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Article
Publication date: 23 November 2012

Sachin Wasuja, Mahim Sagar and Sushil

Specialty drug development is capital‐intensive and represents a new era for the entire health ecosystem. This “newness” has resulted in below‐par sales performance of these…

1354

Abstract

Purpose

Specialty drug development is capital‐intensive and represents a new era for the entire health ecosystem. This “newness” has resulted in below‐par sales performance of these drugs. This paper seeks to explore the intricate relationship of product (or company), salespersons, doctors and consumers (patients) in the given scenario.

Design/methodology/approach

The study makes use of grounded theory and total interpretive structural modeling (TISM). Grounded theory is used to explore various factors of cognitive bias in selling specialty drugs. TISM is used to create a hierarchy amongst the factors and interpret the relationships amongst them.

Findings

The study proposes a cognitive bias amplification model explaining the phenomenon of cognitive bias in specialty pharmaceutical selling.

Originality/value

The study fills part of the significant research gap and addresses the issues in selling specialty drugs. The cognitive bias amplification model is helpful in providing the starting point for sales‐centric organizations to overcome the cognitive bias affecting salespersons.

Details

International Journal of Pharmaceutical and Healthcare Marketing, vol. 6 no. 4
Type: Research Article
ISSN: 1750-6123

Keywords

Article
Publication date: 29 April 2021

Alexandre Silva, Elisabete Figueiredo, Mónica Truninger, Celeste Eusébio and Teresa Forte

The purpose of this paper is to explore and typify the characteristics and diverse features of urban speciality stores selling rural provenance food, taking the case of three…

Abstract

Purpose

The purpose of this paper is to explore and typify the characteristics and diverse features of urban speciality stores selling rural provenance food, taking the case of three cities in Portugal.

Design/methodology/approach

The study was based on hierarchical cluster analysis, performed upon data collected from a survey to 113 shops, located in Aveiro (n = 15), Lisbon (n = 56) and Porto (n = 42).

Findings

The study identified three clusters of shops according to the type of rural provenance products sold, services provided and clientele characteristics: the wine focused, the rural provenance focused and the generalist. The study confirms that in Portugal, small food retail outlets, with different rural provenance patterns and degrees of specialization have considerably grown in large cities over the last decade.

Research limitations/implications

The study contributes to typifying urban speciality food stores selling rural provenance products and to addressing critical research gaps on this topic. The study highlights the dynamism of small food retail outlets and their significance, mediating and responding to changing patterns of food consumption in urban spaces.

Originality/value

This study contributes to a better understanding and characterization of food speciality shops in urban settings and their links with rural territories of provenance, an under-researched topic on the food retail literature.

Article
Publication date: 1 March 1992

David R. Decker

Considers the conflict between manufacturers products′ sellingrequirements and the dominant sales strategy of the distributor, thelatter resulting in pricing and stock‐holding…

Abstract

Considers the conflict between manufacturers products′ selling requirements and the dominant sales strategy of the distributor, the latter resulting in pricing and stock‐holding disagreements which the manufacturer must control and manage. Examines the reasons for mismatches, e.g. the relative marketstrength and weakness of the parties and product line policy mismatches. Highlights the factors affecting distributors′ selling strategies and the prevailing use of a single strategy. Concludes that manufacturers should be more aware of the potential differences in orientation between themselves and distributors and deal with them at an early stage in the process.

Details

Journal of Business & Industrial Marketing, vol. 7 no. 3
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 13 April 2022

Bastian Mrutzek-Hartmann, Herbert Kotzab, Işık Özge Yumurtacı Hüseyinoğlu and Sascha Kühling

The retail sector in a lot of countries consists of many small and medium sized specialty retailers who face a high degree of dynamics and competition. Consequently, these…

1043

Abstract

Purpose

The retail sector in a lot of countries consists of many small and medium sized specialty retailers who face a high degree of dynamics and competition. Consequently, these companies also have to constantly evolve and develop resilient strategies that promise their future success. Hence, the purpose of this paper is to analyse the resource and capability bundle for operating as and transforming to a small and medium-sized enterprise (SME) omni-channel specialty retailer. Therefore, the authors followed the notions of the Resource-Based-View (RBV) and of the Dynamic-Capabilities-View (DCV).

Design/methodology/approach

To answer the authors’ formulated research questions, they applied an exploratory research method by conducting 12 semi-structured and guideline-based expert interviews from two countries.

Findings

The findings reveal a specific bundle of transformation resources and capabilities and important drivers for the implementation of an omni-channel strategy. Thereby, the human resources factor and the market as well as customer understanding play a decisive role. In addition, the authors have identified country-specific differences in the technological, logistical, product-specific and financial areas.

Practical implications

The results reflect the importance of qualified and well-trained staff for SME retailers to implement omni-channel strategies in alignment with a high level of service quality. Especially in the Covid 19 era, flexible structures and quick adaptability are essential to remain competitive. Nevertheless, everything should always be in line with the company's own philosophy.

Originality/value

The paper provides new insights into important resources and capabilities retailers need to focus on when implementing an omni-channel strategy. The paper concentrates in particular on the groups of SMEs and niche markets as well as examines country-specific differences in a developed and a developing country.

Details

International Journal of Retail & Distribution Management, vol. 50 no. 8/9
Type: Research Article
ISSN: 0959-0552

Keywords

Article
Publication date: 30 August 2022

Marcos Giovane da Silva, Luiz Henrique de Barros Vilas Boas and Alberdan José da Silva Teodoro

This study aimed to describe the cognitive associations existing among specialty coffee consumers through the means-end chain theory and personal values.

Abstract

Purpose

This study aimed to describe the cognitive associations existing among specialty coffee consumers through the means-end chain theory and personal values.

Design/methodology/approach

The research follows a descriptive qualitative study that used in-depth interviews and laddering, to collect data among 40 interviews with regular consumers of specialty coffees in Brazil. The interviews were transcribed, and from the content analysis, the attributes, consequences and values that emerged in the discourse of consumers of specialty coffees were found. The categories were later classified – according to the level of abstraction – and inserted into the LadderUx® software to generate the implication matrix and the hierarchical map of values. The interpretation of results occurred in a descriptive way.

Findings

Based on a hierarchical value map, the following personal values were identified: universalism, self-directed action, accomplishment, tradition and personal security. These values can be considered guides for consumption behavior. They are also related to consumption behavior that values technical attributes, such as roast level, packaging, aroma and flavor, and the relationships between these values and personal improvement, social relationships and recognition are relevant factors involved in decision-making.

Originality/value

This study presents the cognitive structure of Brazilian specialty coffee consumers. The coherent use of this information enhances the development of marketing actions involving communication actions, relationships with internal and external customers, new farm management strategies, direct trade with consumers and sustainable improvements in the production chain. These are the factors that can motivate the purchase of food, thus attracting new consumers to this emerging market.

Details

British Food Journal, vol. 125 no. 5
Type: Research Article
ISSN: 0007-070X

Keywords

Content available
Article
Publication date: 1 December 1999

39

Abstract

Details

Pigment & Resin Technology, vol. 28 no. 6
Type: Research Article
ISSN: 0369-9420

Keywords

Case study
Publication date: 5 March 2020

Susan White

This case focuses on valuation using various methods to price a firm. Students attempting this case should know the basics of how to value a company using discounted cash flow…

Abstract

Theoretical basis

This case focuses on valuation using various methods to price a firm. Students attempting this case should know the basics of how to value a company using discounted cash flow, comparable multiples and comparable transactions. Students will need to calculate the weighted average cost of capital using comparable companies and the capital asset pricing model and determine differences in value created by an acquisition vs a leveraged buyout (LBO). The case also discusses qualitative issues in mergers, such as fit between target and acquirer, integration issues, potential high debt from LBO.

Research methodology

This case was library-researched, using Amazon and Whole Foods public filings and business press papers.

Case overview/synopsis

Whole Foods Markets received a buyout offer from Amazon. Whole Foods could solicit offers from other firms, including firms more directly in the grocery business. Whole Foods also considered a management buyout or purchase by a private equity firm. Whole Foods had underperformed, with a falling stock price and reduced profitability. Amazon’s bid was attractive, a premium of about 40 per cent over Whole Foods’ pre-merger stock price. Whole Foods also wanted to consider issues such as culture. Whole Foods’ strategy was to sell organic foods at premium prices, while Amazon was a retail discounter with a largely online business.

Complexity academic level

This case is appropriate for graduate students at the end of their introductory course or for graduate or undergraduate students in a corporate finance elective, particularly a merger/restructuring elective. The case has been used in an advanced undergraduate finance elective, with a team presenting the case to the class, with remaining students in the class required to write case summaries and questions for the presenting group.

Content available
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Abstract

Details

International Journal of Pharmaceutical and Healthcare Marketing, vol. 6 no. 4
Type: Research Article
ISSN: 1750-6123

Case study
Publication date: 1 May 2011

Margaret Ake, Kristine Kelly, Lauren Fournier and Jacob Kidder

Early in 2008, Tony Truesdale, President of the Vitamin Shoppe, was preparing for a meeting with the company's investment bankers. In particular, he was wrestling with supply…

Abstract

Early in 2008, Tony Truesdale, President of the Vitamin Shoppe, was preparing for a meeting with the company's investment bankers. In particular, he was wrestling with supply chain issues that were becoming increasingly pronounced in light of the company's aggressive growth plan. Truesdale recognized that it was nearly impossible to effectively manage the company's large and fragmented supply base, resulting in higher than necessary costs and lower than desired performance. The company also relied too heavily on one supplier for a significant amount of the company's volume. Truesdale recognized that it was nearly impossible to effectively manage the company's large and fragmented supply base, resulting in higher than necessary costs and lower than desired performance. The company also relied too heavily on one supplier for a significant amount of the company's volume.

Further, in the company's single distribution center, 95 percent of the available storage capacity was utilized throughout most of 2007; well above what was considered optimal. The lack of space was driving excessive product handling and increasing operating expenses. The company's inbound and outbound transportation strategies also contributed to inefficiencies and unnecessary costs. Operating efficiencies could be achieved if all transportation needs were brought together under one strategic umbrella. Truesdale was certain that in order to reach the company's growth targets and maintain its competitive advantage, addressing these supply chain issues was critical. Students are asked to describe the specific issues affecting supply chain performance and recommend approaches to solving the problems

Details

The CASE Journal, vol. 7 no. 2
Type: Case Study
ISSN: 1544-9106

Article
Publication date: 23 November 2017

Darrell Goudge, Megan C. Good, Michael R. Hyman and Grant Aguirre

The purpose of this paper is to develop, test, and validate a model in a specialty retail environment to assess the influence of a salesperson’s sales- or customer-orientation and…

Abstract

Purpose

The purpose of this paper is to develop, test, and validate a model in a specialty retail environment to assess the influence of a salesperson’s sales- or customer-orientation and customer characteristics related to buy/no-buy decisions.

Design/methodology/approach

Backward stepwise discriminant analysis was used to identify variables that most differentiated buyers from non-buyers. The discriminant model was estimated with survey data provided by a judgment sample of consumers asked to recall details about a recent in-store purchase experience (n=240). One significant discriminant function emerged. The model correctly classified 87.5 percent of buy/no-buy decisions by consumers in a separate validation sample (n=40).

Findings

Customers who believe a salesperson is sales oriented (i.e. only interested in closing) are more likely to make a no-buy decision even when retailer-related attributes – such as positive prior experience with the retailer, susceptibility to normative interpersonal influence, and positive attitude toward retailing – suggest otherwise. Surprisingly, neither customer orientation nor susceptibility to interpersonal informational influence relates significantly to making a buy/no-buy decision.

Practical implications

Specialty retailers should avoid a sales-outcome-based orientation. To add value in a competitive marketplace where buyers can avoid salespeople, the focus of a sales interaction should be on identifying customer needs and characteristics.

Originality/value

Adaptations of sales people’s personas and selling efforts – fostered by new managerial training practices – and the need for specialty retailers to adopt behavior-based control systems are suggested. In addition, sales or customer orientation typically is reported by the salesperson. Here, customers’ belief – which is more germane to modeling buy/no-buy decisions – designates the salesperson’s orientation.

Details

International Journal of Retail & Distribution Management, vol. 45 no. 12
Type: Research Article
ISSN: 0959-0552

Keywords

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