Entrepreneurship & Marketing eJournal最新文献

{"title":"Private Label in Marketing and its Importance","authors":"S. Guliyev","doi":"10.2139/SSRN.2580087","DOIUrl":"https://doi.org/10.2139/SSRN.2580087","url":null,"abstract":"Private labels are referred to as home brands, own brands, own labels, store brands, retailer brands and probably more. Kumar and Steenkamp (2007) define a private label “to be any brand that is owned by the retailer or the distributor and is sold only in its own outlets”. Therefore brands such as IKEA, Gap and H&M, Next, Tesco, Asda, Woolworths Select and Coles SmartBuy are private labels because they are sold only in their own stores and their products are not sold through any other outlets. It is also possible to observe such kind of private labels in some Azerbaijani companies, such as Azersun Holding and Azersun’s private labels are sold in its own retail named Bazar Store.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128669418","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring the Contribution of Innovation Intermediaries to the New Product Development (NPD) Process: A Typology and an Empirical Study","authors":"Gabriele Colombo, C. Dell’Era, F. Frattini","doi":"10.1111/radm.12056","DOIUrl":"https://doi.org/10.1111/radm.12056","url":null,"abstract":"In the ‘knowledge economy’ upheld by the European Lisbon strategy, knowledge‐intensive services are considered a key driver for innovation and competitiveness. A category of knowledge‐intensive services that has become of utmost importance in the last few decades is new product development (NPD) services, which interconnect distant knowledge domains with the client firms. In addition to NPD service providers, web‐based innovation intermediaries have started to help innovative firms access dispersed bodies of knowledge. Despite the heterogeneity of their characteristics, however, a clear typology of the strategies used by traditional NPD service providers and web‐based intermediaries to interact with their knowledge sources and with their clients is missing. This typology would be very useful for those firms that are willing to collaborate with innovation intermediaries because it could highlight the typologies of NPD problems different intermediaries are apt to address and the managerial challenges that working with them entails. Developing such a classification framework is the main goal of this paper. The typology proposed in this paper suggests that innovation intermediaries should be distinguished based on the following: (1) the way they access their distributed knowledge sources and (2) the way they deliver value to their clients. By combining these two dimensions, four categories of innovation intermediaries are identified, which are named brokers, mediators, collectors and connectors. A multiple case study analysis involving four innovation intermediaries and 12 of their clients is presented in the paper. The analysis provides exploratory insights into (1) the typologies of NPD problems that each class of intermediaries addresses and (2) the managerial challenges that working with each of them entails. These preliminary findings call for further theoretical and empirical research into the complex interaction among innovation intermediaries, their dispersed sources of knowledge and their clients.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"115 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132795568","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Service Innovation through Networking and Value Co-Creation. Some Empirical Evidence from Hotel Industry","authors":"Valentina della Corte, C. Cascella, Giovanna Del Gaudio, Enrico Di Taranto","doi":"10.2139/ssrn.2556253","DOIUrl":"https://doi.org/10.2139/ssrn.2556253","url":null,"abstract":"The purpose of this research is to study deeply innovation in service through networking strategies. In tourism sector, it is extremely interesting to study collaborative relationships even among competitors, in a general scheme of value strategy co-planning, typical of coopetition. We propose a theoretical model which deepens its roots on resource-based theory (RBT) with a service-dominant logic (SDL) perspective. In this direction, “relational view” and coopetition logic (game theory) are considered in value co-creation, applied to service innovation in hotel high quality management. This provides a fresh theoretical platform to examine aspects of entrepreneurship and improve theorising. Our theoretical framework can represent a possible tool in terms of strategic decisions’ support systems. This framework can be adopted to evaluate networking initiatives’ efficacy both in service innovation and in value-co-creation, with a set of advantages for the single firm as well as for the whole system (destination). The originality of this paper concerns its capacity of considering the issue of service innovation in a network perspective that involves RBT, SDL and coopetition.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-01-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115467275","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Market Segmentation Strategies Used by Chloride Exide Kenya Limited as a Competitive Advantage Tool","authors":"J. Yabs","doi":"10.2139/ssrn.2489581","DOIUrl":"https://doi.org/10.2139/ssrn.2489581","url":null,"abstract":"Market segmentation used as a strategy by firms can enhance their profitability and increase their competitiveness. Chloride Exide Kenya Limited has used it to target particular sections of the market and introduce specific products. A firm’s relative position within its industry determines whether a firm’s profitability is above or below the industry average. The fundamental basis of above average profitability in the long run is sustainable competitive advantage. Competitive advantage is a position that a firm occupies in its competitive landscape. A competitive advantage, sustainable or not, exists when a company makes economic sense that is, their earnings exceed their costs (including cost of capital). That means that normal competitive pressures are not able to drive down the firm’s earnings to the point where they cover all costs and just provide minimum sufficient additional return to keep capital invested. Most forms of competitive advantage cannot be sustained for any length of time because the promise of economic rents drives competitors to duplicate the competitive advantage held by any one firm (Porter, 1980).Market segmentation was found to influence the demand for products and services: in that different market segments had tailor-made products and services. The company’s segmentation strategy considered the customer’s needs, the purpose for their use for example power back-up systems ranging from the powering of lights to powering the computers and other electrical appliances. The findings indicate that the company offers a variety of products and services that might not be required by all customers thus they identity each markets’ needs; groups/segment these needs into a ‘market’ and position their products and services. The company’s segmentation is also helped by its wide branch network which covers a wide part of the country. The company covers corporate clients, hotels and hospitals that power backup systems for uninterruptible operations of their firms. It uses cluster system to analyze their customer base, target direct-mail campaigns and select branch locations through which it positions its product to the targeted segments. Apart from religion, it was established that personality, personal values and psychographic/lifestyle determined market segmentation.The study established that market segmentation leads to provision of lower prices, greater benefits and services that justifies the higher price. Lower prices offered by the company attract more clients thereby increasing clientele base. Provision of additional benefits such as longer warranty periods and presentations on how their products are supposed to work, targeting high income earners. This has helped give the company a competitive advantage. The study also established that market segmentation ensured customer retention as varied customer needs are catered for; lower prices for retail banking, shorter queues and personalized attention. The study indicated that the ","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133413744","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Creative Industries Internationalization Strategies of Selected Countries and Their Policy Implications","authors":"Jeong-gon Kim, Eunji Kim","doi":"10.2139/ssrn.2488416","DOIUrl":"https://doi.org/10.2139/ssrn.2488416","url":null,"abstract":"Along with the emergence of knowledge-based economy, importance of nonvisible production factors, such as knowledge and creativity is broadly recognized. With the spread of such recognition, the concept of creative industries, which includes cultural industries and contents industries, and even IT and R&D services, has been diffused over the world. Identifying creative industries as an industrial sector, which is composed of heterogeneous sub-sectors, countries have come to find that creative industries are new sources of job creation and have the potential to lead cross-industry innovation. For the case of Korea, creative industries take a large portion of the economy, and become a new growth engine. For example, cultural contents industries' value-added (KRW 33 trillion and 410.4 billion) accounts for about 2.7% of the GDP. If information industries, such as software as well as R&D and ICT equipment are included, their portion in the GDP reaches 7.1% in 2011.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131278349","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Success of Shopping Malls Lies in the Hands of Mall Developers: A Study","authors":"Prof. N.H. Mullick","doi":"10.17010/IJOM/2013/V43/I6/36391","DOIUrl":"https://doi.org/10.17010/IJOM/2013/V43/I6/36391","url":null,"abstract":"In India, out of the 12 million sq.ft of Indian shopping centre space planned for opening in 2012, only about 60 percent was expected to be complete (JLLS) because of the huge delay in mall projects in India's biggest cities. There is a stress even in the business model as it is getting a bit expensive. Real estate prices and construction costs are rising, but the retail business is not growing enough to absorb these costs. Retail rents are down by 30 to 40 percent as compared to the peak of 2008 (CRISIL). Shopping malls, therefore, cannot mushroom without analyzing the basics like the catchment area, the spending power of the demography, and its business potential. The malls have to be situated in places where there is scope for shopping. Innovation is ,therefore, necessary and the retailers must be encouraged to enhance their diversity of services, and food and entertainment options must be encouraged rather than enhancing the size of the mall/retailer engagement. Better mall management must create ambiance and a hygienic and a clean environment must be created for family members to enhance the loyalty of the consumers. The present study is based on the multiple drivers of growth and the issues being faced today by these shopping malls when more are coming up, but they are not able to find the right rentals, nor the required footfalls. A total marketing effort has to be made by these upcoming mall developers to make their ventures a success.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116313948","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Barriers to the Upgrade Cycle in a Commodity Process Industry: Evidence from the UK Packaging Industry","authors":"C. Simms, P. Trott","doi":"10.1111/radm.12047","DOIUrl":"https://doi.org/10.1111/radm.12047","url":null,"abstract":"Attempting to move away from commodity based products into higher value added ones remains one of the key challenges for R&D Managers. This paper explores these challenges with evidence from a case study with a UK packaging manufacturer. The paper contributes to Lager (2000) and Lager & Blanco’s (2010) model of the product degradation-upgrade cycle. The paper presents the findings of a longitudinal three-year research project with one of the largest packaging manufacturers in Europe. Five barriers facing R&D are identified when attempting to move away from commodity products.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128583095","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Service Innovation in Product-Centric Firms: A Multidimensional Business Model Perspective","authors":"Daniel Kindström, C. Kowalkowski","doi":"10.1108/JBIM-08-2013-0165","DOIUrl":"https://doi.org/10.1108/JBIM-08-2013-0165","url":null,"abstract":"Purpose – This article aims to investigate the nature and characteristics of business model elements required for successful service innovation. The authors examine which unique resources and capab ...","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"107 6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130532854","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Impact of Visual Merchandising on Impulse Buying Behavior of Consumer: A Case from Central Mall of Ahmedabad India","authors":"Neha Mehta, P. Chugan","doi":"10.13189/UJM.2013.010206","DOIUrl":"https://doi.org/10.13189/UJM.2013.010206","url":null,"abstract":"Apparel industry in India is booming and there is fierce competition among various players in apparel segment in terms of lifestyle format. The study is aimed to find out impact of various dimensions of visual merchandising on impulse buying behavior of the customers visiting “Central Malls”. Four dimensions of visual merchandising viz. window display, in-store form/mannequin display, floor merchandising and promotional signage are studied and its impact on impulse buying behavior is found out. The results reveal that certain dimensions of visual merchandising do affect impulse purchase. Hence, visual merchandising is important for strategic marketing decisions to increase the sales of the stores. The full paper is uploaded for the ready reference of the researchers. The copyright of the paper rests with the publishers who have made full paper available on the internet. For the commercial use of this paper permission from the publisher is needed.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"49 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126853461","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Social Media for Start-Ups - An Effective Marketing Tool","authors":"Vidisha Sharma, V. Bharathi","doi":"10.2139/SSRN.2333262","DOIUrl":"https://doi.org/10.2139/SSRN.2333262","url":null,"abstract":"Social computing involves the use of online social media tools such as Facebook, Twitter, YouTube and LinkedIn to reach consumers in innovative ways. Businesses of all types are getting involved in social media in an attempt to reach to a new audience and reinforce their ties with existing customers. As one is starting a new business, the major concern is with creating a product or service offering, finding first customers, building partnerships to help grow more quickly and ensuring one has enough money to sustain the company. The question in hand is, does social media play a role in helping one get their business off the ground. Is it worth investing your time in social media early in your start-up? Do social media really make a difference in marketing efforts?The purpose of this study is to investigate how marketing efforts in social media can be successful in attracting customers for start-up companies. It also tries to understand how an owner of a start-up, recognize using social media to grow its business and uses social media to engage with its customers. The paper has shown that Facebook is more efficient and that social media is effective in spreading word-of-mouth and communicating with customers. This was reinforced by several case studies and two live start-ups which were examined. As a result, suggestions for social media marketing strategies are recommended to the companies. The conclusion of this study is that Facebook is an effective tool for start-up companies, to reach new consumers and also to retain current customers.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115695901","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}