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Book part
Publication date: 12 January 2021

Rod B. McNaughton and Rakinder S. Sembhi

The literature advises managers that under certain conditions developing an entrepreneurial orientation (EO) may lead to superior financial performance. However, little…

Abstract

The literature advises managers that under certain conditions developing an entrepreneurial orientation (EO) may lead to superior financial performance. However, little guidance has been forthcoming about how to develop an EO and the impediments that may be encountered. Data collected from senior managers in 120 Canadian firms in the information and communications technology (ICT) sector reveal four sets of capabilities that enhance EO (research, recruiting and retention, building customer relationships, and decision-making processes), and three primary impediments (risk-aversity, complacency, and scarcity of capital or other resources). This study provides practical insight into how firms can develop their EO.

Details

Entrepreneurial Orientation: Epistemological, Theoretical, and Empirical Perspectives
Type: Book
ISBN: 978-1-83867-572-1

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Article
Publication date: 1 July 2006

Aileen Kennedy and Joseph Coughlan

The purpose of the paper is to examine the benefits delivered to traditional retailers from using shopping portals as their entry mechanism to the online trading…

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9994

Abstract

Purpose

The purpose of the paper is to examine the benefits delivered to traditional retailers from using shopping portals as their entry mechanism to the online trading environment. The paper also aims to highlight the possible drawbacks inherent in such an approach.

Design/methodology/approach

A case study approach was used with an online portal, combining documentary analysis and semi‐structured interviews, using a team‐based interviewing approach. This facilitated the development of a multi‐layered picture of the organisation.

Findings

Using a shopping portal delivers several benefits to traditional retailers in terms of marketing synergies, site traffic generation, access to web site management and fulfilment services, and the ability to offer customers a multi‐channel retailing experience. Drawbacks may include partner interdependence and turnover, restricted organisational learning and restricted delivery capabilities.

Practical implications

Highlighting the benefits and drawbacks of shopping portals generates guidelines that traditional retailers can consider to help them decide whether such portals are the right choice for their individual firm or not.

Originality/value

This paper expands the literature on the phenomenon of the online portal by demonstrating its potential as a mechanism for traditional retailers to engage in electronic retailing.

Details

International Journal of Retail & Distribution Management, vol. 34 no. 7
Type: Research Article
ISSN: 0959-0552

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Article
Publication date: 27 September 2021

Paul J.H. Schoemaker and Jeffrey S. Kuhn

Given their immense value-creating potential, ecosystems?and whether to build, buy, or join one?have become a top agenda item in boardrooms around the world.

Abstract

Purpose

Given their immense value-creating potential, ecosystems?and whether to build, buy, or join one?have become a top agenda item in boardrooms around the world.

Design/methodology/approach

Haier, a highly successful Chinese multinational corporation has developed an effective set of practices for managing an emergent, ecosystem-based business model.

Findings

The Haier case illuminates the unique challenges of leading a sprawling, ecosystem-based enterprise that must continually evolve.

Practical/implications

Haier employees fall into three categories? platform owners, microenterprise owners and entrepreneurs.

Originality/value

As a strategic innovator, Haier grouped its independent microenterprises into “Ecosystem Micro-Communities” (ECMs) of loosely connected, multi-disciplinary capability clusters organized around end users.

Details

Strategy & Leadership, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1087-8572

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Case study
Publication date: 1 December 2004

Asbjorn Osland, Howard Feldman, George Campbell and William Barnes

John Caldwell, president of Kio-Tek (KT), presents his company's business plan to a group of 30 venture capitalists at the November 2001 annual meeting of the Portland…

Abstract

John Caldwell, president of Kio-Tek (KT), presents his company's business plan to a group of 30 venture capitalists at the November 2001 annual meeting of the Portland Venture Group. John's presentation is included in the case as an exhibit. The case begins with a brief overview of the meeting and John's presentation. The body of the case describes the question and answer period immediately following John's presentation.

Included in the case is a set of exhibits that John has handed out to the audience as supplemental information. These exhibits provide additional information on marketing, management, and financial issues facing the company and John refers to them throughout the question and answer period. The VC's ask John a variety of questions in an effort to determine whether KT is an attractive investment opportunity

Details

The CASE Journal, vol. 1 no. 1
Type: Case Study
ISSN: 1544-9106

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Article
Publication date: 1 March 2011

Stuart E. Jackson

Most business organizations put lots of thought and effort into how to sell and deliver to customers a product or service that meets their needs at a particular point in

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1185

Abstract

Purpose

Most business organizations put lots of thought and effort into how to sell and deliver to customers a product or service that meets their needs at a particular point in time. But they often neglect to think about what is important to the customer to get the most value from the product or service after the sale is complete. For example, customers may be concerned about product maintenance, ongoing monitoring, protection in the event of breakdowns or the need to fund overhaul or replacement of the product when it wears out. The author discusses case examples of companies that do a good job of anticipating and addressing these needs, which often leads to highly profitable recurring revenue streams for providers. The author proposes six key strategies for companies considering going down this path.

Design/methodology/approach

In this article, the author cites a number of case examples of businesses that have built recurring revenues from after‐sales service offerings. Examples industries included in the article include the consumer home services and commercial capital equipment. The author then draws lessons that can be applied broadly by any company considering ways to build recurring service revenues from its customers.

Findings

The author proposes six strategies for building service plan businesses: create awareness of potential losses; lower the barriers to sign up; make it an easy add‐on; incentivize front‐line salespeople; make it self‐renewing; and trade on your company's good name.

Originality/value

This article sheds light on the economics and benefits of well‐designed service plans. When done well, this can often transform a servicing cost center into a highly profitable business line that can help carry product businesses through lean periods of new product sales.

Details

Journal of Business Strategy, vol. 32 no. 2
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 March 2013

Boris Morozov

The story of budgeting practices in Louisiana strongly resembles its political history. The last decade was no exception. The relatively peaceful beginning of the decade…

Abstract

The story of budgeting practices in Louisiana strongly resembles its political history. The last decade was no exception. The relatively peaceful beginning of the decade was followed by two major natural disasters in 2005 − Hurricanes Katrina and Rita, which suddenly changed the economic outlook of the state. The disaster was followed by a global boom in oil prices which benefited Louisiana greatly. Then, of course, the Great Recession hit. The immediate consequence was a projected budget shortfall of $1.6 billion over upcoming fiscal years 2011 and 2012. Such dramatic events create a perfect opportunity for understanding and analyzing Louisianaʼs “innovations” in the area of budgeting and financial management. Furthermore, the analysis of these developments is enhanced by the multiple perspectives of various participants with intimate knowledge of the political processes and mechanisms employed by the state in its dealings with consequences of the Great Recession.

Details

Journal of Public Budgeting, Accounting & Financial Management, vol. 25 no. 2
Type: Research Article
ISSN: 1096-3367

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Article
Publication date: 17 April 2019

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

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404

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This case study concentrates on General Motors (GM) product and innovation trajectory over a period from 1990 spanning into a future where electric vehicles become mainstream. Reducing the number of models being manufactured and introducing service-based recurring revenue streams such as the “OnStar” in-vehicle communication service were among the crucial elements that allowed GM to survive against intensifying competition in their market.

Originality/value

The briefing saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Strategic Direction, vol. 35 no. 6
Type: Research Article
ISSN: 0258-0543

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Abstract

Details

Servitization Strategy and Managerial Control
Type: Book
ISBN: 978-1-78714-845-1

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Article
Publication date: 13 September 2013

Ruben Mangold

The focus of this paper is to highlight the research findings with regard to the performance of client advisors in retail banking by analyzing their revenues and the…

Abstract

Purpose

The focus of this paper is to highlight the research findings with regard to the performance of client advisors in retail banking by analyzing their revenues and the underlying determinants of those revenues. Retail banking activities are increasingly important to understand in terms of productivity and performance management due to the high degree of competitiveness. This paper takes external and internal determinants of bank advisor revenue performance comprehensively into account. The author also derives practical implications for bank managers.

Design/methodology/approach

Based on the theoretical framework, empirical models are developed, which are based on a cross‐sectional ordinary least squares analysis. In total, four regression models are employed – being the base model, and the three variants of that using differing parameters in order to ensure the robustness of the results. The database encompasses quite sensitive and specific data on 521 retail banking client advisors in Switzerland. Additionally, it is enriched by explanatory variables on a regional level considering the degree of competitiveness and the population in a region, which are expected to be important determinants in retail banking.

Findings

First, bank advisors with closer proximity to clients and less distance to the community, combined with a longer period of work experience in that field, are more successful with regard to revenue performance. Second, the size of client portfolios, measured in number of clients and assets under management, client acquisition, client retention, the upgrades and downgrades across client segments, all have significant effects on revenue performance. Third, the competition and the population in a specific region need to be included in performance measurement and management by bank managers in order to ensure useful comparability across regions.

Practical implications

The hypotheses, as well as the findings, are also discussed with bank managers in order to validate the results and to enhance their practical relevance to the banking industry. Important practical implications are: first, regional differences and competitive pressures need to be taken into account in the performance measurement systems in order to ensure comparability. Second, collaboration across client segments is crucial and needs to be fostered by appropriate organizational structures and incentives. Third, retail bank advisors, which are close to the clients and have more work experience are most successful, which is important for hiring activities.

Social implications

A better understanding of the determinants of bank advisor revenue performance is crucial as performance management systems in banking are difficult to predict due to the varying methods of implementation by bank managers in their daily business. This is especially the case for performance measurement and incentive systems, which also entail social implications with view on potentially detrimental effects, for instance for too aggressive targets without properly taking the client's credit worthiness into account. Furthermore, retail banking is a pivotal area in banking as most people are depending on retail banking infrastructure, services and products.

Originality/value

This paper contributes to the current research by improving the understanding of a bank advisor's performance, as there is very limited research in this field to date, especially when considering the quality of empirical data. The paper adds to research by improving bank managers’ understanding of the determinants of a bank advisor's revenue performance. Especially original is the detailed inclusion of external factors such as competition and population, and their effect on the revenues. In addition the analysis is comprehensive and includes a broad range of relevant factors with a high degree of data quality.

Details

International Journal of Productivity and Performance Management, vol. 62 no. 7
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 1 March 2010

Robert S. Kravchuk and Samuel B. Stone

Do state governments have the ability to predict the onset, duration, and depth of structural fiscal crisis? The State of Indiana had a particularly difficult time…

Abstract

Do state governments have the ability to predict the onset, duration, and depth of structural fiscal crisis? The State of Indiana had a particularly difficult time recovering from the recession that began in April 2001. Painful expenditure restraint and substantive revenue increases were necessary simply to “break even” from 2002 through 2006. Could early warning signs have permitted more timely actions to avert the subsequent pain? Using monthly cash receipts and balances, we test whether these data hold predictive value in forecasting the onset and severity of fiscal imbalance. The evidence strongly suggests that the structural character of the 2001-02 deficit and its subsequent depth was discernible in the cash receipts stream early enough to take ameliorating action. That the state did not do so reflects budgetary psychology more than the deficit’s predictability.

Details

International Journal of Organization Theory & Behavior, vol. 13 no. 4
Type: Research Article
ISSN: 1093-4537

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