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Which venture capital is more beneficial in the product innovation of entrepreneurial ventures? The authors study the drawbacks and different effects of corporate venture capital (CVC) and independent venture capital (IVC) on the effectiveness and efficiency of product innovation in entrepreneurial ventures to answer this question.

This study uses a panel dataset of 502 high-tech ventures and runs the Heckman model to correct potential endogeneity issues.

The authors find that CVC increases the product innovation effectiveness of entrepreneurial ventures, but decreases their efficiency. IVC reduces innovation effectiveness and enhances efficiency. However, CVC performs less positively, while IVC performs more positively in terms of innovation effectiveness and efficiency in the B2B market than in the B2C market.

This study provides insights into how to leverage venture capital to develop new products effectively and efficiently.

This study moves beyond the current understanding of the finance-marketing interface. It delineates the two faces of venture capital and reveals the joint effects of equity stakes and market stakes between different types of venture capital and transaction markets in product innovation.

Augmented reality is one of the technologies that developed and became widespread, especially after the 2000s. It is seen that innovations such as 3D virtual reality glasses, artificial intelligence-supported smart chatbots that communicate with customers in a virtual environment, keyless hotel systems, the Internet of Things, augmented reality applications, smart personal assistants, digital infrastructure concepts and face recognition systems are used in tourism businesses. The place and use of augmented reality technologies in tourism enterprises are discussed in this study. This study was evaluated from the perspective of UTAUT2. The purpose of this study is to examine the usability of augmented reality technologies in tourism businesses.

Within the scope of the study, interviews were held with augmented reality application developers, digital marketing agencies and accommodation business managers. The obtained data were processed with the MAXQDA analysis program.

It has been determined that augmented reality is a useful and informative technological tool for tourists, it can help sales, promotion and marketing activities, and its usability potency in accommodation businesses is high.

When the literature is reviewed, it is understood that the studies that apply to the opinions of the application developers and the managers of the accommodation establishments are limited. Therefore, this study has been prepared to contribute to the literature in this respect. This study examines and discusses the use of augmented reality technologies in tourism enterprises, the benefits and difficulties they will create from the perspective of application developers and accommodation business managers and their place in tourism enterprises. This study was evaluated from the perspective of UTAUT2. There is a need for research developed using UTAUT models in technology acceptance studies. In this respect, it will contribute to the literature.

We explore the driving forces behind the channel choices of the manufacturer and the platform by considering asymmetric selling cost and demand information.

This paper develops game-theoretical models to study different channel strategies for an E-commerce supply chain, in which a manufacturer distributes products through a platform that may operate in either the marketplace channel or the reseller channel.

Three primary models are built and analyzed. The comparison results show that the platform would share demand information in the reseller channel only if the service cost performance is relatively high. Besides, with an increasing selling cost, the equilibrium channel might shift from the marketplace to the reseller. With increasing information accuracy, the manufacturer tends to select the marketplace channel, while the platform tends to select the reseller channel if the service cost performance is low and tends to select the marketplace channel otherwise.

All these results have been numerically verified in the experiments. At last, we also resort to numerical study and find that as the service cost performance increases, the equilibrium channel may shift from the reseller channel to the marketplace channel. These results provide managerial guidance to online platforms and manufacturers regarding strategic decisions on channel management.

Although prior research has paid extensive attention to the driving forces behind the online channel choice between marketplace and reseller, there is at present few study considering the case where a manufacturer selling through an online platform faces a demand information disadvantage in the reseller channel and sales inefficiency in the marketplace channel. To fill this research gap, our work illustrates the interaction between demand information asymmetry and selling cost asymmetry to identify the equilibrium channel strategy and provides useful managerial guidelines for both online platforms and manufacturers.

This paper aims to introduce the experience-dominant (Ex-D) logic model, which synthesizes the creation, perceptions and outcomes of Ex-D logic. It is designed to offer valuable insights for strategic managerial applications and future research directions.

Employing a qualitative approach by using eight selected product launch events from reviewed 100 event videos and 55 in-depth interviews with industrial managers to develop an Ex-D logic model, and data were coded and analysed via NVivo.

Results show that the firm’s Ex-D logic is operationalized as the mentalizing of the three types of customer needs (service competence, hedonic excitations and meaning making), the materializing of three types of customer experiences and customer journeys (service experience, hedonic experience and brand experience) and the moderating of three types of customer values (service values, hedonic values and brand values).

This study has implications for adding new insights into existing theory on dominant logic and customer experience management and also offers actionable recommendations for managerial applications.

This study sheds light on the importance of Ex-D logic from a strategic point of view and provides an organic view of the firm. It distinguishes firm perspective from customer perspective, firm experience from customer experience and firm journey from consumer journey.

This paper aims to investigate business-to-business sales executives’ navigation of challenges and changes in planning during two separate periods (prevaccine and postvaccine) of time, which were impacted by a disruptive event (the COVID-19 pandemic).

This study uses a two-phase qualitative data collection approach. Thirteen executives, primarily from the Business-to-Business (B2B) manufacturing industry, were interviewed in phase one (2–3 months before the first COVID-19 vaccine). The second period of data collection was collected 4–5 months after vaccines became available.

The prevaccine business environment focused on short-term challenges, while the vaccine created exponential changes to long-term sales practices, suggesting the need to focus on critical inflection points that occur after the initial disruptive event.

This exploratory study is a step toward developing a deeper understanding of managing disruptive events within a business-to-business sales environment by stressing the importance of both the actual disruptive event and the inflection points that follow the event.

New business models are constantly developing and evolving. However, this study suggests the biggest changes could occur after an inflection point from the disruption. Thus, firms need to consider different planning strategies before and after certain inflection points following a disruptive event. First, firms should adapt from their predisruption strategy to focus on short-term challenges during the initial phases of a disruption, likely halting most of the long-term planning. Second, inflection points create the need to move beyond short-term challenges and changes to focus on long-term changes. Third, long-term strategies and planning postinflection point will be different, and likely more complex, than long-term strategies and planning predisruption.

Most studies look at a disruptive event through a single data collection period. This longitudinal study compares prevaccine and postvaccine thought processes to explore the impact of an inflection point.

The Chinese market represents an increasingly popular destination for wine firms and recent opportunities derive from the growth of e-commerce. The aim of this paper is to understand the impact of digital platforms on wine firms' internationalisation in China by adopting the service ecosystems approach.

The authors carried out a case study of Italian premium wine firms from the Valpolicella area by collecting 27 semi-structured interviews with key informants that operate at the micro-, meso- and macro-levels of the internationalisation ecosystem. Italian wine firms were selected as the focus of the analysis, given the recent sales growth of their products in the Chinese market.

Results show that digital platforms hold a key role in the wine firms' internationalisation in China, intervening with resource integration mechanisms, alignment to the cultural context and mediating firms' digital presence in the market. The platformisation dynamics also reveal the existence of enablers and constraints in the firm internationalisation through digital platforms.

The authors aim to contribute to the marketing literature by analysing how digital platforms influence the wine firms' internationalisation in China through an original perspective, i.e. the service ecosystems lens.

The study adopts the service ecosystems approach to understand the internationalisation of wine firms in the Chinese market through digital platforms.

In the era of Industrial Revolution (IR) 4.0, the integration of digital technologies, automation and data-driven insights has generated a broad wave of transformation across all industries, including the insurance sector. The study focuses on determining how the adoption of these technologies (InsurTech) is changing the life insurance industry, ultimately enhancing the level of customer satisfaction.

The data analysis has been performed with 304 useable responses from the policyholders of life insurance in the north-west region of India. The methodology adopted for this study is partial least squares (PLS) structural equation modeling (SEM). To investigate the predictive relevance of customer satisfaction, the PLS predict technique has been used. Also, importance performance map analysis (IPMA) has been applied to assess the important and performing dimensions of customer satisfaction.

The outcomes show that the adoption of InsurTech has a positive impact on customer satisfaction. Customer service management and policy management are among the strongest predictors of customer satisfaction, and the predictive relevance is reported to be moderate. IPMA results have suggested that improvements in online distribution of insurance services and customer service management lead to higher customer satisfaction.

The conceptual model can be tested with the moderating effect of different demographic factors (age, gender etc.), and future research can be done to analyze the mediating role of customer satisfaction between InsurTech adoption and customer loyalty.

The study offers valuable contributions to the marketing literature, shedding light on the influence of InsurTech adoption on customer satisfaction within the Indian life insurance sector. The research offers a practical approach that could help marketing professionals and policymakers comprehend the utilization of online insurance services, and this understanding can help industry experts to develop customer-oriented products and services.

This research is the first of its kind to test the association between InsurTech adoption and customer satisfaction in the life insurance sector in the Indian context. Research also provides novel insights for policymakers to enhance the satisfaction of customers towards using online insurance services in the near future in developing countries like India.

Previous studies have rarely integrated the financing modes of a capital-constrained manufacturer with the choices of online sales strategies. To address this gap, the authors study how a manufacturer selects optimal financing modes under different sales strategies in three dual-channel supply chains.

This paper considers three sales strategies, namely, combining a traditional retailer channel with one of the direct selling, reselling and agency selling channels, and two common financing modes, namely, bank financing and retailer financing. The authors obtain equilibrium outcomes of the manufacturer and traditional retailer and then provide the conditions for them to select optimal financing modes under three sales strategies.

The results indicate that the manufacturer’s financing decisions rely on the initial capital and interest rates, and the manufacturer selects retailer financing only if the initial capital is relatively larger. In terms of financing mode options, the retailer financing mode is more beneficial for the manufacturer under the three sales strategies. From the perspective of sales strategies, the direct selling model is more beneficial. In addition, the higher the consumer acceptance of the online channel, the more profits the manufacturer obtains.

This paper provides suggestions on how the capital-constrained manufacturer chooses financing modes and sales strategies.

This paper integrates the financing mode and different sales strategies to investigate the manufacturer’s optimal operational decisions. These sales strategies allow us to investigate the manufacturer’s optimal financing modes in the presence of both different financing modes and sales strategies.

Future service interactions are anticipated to use humanoid robots in a society that is shifting to a digitalized era. Currently, it is evident that many businesses are replacing service interactions with self-service technologies (SSTs). This movement creates substantial societal changes that researchers have not paid sufficient attention to comprehend. In this setting, the purpose of this study is to examine the social drivers that influence customer mobility toward co-creating value via SSTs. The study also seeks to discover variations in customers' willingness and capacity to adopt SSTs.

To fulfill the research aims, a qualitative technique was adopted, with semistructured interviews conducted with 25 SST users from varied demographic backgrounds. To recruit individuals for the study, a nonprobabilistic purposeful sampling technique was adopted, with the goal of employing information-rich instances. The data were analyzed using thematic analysis.

The study identified eight social drivers that are important in the customer transition toward co-creating value with SSTs. According to the study, SSTs are characterized as a social trend in which adoption is accepted (social norm) and modifies social connections in a new direction. Using SSTs has evolved into a socializing tool that gives people social acknowledgment. Some people see SSTs as social pressure, putting them at a disadvantage if they do not adopt. People, on the other hand, acquire sufficient social support and independence to use SSTs. Customers were categorized into four groups depending on their willingness and ability to embrace SSTs: trendsetters, dreamers, old-fashioned and stragglers.

In practice, service providers can use this knowledge to successfully promote their SSTs and create enhanced client experiences through technological interfaces.

The study adds new knowledge by identifying social determinants in customer shifts toward SSTs, a phenomenon that has not been studied previously, and it adds to marketing theory by proposing a typology to group customers based on their ability and willingness to embrace SSTs.

In the tourism industry, immersive technologies become increasingly vital, amplifying traveler experiences and industry growth. By studying “e-booking” applications prevalent in hotels, this study aims to analyze the impact of integrating an anthropomorphic virtual agent (AVA) on user perceptions of humanness and service usage intent.

Two experiments were conducted to examine the effects of using an AVA and explain the psychological mechanism of how AVA’s attributes increase intention to use “e-booking” application.

The results highlight the positive influence of AVA on the intention to use. They illustrate the psychological mechanism of how AVA’s attributes (agency and emotionality) influence perceived humanness and intention to use. More specifically, the results indicate that perceived humanness mediated the effect of an AVA on intention to use.

Further research should delve into additional capabilities related to humanness.

This study provides useful insights for hotels’ managers about incorporating AVAs in digital services to enhance the perceived humanness of AVAs. The findings suggest that such efforts could yield benefits, especially when they involve conveying that AVAs possess agency and emotionality.

To the best of the author’s knowledge, this study is the first to investigate how AVA impacts hotel human–computer interaction. It examines agency and emotionality features on humanness perception and behavioral intent. It also guides successful digitalized hotel service development and design, expanding existing research on human–virtual agent digital services, which mainly focuses on superficial traits like face and gender.