Entrepreneurship & Marketing eJournal最新文献

{"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":"The Impact of Brand Use on Innovation Performance – Empirical Results for Germany","authors":"D. Crass","doi":"10.2139/ssrn.2562300","DOIUrl":"https://doi.org/10.2139/ssrn.2562300","url":null,"abstract":"The market launch of product innovations is the most visible output of a firm's investment in innovation activities. To achieve this objective most efficiently, firms strengthen their technological capabilities, acquire external knowledge in a number of different ways, and optimize their innovation process. The success of a firm's innovation strategy has two dimensions: First, the ability of a firm to master the research and development process, leading to the market introduction of a product innovation. Second, the ability to turn the market introduction of a product innovation into commercial success. While a firms technological abilities make a product innovation possible, this product might face a lack of interest among potential customers after its market introduction. The introduction of a product innovation under a brand name might generate interest, adds credibility and reputation and has the potential for the firm to better appropriate the returns from its innovations. This paper investigates the role of brand use for the commercial success of product innovations, using a representative sample of German firms. The results show that firms can improve the odds of commercial success by pursuing a branding strategy. The market introduction of a product innovation is shown to be associated with 35% larger sales if the firm uses an established brand to introduce the product innovation into the market.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130235320","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":"A Stochastic Control Approach for Option Market Making","authors":"Sofiene El Aoud, F. Abergel","doi":"10.2139/ssrn.2491446","DOIUrl":"https://doi.org/10.2139/ssrn.2491446","url":null,"abstract":"In this paper, we establish a model for market making in options whose underlying is perfectly liquid. In our model framework, the stock price follows a generic stochastic volatility model under the real-world probability measure P. Market participants price options on this stock under a risk-neutral pricing measure Q, and they may misspecify the parameters controlling the dynamics of the volatility process. We consider that there is an agent who is willing to make markets in an option on the stock with the aim of maximizing his expected utility from terminal wealth at the maturity of this option. Since market impact is an important feature in the microscopic time scale and should be taken into account in high frequency trading, we study di erent forms of this function argued in the recent literature. Through the use of optimal stochastic control, we provide exact expressions of optimal bid and ask quotes of the market making strategy in the case where the agent is risk-neutral. Afterward, we suppose that the agent is risk-averse and wants to reduce the variance of the nal wealth. In addition, this agent tries not to accumulate a large inventory in order not to have a signi cant exposure to market risk. For this purpose, we perturb the utility function by a penalty on the variance of nal wealth and also on accumulated inventory. Using singular perturbation with respect to the penalty parameter, we provide analytic approximations of the optimal bid and ask quotes. In order to con rm our theoretical results, we perform Monte Carlo simulations of the optimal market making strategy in the case where the stock price process follows a Heston model. We show that the opti- mal strategy is more pro table than a zero-intelligence strategy. Besides, we highlight the e ects of the misspeci cation of the parameters on the performance of the strategy.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127646784","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":"Consumer's Perception for Visual Merchandising of Lifestyle Apparel Stores","authors":"Neha Mehta, P. Chugan","doi":"10.12966/IRJM.08.01.2014","DOIUrl":"https://doi.org/10.12966/IRJM.08.01.2014","url":null,"abstract":"In spite of having very good growth potential, retail in India is passing through turbulent times and therefore, differentiation becomes very essential. There are various players in apparel segment in terms of lifestyle format. These apparel players deliver almost the same thing as their competitors do. Hence, the only means of increasing footfalls and sales of the store is differentiating it in the terms of visual merchandising. The study is aimed to “find out perception of consumers for apparel retail outlet in Ahmedabad”. Results reveal as to why visual merchandising is important for strategic marketing decisions to increase the sales of the stores. The study will help store managers to improvise on the dimension a particular store is weak and consequently improve the perceptions of the consumers towards the store.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"132 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124280184","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":"Entrepreneurial Innovation: Killer Apps in the Iphone Ecosystem","authors":"Pai-Ling Yin, Jason P. Davis, Yulia Chhabra","doi":"10.2139/ssrn.2403624","DOIUrl":"https://doi.org/10.2139/ssrn.2403624","url":null,"abstract":"The mobile applications (apps) industry has exhibited rapid entry and growth in the midst of a recession. Using unique data from the iPhone application ecosystem, we examine how the development of \"killer apps\" (apps appearing in the top grossing rank) varies by market and app characteristics. We find that previous app experience and no updating increase the likelihood of becoming a killer game app, while more updates increase the likelihood of becoming a non-game killer app. Development opportunities, level of competition, and demand preferences are possible drivers of the opposing innovation process results in game and non-game markets.","PeriodicalId":344620,"journal":{"name":"Entrepreneurship & Marketing eJournal","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121320534","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}