Search results

This paper aims to uncover patterns of Mexican craft beer consumers and guide companies’ decisions in the creation of new products, marketing strategies, advertising and promotion to increase craft beer sales and contribute to faster growth.

This is a conjoint analysis with a selection of attributes for new or renewed products, marginal disposition to pay for particular characteristics through brand-specific choice-based design, and market simulation.

This paper clearly demonstrates consumers’ preferences and willingness to pay in Mexico, with a cutting-edge market research technique combining the prioritization of preferred craft beer characteristics, and the price consumers are willing to pay for such product characteristics.

The study's sample size of 501 responses is relatively small compared to the total number of craft beer consumers in Mexico. To enhance the validity and reliability of the findings, future studies should aim to obtain larger samples and compare their results with those of this study.

This study has important implications for craft beer producers, allowing them to develop targeted craft beers with appealing attributes for Mexican consumers, such as color, aroma intensity, alcohol degree intensity, bitterness, foam level and price.

This study's market forecasting simulation technique is based on assumptions of consumer behavior and market dynamics. Although relevant variables were considered, unanticipated external factors or market changes could impact the forecasts' accuracy. This will allow for a more comprehensive understanding of craft beer consumer preferences in different markets and enhance the reliability of forecasting techniques.

This paper informs craft beer producers by providing valuable knowledge on customers’ preferences and willingness to pay to enhance craft beer companies’ product development processes.

Many in the private and public sectors see headhunting as a “necessary evil.” A tour of investors, business schools, executive and supervisory board directors throws up unflattering descriptions. Accusations of “opacity” are probably linked to the industry’s duty of discretion. Other observers signal a need for improvement: “pumping the same names around,” “emphasis on reputation, not merit,” “lack of quality” and “low innovation.” The battle to professionalize is underway. We look at the avenues ahead for executive hiring, the demise of the “old boys’ network” and the need for diversity and sustainability in modern organizations. We present the difficulties of running a headhunting firm, and distinguishing factors of the best players. We argue that selecting a headhunter demands the same rigor as choosing a lawyer, and six areas of improvement for executive search firms. Unpacking the Spartan marathon to the boardroom, we reveal the surprising estimates of the number of new high potentials entering the market annually. We conclude by looking at possible blind spots on both sides of the hiring equation that can undermine company interests, and continue to examine the march to professionalize the executive search industry.

An earlier form of this chapter by the author was published in Dutch in “Bestemming Boardroom: over zoeken en gevonden worden” (Boom, Amsterdam, 2018) and in English (online) by the Amrop Partnership (2021) as “Destination Boardroom 3: Mapping the Executive Search World.”

This study aims to answer the following questions: How do consumers’ perceptions of brand coolness affect brand relationship outcomes and how do brand coolness effects differ between product brands and service brands?

A quantitative survey was used to collect data from 1,500 consumers assigned to assess one of 20 popular product and service brands in Vietnam. Partial least square structural equation modeling was used to analyze the data.

Data analysis reveals that both dimensions of brand coolness (i.e. self-oriented and other-oriented coolness) exert positive impacts on brand relationship outcomes (i.e. brand satisfaction, brand love and brand advocacy) through brand attitude (i.e. the evaluative mechanism) and self-brand connection (i.e. the identity mechanism). While the identity mechanism of brand coolness effects is more prominent in product brands, the evaluative mechanism is more pronounced for service brands.

This research provides practical guidance for brand managers to build strong customer relationships by leveraging their brand coolness and the mechanisms underlying coolness effects. This study suggests a tailored application of brand coolness dimensions to different branded entities.

This research contributes to the brand coolness literature by validating a two-dimensional brand coolness structure encompassing self-oriented and other-oriented coolness, in accordance with a value-based conceptualization of the concept. For mass brand studies, this study recommends the exclusion of rebellious and subcultural attributes, as well as the utility of pre-determined brands as evaluated objects, in measuring brand coolness. This study also illuminates dual mediation mechanisms and moderation of the branded entity underlying brand coolness effects on consumer–brand relationships.

This article examines the strategic actions of multinational corporations (MNCs) in creating social value at the base of the pyramid (BoP), providing insights into novel business models (BMs) and tactics employed for poverty alleviation.

This conceptual article links three relevant pieces of literature – creating shared value (CSV), the three-value creation logic and the three core values of social development – to analyze the current research and real-world examples of MNCs implementing the BoP BMs.

The article identifies four strategies and 11 tactics used by MNCs to adapt BMs elements (value proposition, value constellation and value capture) and generate social value at the different levels (coverture of basic needs, self-esteem and freedom from servitude) by following the distinct value creation logics (chain, shop and network).

This article provides a conceptual framework that links relevant literature and sheds light on the strategic actions that MNCs apply in their BMs to tackle the multidimensionality of poverty in the BoP markets.

The aim of this research is to analyze the territorialization strategy developed by the Spanish brewing company Cruzcampo through its campaign #ConMuchoAcento (#With a strong accent) launched in January 2021.

The work is framed within the case study methodology. Semiotics will be the discipline used to establish the set of cultural units or signs that the company puts into play in its campaign #ConMuchoAcento.

Cruzcampo beer makes use of place branding by highlighting the Andalusian accent as a way of creating a unique positioning strategy. By doing so, the brewing company faces the issue of being associated with the negative Andalusian stereotype, sometimes regarded as if it were uneducated and low class. The use of dialectic must be seen as a step further in place branding strategy since it brings locality to the commercial message.

The social effects of the cultural units brought into play by the #ConMuchoAcento campaign remain to be analyzed, that is, the political dimension of this exercise of signifying agency of Andalusian culture. In other words, it remains to be seen how the accent represents that romantic Andalusian ideal of “authenticity” as that form of subjectivity at the margins of the cultural and rational organization of modern global capitalism.

This study is one of the first to be conducted on the multi-award-winning #ConMuchoAcento campaign. Furthermore, it will analyze the place branding strategy carried out by the brand from a semiotic perspective.

Enterprises build online product community to expect users to contribute: opinion sharing (content contribution) and product consumption (product contribution). Previous literature rarely focused on both. The purpose of this paper is to explain user contribution mechanism by identifying content contribution and product contribution.

This research chose Xiaomi-hosted online product community (bbs.xiaomi.cn) and Huawei-hosted online product community (club.huawei.com) where users can freely share ideas and buy products at the same time. Data were crawled from 109,665 community users to construct dependent variable measurement, and 611 questionnaires were used to verify research hypotheses.

The results indicate that both cognitive needs and personal integration needs have a significant positive impact on browse behavior; social integration needs and hedonic needs have a significant positive impact on content contribution behavior. Browse behavior not only directly affects but also indirectly influences product contribution through content contribution behavior.

Findings of this research provide community managers with useful insights into the relationship between content contribution and product contribution.

This study explains the formation mechanism of user product contribution and reveals the relationship between user content contribution and product contribution in online product community. This paper provides a different way of theorizing user contributions by incorporating uses and gratifications theory into the “Motivation-Behavior-Result” framework.

This case is used in Darden's required first-year course, “Strategic Thinking and Action.”

In 2015, Steve and Heidi Crandall, the founders of Devils Backbone Brewing, LLC (DBB), were looking back on eight years of unanticipated success and significant growth. DBB had created a destination, a brand, and beer that drew people from all over, and it was the largest craft brewery in its region. The entire community, not just loyal beer drinkers, had supported DBB. In addition to funding and zoning accommodations, so many local residents had built their own economic lives around what had been their “little brewery that could.”

But the success had brought challenges, specifically in terms of growth. DBB was consistently not meeting demand in its existing markets and was receiving complaints about out-of-stocks. The Crandalls and their team had to figure out how to grow with, or preferably ahead of, demand for DBB's product. Should DBB build further capacity despite an already exhausted line of credit? Should it employ a contract brewer despite the local authenticity concerns such a move might stir up? Or should it just keep trying to manage business within its existing footprint, comfortably serving its loyal customer base?

The paper aims to understand how state and non-state domestic terrorism impacts MNEs in foreign markets. Despite the burgeoning literature on terrorism within international business (IB), most research has focused on international terrorism, or terrorism generally. Consequently, there has been limited research examining how domestic or local based terrorism impacts foreign firms.

This is a conceptual paper.

Domestic terrorism is the most common form of terrorism in the world today and involves the state and non-state actors. Non-state domestic terrorism can be low intensity or high intensity. High intensity non-state-domestic terrorism typically involves regular and protracted political violence, along with inter-communal violence. This can expose MNEs to considerable operational, governance and legitimacy pressures.

The paper contributes to the gap in IB terrorism research with regards domestic or local based terrorism. Drawing on IB theory and critical terrorism research, the paper addresses the nature and impact of domestic terrorism within IB. The authors’ paper shows the operational, governance and legitimacy pressures of both state and non-state domestic terrorism for MNEs in host markets. While most IB scholars consider the threat of non-state terrorism for international firms, this study shows how domestic state terrorism benefits and constrains foreign firms.