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This study aims to identify which elements of the vending marketing mix are the main sources of competitive advantage for the industry, how they impact vending profitability, and what are their related synergistic effects.

A full factorial experiment was developed to determine the effect of eight marketing mix scenarios on the profitability of a new vending channel in a French university library and assess the synergistic effects among three elements of a marketing mix (i.e. product quality, payment system, internal location) identified in a focus group as new sources of industry competitive advantage.

Although the main effects of product quality and payment system were weak-to-modest and insignificant, their interaction effect significantly impacted the daily net profit of the vending channel and generated the highest net synergy. The results partially challenge the marketing synergy axiom as internal location separately had a stronger impact on profitability than product quality and higher-order interaction effects do not necessarily translate into higher synergistic effects.

This research was conducted in a real-life setting and has its limitations, which future researchers can overcome by extending the temporal, geographic and product scope of the study.

The distinction that we introduced between gross and net synergy allowed us to partially challenge the prevailing marketing mix assumption that synergy is always positive (i.e. that a vending retailer can achieve synergy by selecting a combination of marketing mix elements instead of relying on them separately). Moreover, by demonstrating that marketing synergy is not a uni- but a bi-dimensional concept, we provide vending retailers with a better methodological understanding of why they may have already fallen into the synergy trap and how to avoid it in the future.

Product innovation is central to the success of most companies. The rewards of a successful innovation programme are highly visible in terms of sales, profits and growth. But not so apparent are the strategies that underlie these product innovation efforts. This monograph is about the ingredients of a winning new product strategy — about strategic decisions on markets, technologies, products — that result in a successful innovation programme.

This article examines the new phenomenon of the convergence of platform and pipeline business models. It examines the potential synergies and challenges for platforms to add pipeline components and vice versa for pipeline businesses.

This paper uses a conceptual approach that synthesizes and integrates the literature from service, hospitality, and strategy, and supplements them with two illustrative mini-case studies.

While the extant literature typically focuses on the dichotomy between incumbent pipeline businesses that create value by controlling a linear series of activities and network effects-driven platforms, we differentiate between two types of platform business models (i.e. platforms with asset control and platforms with peer-provided assets). Further, we identify three common pathways of convergence; that is, pipelines moving towards (1) platforms with asset control and (2) those with peer-provided assets, and (3) platforms with peer-provided assets adopting defining business characteristics of pipelines. Furthermore, we contrast key characteristics of the three business models and examine potential synergies and challenges for business model convergence. Our findings suggest that convergence from pipelines to platforms with asset control seems to be a natural extension that offers many potential synergies and relatively minor challenges. In contrast, convergence from pipelines to platforms with peer-provided assets is likely to encounter more serious challenges and few synergies. Finally, the synergies and challenges of convergence from platforms with peer-provided assets to pipelines seem to be in between the other two in terms of synergies and challenges.

This article helps managers think through key considerations regarding potential synergies to develop and challenges to mitigate for embarking on convergence strategies between pipeline and platform business models.

This article is the first in the service, business model and strategy literature to identify, define, and conceptualize business model convergence between platforms with asset control, those with peer-provided assets and pipeline businesses. It is also the first to examine potential synergies and challenges these different paths of business model convergence may entail.

Marketers recognize that the internet is crucial in the lives of consumers; thus, they invest money on online advertisements. Using multiple online media primarily influences the message acceptance of consumers. The synergistic effect of online multimedia relies on form, content, and sources of information, and time. The paper aims to discuss these issues.

A model that reflects the influence of the characteristics of online multimedia on message response through message acceptance is established based on theories of information persuasion, encoding variability, and multiple-source assumption. Based on a survey of 411 online media users, the study applies partial least-squares regression to test the research model.

The results show that variety of forms, complementary of contents, diversity of sources, and time interval influence message response via message strength. Complementary of contents and diversity of sources affect message response via perceived credibility. Synergy type moderates the relationship between variety of forms and perceived credibility and between diversity of sources and perceived credibility.

The current study mainly tests the effect of these characteristics on message response and the moderating effect of synergy type. Future research can examine the effect of these characteristics on information seeking and consumption behavior and the moderating effect of the cognitive mode of consumers.

This study provides insight into the characteristics of synergy and contributes to the literature on integrated marketing communication. The results provide guidance for practitioners to effectively plan online multimedia practices.

This study explored the influence of the characteristics of online media synergy on message response through message acceptance. The study also discussed the moderating effect of the type of online multimedia synergy.

The purpose of this paper is to address a gap in the understanding of the indirect effects of marketing and technical factors on time efficiency in developing a new product and international new product launch.

This paper adopts a contingency perspective in examining the relationships between antecedents and on‐time completion (or timeliness) of new product development (NPD) and international new product rollout (INPR). A conceptual framework is tested based on data obtained on 232 NPD projects undertaken by Korean firms.

The results show that NPD proficiencies mediate to a greater or lesser extent the effects of key antecedents (e.g. cross‐functional linkages, project fit with available marketing resources, and effective coordination of headquarters‐subsidiary/agents' activities) on timeliness in NPD and INPR.

Empirical research on the role of marketing and technical proficiencies in improving NPD timeliness and rollout timeliness in the context of international NPD affirms the importance of adopting a contingency perspective in examining the antecedents of NPD and multi‐market entry timeliness.

This paper lends insight into the role of overseas subsidiaries or agents in helping to build the technical proficiencies of emerging country companies.

This is the first review focusing on the mediating influences on time dimensions (e.g. timeliness) in multi‐country product launches.

The purpose of this paper is to examine operational-level implementation issues regarding mergers and acquisitions (M&As) in general, and resource combination and integration at the functional marketing level in particular.

The paper introduces four factors (i.e. collaboration, interaction, marketing synergy, and the realignment of marketing resources) that support successful M&A marketing integration and enhance overall M&A performance.

The results indicate that marketing synergy and the realignment of marketing resources contribute significantly to the extent of integration. At the same time, the authors find a significant but negative relationship between the interaction dimension and the speed of integration.

The cultural integration of firms that feature different management styles and organizational cultures has been recognized as a particularly challenging aspect of cross-border M&As. This study explains factors that contribute to effective marketing integration in M&As.

The purpose of this study is to provide insights into the success factors of new-to-the-firm health services.

The study was based on the case study methodology with three leading health organizations.

The study’s findings indicate that the success factors of new health services are largely in line with the literature on new service development. Our study also revealed the significance of two factors that have not been identified by previous studies, namely, branding and doctors’ participation in the new service development process.

Introducing a successful new health service into the market seems to require an emphasis on a variety of factors related to the company’s internal and external environment, while two important characteristics are the role of branding and doctors. Despite its acceptance as a scientific method, the case study approach that was selected limits the ability to generalize the results to the broader health industry.

The current study represents one of the first attempts to examine the above topic in a health-related service context.

Explores the impact of a number of aspects of the new product development project on the success of new financial services in the United Kingdom. Finds that synergy between the new product and the organization, and the quality of internal marketing, are particularly associated with eventual success for the new product. Technological advantage, market research and responsiveness (i.e. speed of development) are also associated with success. Banks seem to be particularly effective in their use of market research, whereas building societies are good at internal marketing and synergy. New interest accounts have been particularly successful because of the use of market research and the speed of their development.

Starting from the premise that market definition is critical to developing effective and efficient market entry strategies, shows that current approaches to market definition are unable to meet these challenges, that their deficiency is compounded for multinational entry strategies, and that the crux of their weakness is reliance on a static interpretation of a dynamic construct – time. Next, advances the proposition that accounting for the time‐based effects can improve the strategic planning process, and then, following the percepts of diffusion theory, develops a framework that conceptualizes multinational markets in terms of their media availability and economic development, key variables that reflect an innovation's rate of adoption at distinct stages of the diffusion process. Finally, applies the framework to data that illustrate its ability to help marketing managers achieve greater effectiveness and efficiency from their global, market expansion strategies.