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Article
Publication date: 16 August 2013

Stanley Kam Sing Wong and Canon Tong

The question of R&D and marketing cooperation (RMC) in new product development (NPD) is of increasing relevance. However, it is unclear whether RMC really leads to new product…

1308

Abstract

Purpose

The question of R&D and marketing cooperation (RMC) in new product development (NPD) is of increasing relevance. However, it is unclear whether RMC really leads to new product success (NPS) and whether and to what extent other elements of market orientation (MO) impact on NPS and the RMC‐NPS relationship. The purpose of this paper is to shed light on this important question and to verify the existence and degree of direct and indirect causalities between the core elements of MO and NPS.

Design/methodology/approach

An empirical study has been carried out to test the conceptual framework and the five hypotheses developed based on seminal literature. The conceptual framework and hypotheses are tested using both SEM and regression methods with survey data from 217 respondents from the electronics industry in China.

Findings

The results demonstrate that RMC has a significant and positive influence on NPS. The results on customer orientation support previous findings and the research offers interesting insights with respect to the role of customer orientation in NPD. While results from SEM analysis reject the hypothesized direct effect of competitor orientation on NPS and the predicted mediating effect of competitor orientation on the RMC‐NPS link, results from regression analysis, however, suggest otherwise.

Practical implications

The results of the research help to assure practitioners of the primacy role of RMC in NPD and the positive effects of customer orientation on NPS. Such findings should enable NPD team leaders to make best possible decisions in allocating resources among competing priorities. Divergent results on the effects of competitor orientation on NPS and the RMC‐NPS link remind practitioners that knowing the assumptions behind an analysis is actually a precondition for correctly assessing and implementing the results of any research.

Originality/value

Results of the study will fill a research gap in marketing studies which have largely neglected the interplay among the three core elements of MO and the mediating effects, individual and combined, of customer and competitor orientations on the RMC‐NPS link. Divergent findings derived from the use of two different analysis tools yield new insights to both academics and practitioners and may warrant further investigation.

Details

Journal of Business & Industrial Marketing, vol. 28 no. 7
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 March 1989

William Giles

In this, the second edition, the experience of actually running amarketing planning process in organisations further updates and revisesthe highly practical emphasis. The need for…

1532

Abstract

In this, the second edition, the experience of actually running a marketing planning process in organisations further updates and revises the highly practical emphasis. The need for vision, how to enunciate it, and the interface between various levels of managers are integrated specifically into the process. Further analysis using the SWOT technique is provided together with enhanced insight into maintaining competitive advantage. Essentially a practical manual on running a planning process, the worksheet method has been well tried and tested. The experience of managers who have implemented the process using the first edition is included to enhance the technique′s dynamism and effectiveness.

Details

Marketing Intelligence & Planning, vol. 7 no. 3/4
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 15 June 2020

Somayeh Asghari, Sahar Targholi, Ali Kazemi, Saeed Shahriyari and Lila Rajabion

Competitive intelligence (CI) collects data through the distribution of knowledge to make decisions in a competitive environment. To better comprehend the concept of CI, the…

1011

Abstract

Purpose

Competitive intelligence (CI) collects data through the distribution of knowledge to make decisions in a competitive environment. To better comprehend the concept of CI, the purpose of this paper is to determine the role of effective factors (knowledge sharing, competitor information, information technology (IT) and organizational culture) and their impact on CI. In addition, the paper provides a conceptual framework for determining the practical factors on CI.

Design/methodology/approach

For evaluating the elements of the model, a questionnaire is considered. Questionnaires were reread by specialists with significant experiences in the CI field. For statistical analysis, the SPSS 22 and SmartPLS 3.2 software package is also used.

Findings

Findings from the study showed the validity of the model for a CI assessment. Furthermore, the results confirmed that the competitor information significantly influenced CI. In addition, the obtained results implied that IT has a significant and positive influence on CI. The effect of organizational culture on CI also proved to be positive and significant.

Research limitations/implications

This paper makes significant contributions for both researchers and practitioners; however, the authors determine some limitations, which are as follows: First, the authors showed the result in a single region. It cannot be assured that the results are generalizable to other areas. Second, because of time and financial constraints, the authors gathered the data using a sample from a single location. Third, the use of variables to depict CI may be not exhaustive. The authors, therefore, encourage future research to study these CI dimensions.

Practical implications

This study meaningfully contributes to the knowledge and literature by focusing more on CI, examining other significant aspects and applying advanced statistical analysis method. Also, current research results suggest practical implications for marketing practitioners and managers who implemented tools and made strategic plans to enhance the organization’s performance. From a practical perspective, the statistical results support the crucial role of the following factors: IT, competitor information, organizational culture and knowledge sharing on CI.

Originality/value

Experts in the area of knowledge management, CI and strategic management can use this study to gain a competitive advantage based on knowledge and information resources. Organizations must have knowledge management function and CI to support the strategy formulation, implementation and evaluation.

Details

Competitiveness Review: An International Business Journal , vol. 30 no. 5
Type: Research Article
ISSN: 1059-5422

Keywords

Article
Publication date: 22 October 2010

Xinming Deng, Zhilong Tian, Shuai Fan and Muhammad Abrar

The purpose of this paper is to explore the prediction of competitive response based on the characteristics of market and non‐market actions comprehensively, and develop a…

Abstract

Purpose

The purpose of this paper is to explore the prediction of competitive response based on the characteristics of market and non‐market actions comprehensively, and develop a four‐stage decision‐making model of firm's competitive action, which is significant for Chinese practicing managers when formulating and implementing the strategies, and further predicting competitors' strategic choices.

Design/methodology/approach

The research adopted the method of structured content analysis and carried out the survey in Chinese home appliance industry, mainly covering the largest firms, including TCL, Hisense, Changhong, Konka, Haier, and Skyworth. The method of multiple regression analysis was employed to test the hypotheses.

Findings

The results show that in order to comprehensively forecast competitor's responding behaviors, the firms could not only limit their perspective to market field but also pay attention to non‐market. Additionally, in the process of dynamic interaction, the attacking or responding action is not independent and it is related significantly to another three type decisions, which are market and non‐market, strategic and tactic, and collective and individual. Further, the study asserts that, in market field, tactic activity is more likely to trigger competitor's response than strategic one, while in non‐market, the situation is just the opposite. Meanwhile, the study figured out that individual market attack is easier to trigger individual market and non‐market response, as well as collective market response. While for non‐market action, whatever it is individual or collective, both would be easy to provoke competitor's collective response.

Originality/value

The research findings extend the existing competitive interaction theory to non‐market field. When forecasting competitor's choice of the competitive action, the firms could not only limit their perspective to market field but also pay attention to non‐market, attaching importance to certain situation of competitor's taking such non‐market action as corporate philanthropy, etc. to launch an attack or a response for gaining competitive advantage.

Details

Nankai Business Review International, vol. 1 no. 4
Type: Research Article
ISSN: 2040-8749

Keywords

Article
Publication date: 1 November 2003

Roger Bennett

Competition among charities for donor income has increased dramatically in recent years. Moreover, charities have to compete against each other for cause related marketing…

10397

Abstract

Competition among charities for donor income has increased dramatically in recent years. Moreover, charities have to compete against each other for cause related marketing contracts with commercial enterprises and sponsorship deals, and must bid competitively for government grants. This empirical study explored attitudes and behaviour in relation to competitor analysis (CA) within a sample of 134 British charities. It examined, inter alia, the main sources and uses of CA information, internal stakeholders’ views on whether non‐profit organisations should compete, CA management methods, satisfaction with CA, and possible linkages between CA and fundraising performance. An important aim of the investigation was to establish whether the presence of certain factors known to affect the extent of competition (and by implication the intensity of CA) in purely commercial markets similarly influenced organisations in the charity sector. Conversely, internal stakeholder resistance to the idea that charities should compete against each other did not appear to modify the sample organisations’ actual CA behaviours in any way.

Details

Marketing Intelligence & Planning, vol. 21 no. 6
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 1 August 1999

Maria Bengtsson and Sören Kock

Traditionally the relationships between competitors in the industrial market have been based on competition. The network approach and literature about strategic alliances have…

15811

Abstract

Traditionally the relationships between competitors in the industrial market have been based on competition. The network approach and literature about strategic alliances have provided new insights into cooperation between firms based on the value chain. The empirical findings from two in‐depth studies, the rack and pinion industry and the lining industry, show that a firm can be involved in four different types of horizontal relationships at the same time. Apart from relationships consisting of competition or cooperation, a firm can live in symbiosis by coexisting with other relationships, or being involved in a relationship simultaneously containing elements of both cooperation and competition. Consequently, a successful firm needs to focus on relationship management in order to achieve a portfolio consisting of the four types of relationships to other horizontal firms.

Details

Journal of Business & Industrial Marketing, vol. 14 no. 3
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 February 2003

Liam Fahey

Several leading companies have employed scenarios to better understand both current competitors’ potential moves as well as the possible emergence of new rivals. They have learned…

5141

Abstract

Several leading companies have employed scenarios to better understand both current competitors’ potential moves as well as the possible emergence of new rivals. They have learned several principles and some ways to avoid various pitfalls. Competitor scenarios examine three broad aspects of marketplace strategy: in which product‐customer segments the competitor chooses to compete (scope); how it competes (competitive posture); and what it seeks to achieve (goals). Competitors are always at the heart of every significant analysis of the competitive or industry context. Experienced managers use competitor scenarios as a source of learning about the broader competitive context and of the implications for their firm’s strategy and operations. Competitor scenarios work best when they produce knowledge and insight that broadly informs and prepares decision makers to act rapidly as competitive conditions change. There are two distinct types of competitor scenarios that originate in two quite different forms of what‐if questions: unconstrained what‐if scenarios and constrained what‐if competitor scenarios. Unconstrained or open‐ended questions encourage scenario developers to pose any question that occurs to them pertaining to one or more rivals’ marketplace strategies. Such questions are limited only by the experience, imagination and creativity of those involved in thinking about the possible strategies of rivals. Unconstrained competitor scenarios are ideal for answering: How might new types of competitors come into the market? A distinct class of competitor scenarios revolves around invented competitors, that is, competitors that do not exist today but which could exist at some point in the future. Invented competitors shift the frame of reference to one or more rivals that, by definition, are strikingly dissimilar to any rival managers have had to contemplate to date. In contrast, constrained competitor scenarios ask: What would the competitor do if a specific set of marketplace or macro environmental end‐states or conditions were to arise? In almost all cases, competitor scenarios lead to rich insight into the firm’s own strategy alternatives‐and sometimes to alternatives not previously on the firm’s radar screen.

Details

Strategy & Leadership, vol. 31 no. 1
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 5 June 2017

Liang Guo, Ruchi Sharma, Lei Yin, Ruodan Lu and Ke Rong

Competitor analysis is a key component in operations management. Most business decisions are rooted in the analysis of rival products inferred from market structure. Relative to…

6139

Abstract

Purpose

Competitor analysis is a key component in operations management. Most business decisions are rooted in the analysis of rival products inferred from market structure. Relative to more traditional competitor analysis methods, the purpose of this paper is to provide operations managers with an innovative tool to monitor a firm’s market position and competitors in real time at higher resolution and lower cost than more traditional competitor analysis methods.

Design/methodology/approach

The authors combine the techniques of Web Crawler, Natural Language Processing and Machine Learning algorithms with data visualization to develop a big data competitor-analysis system that informs operations managers about competitors and meaningful relationships among them. The authors illustrate the approach using the fitness mobile app business.

Findings

The study shows that the system supports operational decision making both descriptively and prescriptively. In particular, the innovative probabilistic topic modeling algorithm combined with conventional multidimensional scaling, product feature comparison and market structure analyses reveal an app’s position in relation to its peers. The authors also develop a user segment overlapping index based on user’s social media data. The authors combine this new index with the product functionality similarity index to map indirect and direct competitors with and without user lock-in.

Originality/value

The approach improves on previous approaches by fully automating information extraction from multiple online sources. The authors believe this is the first system of its kind. With limited human intervention, the methodology can easily be adapted to different settings, giving quicker, more reliable real-time results. The approach is also cost effective for market analysis projects covering different data sources.

Details

Business Process Management Journal, vol. 23 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 6 September 2013

Jorge Francisco Lengler, Carlos M.P. Sousa and Catarina Marques

Despite some attempts to integrate the market orientation construct into the international marketing area, most conceptual and empirical studies have been conducted in the context…

1885

Abstract

Purpose

Despite some attempts to integrate the market orientation construct into the international marketing area, most conceptual and empirical studies have been conducted in the context of domestic operations. In addition, few studies have examined the quadratic effects of customer and competitor orientation on export performance. To address this gap in the literature we test a model that examines whether customer and competitor orientation have linear or quadratic relationships with export performance. We also investigate if competitive intensity moderates the linear and quadratic relationships between customer and competitor orientation and export profit.

Design/methodology/approach

The hypotheses are tested using survey data collected from 197 Brazilian export firms. Structural equation modeling was conducted to test the hypothesized relationships and to validate the proposed conceptual model.

Findings

Empirical evidence reveals that, while customer orientation has a U‐shaped relationship with export sales, the competitor orientation–export profit relationship is linear. Our results also provide evidence that the positive quadratic relationship between customer orientation and export profit is mediated by export sales. Contrary to expectations, the results also indicate that none of the linear or quadratic relationships investigated in the model are moderated by competitive intensity.

Originality/value

We test a model in an export context that examines whether the relationships between the separate components of market orientation and export performance are linear or quadratic. We also contribute to the literature by examining these relationships in the context of a developing country, namely Brazil.

Details

International Marketing Review, vol. 30 no. 5
Type: Research Article
ISSN: 0265-1335

Keywords

Article
Publication date: 20 April 2020

Mehmet Ali Köseoglu, Fuad Mehraliyev, Mehmet Altin and Fevzi Okumus

This study aims to propose a competitor intelligence and analysis (CIA) model that can be used for the analysis of a firm’s competitors. Empirically, it investigates the…

1964

Abstract

Purpose

This study aims to propose a competitor intelligence and analysis (CIA) model that can be used for the analysis of a firm’s competitors. Empirically, it investigates the application of the CIA model on online reviews. This proposed model clarifies the confusion between terms such as competitive intelligence, competitor intelligence and competitor analysis and provides a more efficient process for managers.

Design/methodology/approach

The approach of the model integrates text mining techniques as a big data method with network analysis to form a competitor analysis. This study has considered two centrality metrics – degree centrality and betweenness centrality – to identify the functional associations among the resources elaborated by the customers of the hotels.

Findings

Findings show online reviews may be used as a solid source of intelligence. The intelligence maps visualized through the text-net technique is an efficient representation of tourist satisfaction and dissatisfaction with a tourism company and its competitors.

Practical implications

The proposed approach can be used in the hotel industry along with many others. The implications for scholars and managers and the possible directions for future research are also discussed in the study.

Originality/value

This study develops a new approach for competitive intelligence practices in the hotel industry and tests a new method for competitor analysis as a part of the competitive intelligence and analysis approach developed in this study.

Purpose

本研究提出了一个竞争对手情报与分析(CIA)模型, 可用于分析企业的竞争对手。对CIA模型在网络评论中的进行了实证研究。该模型厘清了竞争情报、竞争对手情报和竞争对手分析等术语之间的概念混淆, 为管理者提供了一个更有效的流程。

Design/methodology/approach

该模型将文本挖掘技术作为大数据方法与网络分析相结合, 来进行竞争对手分析。本研究考虑了两个中心性指标——度中心性和中介中心性——来识别酒店客户精心设计的资源之间的功能关联。

Findings

结果表明, 在线评论可被用作可靠的情报来源。情报地图通过文本网络技术可视化有效地展示了游客对旅游公司及其竞争对手的满意度和不满意度。

Practical implications

本文所提出的方法可用于酒店行业及许多其他行业。同时, 本文也探讨了本研究对学者与管理者的启示, 以及未来可能的研究方向。

Originality/value

本文提出了一种新的酒店行业竞争情报的实践方法, 并测试了一种新的竞争对手分析法, 作为竞争情报和分析方法的一部分。

Keywords

关键词 竞争情报, 竞争对手情报, 文本挖掘, 网络分析, 在线评论, 酒店

Objetivo

Este estudio propone un modelo de análisis de la inteligencia competitiva (CIA) que puede utilizarse para el análisis de los competidores de la empresa. Empíricamente, investiga la aplicación del modelo de la CIA a las reseñas on line. El modelo propuesto aclara la confusión entre términos como inteligencia competitiva, inteligencia de la competencia y análisis de la competencia y proporciona un procedimiento más eficiente para los gerentes.

Diseño/metodología/enfoque

El enfoque del modelo integra las técnicas de minería de textos, como método de Big Data, con el análisis de redes para realizar el análisis de la competencia. En este estudio se han considerado dos métricas de centralidad -centralidad de grado e intermediación- para identificar las asociaciones funcionales entre los recursos elaborados por los clientes de los hoteles.

Resultados

Los hallazgos muestran que las reseñas on line pueden ser utilizadas como una fuente sólida de inteligencia. Los mapas de inteligencia visualizados mediante la técnica de redes de texto son una representación eficiente de la satisfacción e insatisfacción de los turistas con la empresa turística y sus competidores.

Implicaciones prácticas

El enfoque propuesto puede utilizarse en la industria hotelera junto con otros muchos. En el estudio también se analizan las implicaciones para los investigadores y los gerentes y las posibles directrices para investigaciones futuras.

Originalidad/interés

Este artículo desarrolla un nuevo enfoque para la aplicación de la inteligencia competitiva en la industria hotelera y prueba un método nuevo para el análisis de la competencia como parte del enfoque del Análisis de la Inteligencia Competitiva desarrollado en este estudio.

Palabras clave Inteligencia competitiva, Inteligencia del competidor, Minería de textos, Análisis de redes, Reseñas on line, hoteles

21 – 30 of over 63000