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The purpose of this article is based on the unit patent license fee model in the closed-loop supply chain.

This paper analyzes the impact of the bundling strategy of the retailer selling new products and remanufactured products on the closed-loop supply chain under the condition that the original manufacturer produces new products and the remanufacturer produces remanufacturing products.

The results show that alternative products can be bundled, and in many cases, the bundling of remanufactured products and new products is better than selling alone.

If the retailer chooses bundling, for the remanufacturer, when certain conditions are met, the benefits of bundling are greater than the separate sales at that time; for the original manufacturer, when the recycling price sensitivity coefficient is high, the bundling is better than separate sales.

This study aimed to examine the digital transformation of business-to-business (B2B) sales and its effects on the management of value-based selling.

The study adopted a qualitative interview research design. A total of two participant groups—one consisting of sales management professionals and the other consisting of buyers—were created to conduct abductive data analysis to gain a new understanding of B2B sales management.

As a result of the digital transformation of sales, companies are shifting B2B sales towards value-based selling using a more proactive, continuous process wherein digital value co-creation activities play a big role. Similarly, their buyers now expect more proactive communication about new value propositions, but social media channels are of little importance to most B2B buyers. The management of digital value co-creation activities should be addressed from the sales ecosystem perspective, where non-sellers tend to have a strong role in communicating new value propositions.

There needs to be further research on digital value co-creation activities in the sales ecosystem, as value-based selling requires that selling organizations focus more on educational digital content marketing and engagement with non-sellers via both marketing and sales activities.

Companies rarely exploit experts and project personnel when implementing digital sales strategies; however, they often meet with customers personally and network with them. This requires a broader perspective on sales management.

This is one of the first studies to explore the management of value-based selling from both seller and buyer perspectives.

The purpose is to examine the relationship between entrepreneurs’ exit strategies and modes of entry. The topic of exit strategies in the context of approaching retirement warrants further attention.

We apply logistic regression to analyse 1,192 responses to an online survey of firms with entrepreneurs aged over 55.

Family successors are more likely to choose family succession and buyers to choose to sell, but the association between founding and exit mode cannot be confirmed. Firm size is also significant. Our findings suggest that entry and exit via a business transfer are linked. Entrepreneurs might be influenced by their form of entry when choosing their exit strategy.

The data were collected from a single European country, limiting generalisation. Future research should incorporate intervening variables not controlled for here, such as, entrepreneurial experience. Future studies should also seek to test the existence of imprinting directly, as it is implied rather than verified here.

If the entry mode has a lasting effect on the entrepreneur as our results suggest, thus influencing the exit strategy selected, entrepreneurs could benefit from greater awareness of the imprinting mechanism. Increasing awareness of imprinted biases could unlock the benefits of exit strategies previously overlooked.

The study is the first to consider sale, family succession and liquidation as exit strategies in relation to the original entry mode of ageing owners. It contributes to the understanding of exit strategies of ageing entrepreneurs and proposes using entrepreneurial learning and imprinting as lenses to clarify the phenomenon.

The authors propose a dairy bundle, integrating strategies to jointly maximise producer revenue and consumer utility according to the latter's preferences.

An algorithm based on a nested logit model identifies the bundle maximising producer revenue based on factors affecting consumer purchase behaviour. The data are drawn from a mall-intercept survey administered in Iran, with consumers stating a hypothetical choice among a comprehensive set of dairy products.

Demographic characteristics and marketing mix elements significantly affect consumers' preferences. An algorithm based on the estimated dissimilarity parameter determines the best bundle of dairy products, simultaneously obtaining the highest utility and the highest expected revenue.

Consumer preference and maximum producer or retail seller income are considered simultaneously. The bundling promotion strategy is widely used for food offerings and fresh foods and can be extended to other products.

我們擬根據消費者偏好，提出一個整合了多個策略的捆綁包，以使生產製作者得到最高的收入和最佳的消費者效用。

研究人員根據巢式Logit 模型的演算法確認了一個捆綁包，以使生產製作者能得到最高的收入，而這均建基於會影響消費者購買行為的各個因素。有關的數據取自於伊朗的商場內進行的攔截調查，而回應的消費者須假想他們從一整套乳製品中選擇他們會購買的產品。

研究結果顯示，人口特徵和市場營銷組合元素均會顯著地影響消費者的偏好，一個基於估算的相異性參數而建立的演算法可確認最佳的乳製品捆綁包，這演算法同時也可取得最佳的裨益和最高的預期收入。

於本研究中，研究人員同時考慮消費者的偏好和生產製作者或零售賣家的最高收入。捆綁式的促銷策略在食物供品和新鮮食品方面被廣泛使用，這策略可擴展至其他產品。

乳製品捆綁包、消費者偏好、最佳化演算法、巢式Logit 模型.

In servitization research, there has been a call to move further toward the development of business models based on a service approach. This article aims to answer this call by adopting service logic (SL) and developing strategies and organizational resources and processes to create a service-centric business model called servification, defined as the process of identifying and developing strategies and organizational resources and processes to create a business model based on SL.

This article is conceptual and extends servitization in the direction of service-centric business model innovation by drawing on and extending SL.

The article defines service as a higher-order concept according to SL and develops the concept of a helping strategy as the foundation for a service-based business model. Further, it develops a typology of organizational resources and processes that must be developed for the emergence of such a business model.

Since this article is the first to conceptually develop servification, more both theoretical and empirical research is naturally required. The development of servification takes servitization in the direction of service-based business model innovation and also contributes to the research on SL.

Servification enables the development of service-centric strategies and organizational resources and processes and service-based business models.

This article is the first to adopt SL in studies of business model innovation.

The purpose of this study is to gain a deeper understanding on if and how hotel senior managers (HSMs) in four-star chain hotels in London and Stockholm implemented crisis management techniques (CMTs) as a response to the economic impacts of the COVID-19 pandemic in 2020.

Qualitative questionnaires were sent to 30 HSMs in London and Stockholm. From the feedback, this paper assesses, using thematic analysis, differences in CMTs used, past and present, alluding to COVID-19’s economic impacts on hotels.

Results determined that crises broadly economically impacted destinations similarly through loss of travellers and thus revenue. However, with a more intricate and specific assessment, destinations are impacted differently; thus, CMTs must alter. Findings show many CMTs can be implemented to reduce crises’ economic impacts. The literature review and empirical results allude to many previous and current CMTs, although these must be relevant and specific to the crisis, hotel and/or destination.

This paper has theoretical implications for academics on, among other things, theory building. Practically, it supports hotels in developing and determining CMTs to reduce the economic impacts of crises, to be better prepared when another pandemic emerges and contributes to the tourism and hospitality industry’s knowledge of management strategy within crises.

To the best of the authors’ knowledge, this is the first Swedish study focusing on post-COVID-19 crisis management in hotels in London and Stockholm.

One of the leading factors that shape product and service delivery are data collected in databases and other repositories maintained by companies. The transformation of such data into knowledge and wisdom may constitute a new source of income. This paper aims to explore how small/medium-sized enterprises (SMEs) advance their business models (BMs) around data to handle data-driven products and how this contributes to their innovativeness and performance.

To investigate the phenomenon, the as-is BM of a multinational SME was mapped and its limitations were revealed through a qualitative study. The BM canvas was used. Then the data-driven approach was innovated within the facility management (FM) industry, where a high volume of operational and sensor-based data being collected creates added value in terms of new data-based products.

A data-driven business model (DDBM) blueprint for the FM industry that supports the need to complement service-driven operations with the data-driven approach is delivered. Enhanced BM equips a facility manager with additional managerial tools that enable decreasing property utilization costs and opens up new opportunities for generating revenue. This paper drafts the way to evolve from service to data-driven business and point out the attitudes that managers should adopt to promote and implement DDBM.

The DDBM constitutes a guideline that supports FM organizations in focusing their activities and resources on generating business value from data and monetizing data-driven products.

The research expands knowledge regarding BMs and their evolution. The gap regarding the DDBM innovation within the FM industry is filled.

Rice is staple food for Bangladeshi people. Although rice markets were liberalized in 1992, the government continued to intervene in this sector. This study examines the farmers’ and private traders’ response in liberalized rice marketing system in two regions. 40 farmers and 20 traders were interviewed by using a structural questionnaire for collecting the necessary information. The liberalization of the rice market, in particular, has been embraced more by the private traders then by the farmers. Although there has been a rapid emergence of private traders, the emergence of a vibrant trading sector that would fill the gap left by the state has been slow. The rice market is segmented with the private traders supplying different market circuits. Farmers on the other have not responded positively due to the lack of capital, lack of storage facilities, lack of market information, dominance of intermediaries and low price during the harvest period. Most of the farmers are unwilling to expand their acreage due to the family requirements of other crops. In rural remote areas where the road infrastructure is poor, private sector marketing activities have not yet emerged. Thus government can foster private participation and market integration by improving the road and storage infrastructure. Furthermore, government needs to take measures that strengthen the agricultural price and marketing information system targeted at both farmers and traders.