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The purpose of this paper is to explore current marketing communication mixes (MCMs) in two industries, electronics home appliance stores (face-to-face interaction) and remote care (interface-mediated interaction), to propose marketing strategies from the perspective of service design and determine the relationships between service interaction patterns and MCMs in the pre-service phase.

Six industry experts in marketing were interviewed through semi-structured interviews, the topic of which focused on the details of five MCMs and their correlations were analyzed using a customer journey maps. Finally, the MCMs were further explored to verify differences in attractiveness to customers, respectively.

The result showed that the most attractive activity for the electronics home appliance stores customer is the promotion. And the four face-to-face service interaction patterns and MCMs exhibited a low correlation. In addition, the customers of remote care service argued that the personnel selling was the most attractive MCMs to them. For customers who utilize smart devices to communicate with advertisement exhibited the highest correlation coefficient.

The limitation of this study is that the research only conducts interview research on two service industries.

This study was expected to develop improved marketing communication strategies to remedy the sales predicament induced by virtual channels and to increase people’s acceptance of remote care service.

The value of this paper is to analyze the correlation and difference of MCMs and service interaction patterns between electronics home appliance stores and remote care, and propose a structural model of MCMs for two different industries.

This paper aims to present the case study of Arçelik, which has become Turkey's leading manufacturer and exporter of home appliances, as a means of offering insight into why, how and with what results companies from developing countries expand internationally.

Primary data have been drawn from in‐depth interviews conducted with senior executives and industry experts, and this has been based on a statistical analysis of the export and international strategies of Turkish home appliance and television set industry.

The evidence indicates that international expansion may buffer a firm against fluctuations of demand in its home market and provide opportunities for growth. Difficulties faced by a later arrival from a developing country are greater than established rivals, and a developing country firm will have to rely on different resources and different operational strategies in developed vs developing markets.

Even though one case cannot yield general conclusions, it may indicate fruitful theoretical directions. This study raises issues worthy of further investigation. On the outset, it would be useful to apply the four propositions to more Turkish MNEs in order to test the robustness of the conclusions.

The study has important implications for companies from developing countries. First, international expansion appears to be a viable means of offsetting home‐market volatility for emerging‐country firms. Second, international expansion is still predicated on significant investments in firm‐specific advantages and their development may shorten the internationalization process.

The report contributes to knowledge in the area of international expansion of companies from developing countries by providing evidence on how one company has achieved a world position in a highly competitive market through selective use of quality, innovation, and branding based on the competitive position that is available in each of its chosen markets. In particular, it contributes to the limited evidence on the international expansion of Turkish companies at the present time.

As a “unicorn” devoted to the rural market, Huitongda has gone through a major evolution since its establish-ment in 2010 from a rural home appliance distributor, a supply chain platform, an O2O service platform to an industry Internet platform of the rural e-commerce ecosystem, based on its deep understanding of the pain points in the rural market and operational experiences. After 2017, as the platform scaled with more vendors, Huitongda was no longer satisfied with selling a single product from urban to rural areas, but was committed to promoting the two-way flow of diverse commodities between urban and rural areas. It also set out to promote employment by entering the rural human resource market, expanding the single-industry O2O service platform to a complete multi-industry ecosystem. In 2018, with a service network covering over 17,000 townships across 20 Chinese provinces, Huitongda's sales reached RMB 35 billion yuan, enabling over 500,000 rural dwellers to start their own businesses or to find employment.

However, the depth, breadth and complexity of the rural industry Internet gradually multiplied, as more member stores joined the business ecosystem with more valuable commodities and services. As a rural industry Internet network owner, how could Huitongda better tap into digitalization in order to support its industry Internet business model and the huge network? How can it further widen the network boundaries to drive more business innovations and maximize network value?

The purpose of this study is to identify the factors affecting brand competitive positioning (BCP) and its components in the home appliance industry and also to develop a scale for it, considering both the seller’s and the buyer’s side.

The factors were investigated both qualitatively and quantitatively. Data was collected from findings of previous research as well as interviews with experts in the industry. After conducting thematic analysis, the extracted factors were confirmed by experts. A total of 400 samples was used to test the BCP scale. Respondents were the customers of some selected home appliance brands.

The results of exploratory and confirmatory factor analyses indicated that seven main factors influenced BCP, including product quality, service quality, perceived price, sales and distribution, marketing communication, market orientation and reputation and background. Also, the five components of BCP are distinctiveness, desirability, credibility, value for money and top of the mind awareness.

Modelling a new scale on BCP is of considerable importance. Using mixed method, the current study presents a new scale named Brand Competitive Positioning Scale.

The paper aims to give a quantitative assessment of the benefits obtainable by using information and communication technologies to integrate the order‐to‐payment process involving manufacturers and specialized retailers in the home appliances industry.

Standard business processes were defined and activity base costing was applied to develop the cost model with the support, i.e. validation and data provision of most of the companies operating in the Italian home appliances market.

The bottom line is €96 per order‐to‐payment cycle in the conventional, paper‐based scenario, compared to €23 in the integrated scenario involving the exchange of structured electronic documents. The potential savings amount to about 80 per cent of the costs, almost equally shared between the retailer and the manufacturer. A significant part of the benefits comes from the reduction in the management costs of non‐conformity issues.

The assessment considers only tangible benefits and does not include more intangible advantages, such as cycle time reduction, compliance with regulation and easier and faster accessibility to documents.

The paper measures the benefits of using trade process integration technologies and presents a methodology that can be applied to other industries and to particular supply chains. The difficulties in assessing the benefits have been claimed to be one of the main barriers to adoption.

The paper provides a model to assess the order‐to‐payment cycle costs, considering both the costs of the “perfect cycle” (where no errors occur) and the cost of managing non‐conformities. At present, there is no benchmark available in the literature for the order‐to‐payment cycle costs in conventional and integrated conditions that could help companies to assess the expected benefits of integration.

This study examines the impact of consumer-perceived value (CPV) dimensions such as product quality, price fairness, brand prestige and brand positioning on brand attitude and loyalty for electronic home appliance brands in an emerging market. It also explores the moderating effect of perceived store image on the relationship between brand attitude and loyalty.

This study proposes an integrated model based on consumption values and the value-attitude-behavior (V-A-B) framework. Survey data from 209 Bangladeshi consumers of electronic home appliances were used to test the model. Covariance-based structural equation modeling (CB-SEM) and PROCESS macro were employed to test the hypotheses.

This research underscores the importance of CPV dimensions, such as product quality, price fairness, brand prestige and positioning, in predicting brand loyalty through brand attitude. Store image moderates the link between brand attitude and loyalty, with a stronger relationship when store image is high and a weaker relationship when it is low.

This study broadens marketing and consumption value theory by investigating brand prestige and positioning in the V-A-B framework in the emerging market. This is the first study to use perceived store image to moderate the relationship between brand attitude and loyalty.

The purpose of this paper is to explore and expand the concept of a marketing system for developing a more dynamic and nuanced understanding of marketing. The purpose of the proposed framework is to extend this literature by making salient and explicit how context, market system and value creation are theoretically interrelated. To accomplish this objective, the authors use the framework proposed by Layton (2019) as the theoretical foundation to acquire insights into the market. Particularly, they investigate how four distinct marketing systems (i.e. anarchy, structured, emergent and purposeful market systems) operate in a developing economy. In addition, the study explores the market's effects of technological advancement, sociocultural influences, historical background and political institutions, as well as the responses of political entities, firms and consumers. Also, the positive and negative effects of the various marketing systems are analyzed. Finally, the authors investigate the changing marketplace in various industrial sectors (e.g. home appliances, food, apparel/fashion and transportation) to provide marketing researchers and practitioners with insights. In essence, the study focuses on the sectors related to everyday consumption.

This analysis uses a theoretical approach to extend the understanding concept of marketing. To examine the numerous market systems in India, the authors use an approach developed by Layton (2007). This theoretical approach is intended to sensitize scholars to critical processes rather than a hypothetico-deductive analysis with a prediction goal (Turner, 1986). Epistemologically, this analysis can be classified as a form of discovery-oriented theory development (Wells, 1993).

Although all four systems (e.g. autarchic, emergent, purposeful and structured) are ingrained in India, their functionality differs from the Western system and among industries. For example, the apparel sector appears more autarchic, but the food industry is more purposeful. How the home appliance market operates demonstrates the transition from an autarchic to an emergent system. The authors also uncover additional environmental factors that impact the four types of marketing systems and moderator roles of governate agencies and nonprofit organizations. The externality and positive outcomes also emerged throughout the analysis.

This study articulates the four types of marketing systems and illustrates the environmental factors/antecedents and outcomes for the exchange and value creation. Most importantly, it adds value to the literature by emphasizing the role of government agencies and unrestricted institutions in the mechanism. It also uncovers cultural elements such as spirituality as a catalyst for exchange and value creation.

The analysis provides practitioners with insights into operating the firm in India by articulating the industrial differentiations and the exchange/value creation. Specifically, it provides a blueprint for strategic analysis that can be used prior to market entry to increase the likelihood of market entry success by understanding the nuanced differences that lead to significant operational difficulties if not properly prepared for and managed.

This study adds to our existing knowledge of marketing from a systemic standpoint. It also broadens and explicates marketing system theory by assessing the uniqueness of developing markets.

The purpose of this study is to predict the antecedents of consumers' purchase intention of energy-efficient home appliances. This study incorporated two additional constructs (knowledge of eco-labels and knowledge of eco-labels) in the model of the theory of planned behavior. Consumers' enhanced trust for energy-efficient products is crucial to purchase intention. The second construct is consumers' knowledge of eco-labels. Knowledge of eco-labels would help to assess consumers' tendency toward environmental problems and intention to purchase energy-efficient home appliances.

This study used a quantitative approach using a survey (questionnaire) method to collect data of respondents. Non-probability quota based on age and convenience sampling techniques were employed to select the participants of this study.

The findings of the study revealed that consumer knowledge of eco-labels, green trust, subjective norm, attitude and perceived behavioral control have positive influence on purchase intention of energy-efficient home appliances.

Eco-labels are served as a marketing tool to distinguish producer's products from others. Prior studies have only focused on consumers' general knowledge. This study helps marketers to understand and design strategies to generate more value for green consumers. This study also contributes to the literature on green marketing by employing the theory of planned behavior.

This paper aims to investigate the balance of power between a giant manufacturer in the air conditioners market (i.e. Gree) and a giant retailer in the home appliances market (anonymity preserved). Both companies are operating in the rapidly growing Chinese home appliances market. In order to access the balance of power, the paper studies their channel power conflicts and examine's which party is influenced, as a result of the inherent conflicts, to comply with the other party's marketing and channels of distribution policy.

This is an exploratory type of study which adopted a case research methodology. Since the focus was on channel power and power is a function of company strength, the biggest/strongest manufacturer of the air conditioner industry and the biggest/strongest retailer in the home appliances market were selected for the study. Primary data were collected through personal in‐depth interviews of senior sales and management personnel of both Gree and the giant retailer (fictitiously called Z‐retail).

The findings of the study suggest that the Chinese manufacturer possesses higher power over the Chinese retailer. While it cannot be denied that each of the giants is dependent on the other, the study results indicate that Z‐retail is more dependent on Gree than Gree is on Z‐retail. This lays out the groundwork to generate some tentative research propositions that are believed testable by future quantitative (conclusive) type of channels of distribution research.

Studies of how channel power and/or conflict affect the relationship between suppliers and retailers and their performance level are abundant, but studies of who possesses higher power over the other are few. The few studies of the past have been conducted in the context of the Western developed country markets. It appears that even fewer studies have been conducted in a market of an emerging economy like China. The current study attempts to investigate if the suppliers, or the retailers, in the Chinese market have a higher power over the others. It is discovered that the channel power traditionally held by the suppliers would still be retained mostly on the supplier side.

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.

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.

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.

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.