, founded in 1973, were analysed. The results of the study indicate that 76% of the respondents of the survey chose the University of Aveiro as their first choice in their applications, which means that these students are following their first choice for their careers. The University has constructed its attractiveness around value innovation: its low price (not only for its annual fees, but also concerning the cost of living in the Aveiro area - in central Portugal), coupled to its superior and highly recognized teaching practices, its highly recognized research around its 18 research centres, its start-up incubator, its creative science park, its cooperation and knowledge transfer to society (via its many partnerships with different organizations), its multicultural environment (the University of Aveiro is a favourite of Erasmus students), its award-winning campus (in architectural terms), and its organizational culture geared towards the satisfaction of its students, as well as its organizational structure in a matrix format whereby the university is built around different and unique departments (for different functional areas of study) with each having a degree of autonomy, though being managed centrally by the university rectorate. The University of Aveiro is thus seen to be very entrepreneurial as it has remained flexible, dynamic, and principally open to new teaching methods.