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This paper aims to examine the potential for adjacent brands to influence sales of a focal brand. Specifically, this paper examines whether the type of adjacent brand (market leader or non-market leader competitor) and its promotion (featuring or discounting) have an effect on sales of a focal product.

Store-level scanner data supplemented with in-store audits are used.

It is demonstrated that adjacent brands and their specific marketing activities influence focal brand sales in specific ways, and that market leaders have a disproportionate and different effect than other competitors on the sales of adjacent brands.

Recent marketing research has suggested that brand activities such as featuring and discounting and in-store environmental stimuli such as shelf allocation and displays can have an important effect on category and individual brand sales. Prior work in this area, however, has not explicitly considered the potential influence of relative shelf positions (i.e. adjacencies) on brand and category sales.

The purpose is to have appropriate planning for reducing costs during the procurement process and increasing profits during the sales period in a supply cycle at a retail store. To make the proposed model practical, efforts have been made to implement the existing constraints in a business environment and legal factors.

To achieve the objectives of this research, a mixed-methods approach was employed. Initially, sales data was collected, and industry experts were consulted to identify key products. A mathematical model and a particle swarm optimization algorithm were utilized for simulation and optimization. Furthermore, time series forecasting techniques were employed to estimate demand accurately.

The findings of this research emphasize the importance of considering all factors affecting costs simultaneously when utilizing tools to reduce costs during the planning period. It was observed that certain tools, which individually have a favorable effect on costs, may collectively result in an increase in costs over the examined period. This highlights the need for a comprehensive and integrated approach to planning.

The business environment and legal factors in each country are among the factors that affect the performance of retailers, which has received less attention in previous research. This research aimed to address this gap by considering various factors. However, it is important to note that the proposed model has been investigated in research in hypermarkets and is applicable, but it cannot be generalized to other retailers.

Applicability and consideration of new limitations in simulation along with consideration of the complete process from buying to selling goods.

The learning outcomes of this study are as follows: investigate a story of growth in a volatile emerging market environment; and discuss strategy development in a stagnating, highly competitive market.

In October 2017, Pavel Titov, the owner and Chairman of the Board of Directors of Abrau-Durso Group, assigned a large international consulting firm to assist him in the development of a new corporate strategy. It was 11 years since the Titov family had taken over the then-struggling iconic sparkling wine manufacturer. The Titovs invested heavily into the enterprise with the dream of reviving the century-old brand, and turned the company around: in 2017, Abrau-Durso was the No. 1 sparkling wine brand in the Russian market. However, the shareholders wanted the company to grow further and believed that it was possible to generate more value. How could the company continue growing and increase its value at a time when the wine market was stagnating and the Russian economy was going through a rough period?

Masters level (MBA, Executive MBA).

Teaching Notes are available for educators only.

CSS: 11: Strategy.

This paper argues that when incumbent firms counter disruptive threats head-on, they may fail to develop the required new skills. This paper aims to propose an adjacent strategy which proved useful to Fujifilm to counter disruption of its core business of manufacturing photographic film.

The study uses an inductive methodology. Based on a detailed case study of Fujifilm, the study proposes two frameworks: for the conditions under which an adjacent strategy is likely to be fruitful and how firms can make the strategy work in their organizations.

The study finds that an adjacent strategy can be useful to firms under specific circumstances. Not only will the strategy help to counter decline in the core business, but it will also open up new avenues of growth. The success of the strategy requires significant efforts in aligning the leadership and the organization, however.

The frameworks proposed in the study can be useful to incumbent firms in many industries as they battle new disruptive business models and players.

The study’s key argument that incumbent firms can leverage skills from their core business is novel. The study also proposes frameworks that can help firms decide whether an adjacent strategy is appropriate for them and how they can implement it.

In the flip‐chip technology (FCT) used in current microelectronic packages, a Ni‐based under‐bump metallurgy (UBM) is widely used due to its slow reaction rate with Sn. In this study, solders joints of eutectic Pb‐Sn with a Ni UBM were employed to investigate the intermetallic compound (IMC) formation after aging at 150°C for various periods of time.

The compositions and elemental re‐distribution in the IMC formed due to the interfacial reaction between the Ni/Cu UBM and eutectic Sn‐Pb solders were evaluated with an electron probe microanalyzer. The interfacial morphologies were revealed with the aid of a field‐emission scanning electron microscope through a special etching technique.

At the centre of the chip side, two IMCs were found between the solder and Ni metallization. The scalloped‐like IMC was determined to be (Cu, Ni)₆Sn₅, while the nodule‐like IMC was (Ni,Cu)₃Sn₄. However, at the edge of the chip side, three IMCs were revealed. The scalloped‐like IMC was (Cu_1−y,Ni_y)₆Sn₅, the nodule‐like IMC was (Ni_1−x,Cu_x)₃Sn₄, and the layer‐type IMC was (Cu_1−z,Ni_z)₃Sn.

On the basis of the elemental distributions from the quantitative analysis of the IMC and the related phase transitions during the IMC formation, two distinct diffusion paths are proposed to illustrate the interfacial reaction and phase transformation between IMCs and solder in Sn‐Pb joints aged at 150°C. These diffusion paths demonstrated two kinds of phase equilibrium, including (Cu_1−z,Ni_z)₃Sn/(Cu_1−y,Ni_y)₆Sn₅/solder and (Ni_1−x,Cu_x)₃Sn₄/(Cu_1−yNi_y)₆Sn₅/solder.

This article is concerned with the role of theory in explaining the inter‐industry variation of vertical integration (VI). Why, for example, is the world aluminium industry highly integrated (Stukey, 1983) whereas the tin industry is not (Hennart, 1982)? The article is not concerned with explaining differences in the average level of VI across countries, although these are undoubtedly significant (Chandler and Daeins, 1980).

This paper posits that by selectively applying open innovation, companies can enrich their stock of valuable ideas, effectively manage product development and upgrade their emerging businesses without wholesale changes to their innovation initiative.

This is a case study of the open innovation process at Whirlpool Corporation written by two Strategos consultants who have worked with the firm.

Whirlpool has developed a set of questions and discussion guides that help to inform the decision to go “open” or not at each step of the innovation process.

Whirlpool believes that open innovation is really about building and maintaining relationships and alliances. These relationships are managed by “relationship managers” as part of the new business development activities.

By changing the context to competences within any organization, not just Whirlpool, the company is now considering and pursuing a number of opportunities that would have previously been rejected, and Whirlpool is successfully expanding its business to adjacent spaces through the help of open innovation partners.

The literature on copycat packaging has developed intermittently over a 30-year period, resulting in a divergent and fragmented body of knowledge. This paper aims to synthesise the extant literature to highlight the main developments in the marketing, legal and design fields and, in doing so, contributes to a holistic understanding of the research area and suggests directions for future research.

A systematic literature search retrieved 5,862 articles, and after filtering against explicit criteria, 49 studies were reviewed. These articles were subsequently evaluated and interpreted, producing a synthesis of current research.

The constructs of copycat packaging, including similarity-related concepts, consequences of copycat packaging and mitigating approaches, have been reported across three disciplines of marketing, legal and design, each having its own distinct focus but nonetheless sharing overlapping themes.

This review discusses future directions and proposes a framework of research themes relating to brand enhancement for online purchasing, measurement of brand confusion, reinforcing design features and approaches to mitigating copycat practices.

To the best of the authors’ knowledge, this study is the first systematic review of the literature on copycat packaging. It brings together the latest thinking on copycat packaging and identifies distinct research issues to be addressed in future studies.

Recently the route connecting the trans-Korean railway and the trans-Siberian railway has become of particular interest for many academics and policy-makers in East Asian countries. The extensive review of previous studies, however, reveals that literature on the subject is lacking solid analytical framework. Most studies are one-sided, focusing on the political aspects of the issue or paying little attention to the economic aspects of the problem.

This study intends to develop an analytical framework through which the most efficient route among four major alternative routes connecting the trans-Korean and trans-Siberian railways can be identified. It attempts to assign priorities to the four alternative routes according to their level of economic efficiency.

This study utilizes a simple cost-benefit analysis in evaluating the four routes. Cost side, transportation time, effectiveness of customs procedures, and gauge difference are selected as the main economic factors. The volume of cargo, industrial production in adjacent regions, access to natural resources, and market size and foreign investment climate are used to evaluate the benefits of the routes.

The study concludes that Route 3, which connects ‘Busan - Seoul (South Korea) –Pyongyang -Sinuiju (North Korea) –Shenyang –Beijing - Erenhot (China) –Ulaanbaatar (Mongolia) –Ulan-Ude - Moscow (Russia)’ is the most efficient route.