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The aim of this chapter is to reflect on the strengths of the different core concepts within the dual marketing (DM) arena; evaluate the strategic features of these core concepts in practice; assess how these concepts may provide insights into the development and management of DM; investigate how organisations manage their DM strategy and the extent to which stakeholders are involved in this process; explore how to manage and develop the DM strategy in different settings and contexts.

Without sustainability TQM initiatives are usually doomed to fail. The essence of TQM is continuity over time and integration of quality management initiatives into daily organizational operations. The purpose of this paper is twofold: to define what are the key priority elements of TQM on which companies need to focus and to present an evaluation tool based on these key elements that can be used to assess the extent of progress of TQM. The tool encompasses ISO 9000 as well as TQM elements, bearing in mind that they should complement rather than conflict with each other. The research context is the Kingdom of Saudi Arabia, a less developed country where the issue of sustainability is even more crucial than in fully industrialised countries.

The purpose of this paper is to develop an analytical hierarchy process (AHP)‐based selection model for choosing a web analytics product/service that meets organizational needs.

The research objective is achieved through modeling and empirical validation.

While more criteria could be added, the proposed selection model provides a feasible approach to choosing a web analytics product/service. Cost‐ and risk‐related criteria are weighed heavier than those of technical capabilities. Tools based on the page tagging method are more popular than those based on transaction log file analysis. The level of technology savvy might play a role in the application of the selection model.

The development of web analytics products/service is still evolving. Thus, as the use of web analytics increases, more criteria might be identified and added to the model. The model is validated by groups for different sectors. In the future, it is suggested to conduct a similar study with one sector by different groups.

The selection model provides a process in which practitioners can systematically evaluate pros and cons of web analytics products/services. The selection model includes a comprehensive list of criteria that vendors of web analytics products/services can use to benchmark their products. Following this model, an organization contemplating the use of web analytics will more likely find one product/service that accommodates organizational and technological characteristics.

A sufficiently comprehensive list of qualitative and quantitative criteria for evaluating web analytics products/services was developed. Practitioners will be able to use the model to select a proper tool. In academia, the article fills a gap in literature that might bring academics' interests in this area.

The purpose of this paper is to compare the pricing decisions and earning potential of the software supplier and the smart device manufacturer in different software promotion strategies.

Based on game theory, the authors formulate two promotion models, that is, the supplier implements software promotion activities individually (SP model) or outsources the promotion activity to the manufacturer under profit-sharing contract (MP model) when taking different channel power structures into consideration. Besides, in order to test the robustness of the conclusions, the authors also extend the basic model to the following situations: (1) the customers have different price elasticity toward service fee and product price; (2) the revenue sharing contract is employed by the supply chain members; and (3) the manufacturer's product promotion practice is taken into consideration.

The optimal service fee (product price) of the supplier (manufacturer) under SP model is always lower (higher) than that under MP model. Surprisingly, if the supplier is the channel leader and the profit sharing ratio exceeds certain threshold, the manufacturer's profit decreases in profit sharing ratio, which remains robust in three extension models. Moreover, the supply chain's profit in supplier-led game is always lower than that in Nash game irrespective of the promotion strategy in profit sharing context. When revenue sharing contract is adopted, the result holds only when the revenue sharing ratio is relatively low.

The authors originally explore two promotion strategies of the software supplier when taking the channel power structures into considerations, which has not been explored in the literature to the best of the authors' knowledge.

Strategy Question: How do I assess the “business health” of my products or services?

Summary: The Product–Volume–Margin Chart tool is used to construct a picture of the “business health” of a product or service. The one-page chart is designed to provide a clear and concise “current state” business profitability picture by casting revenue of key product/service forms in Pareto fashion against a corresponding profit metric for each (we use Gross Margin) plotted in bullet point form. Concurrently the chart structure provides a means for quickly developing a deeper insight to product/service profitability issues that may exist. The PVM analysis is among the most helpful tools in our arsenal, and is one of the first, if not the first tool we use entering a new situation. Many companies we encounter simply have not pulled information together in this way, for a variety of reasons (numbers being held close to the vest, legacy ERP shortcomings, sales reporting buckets being different, etc.) The tool shows the user, especially those who have never done a comparison like this, how to structure the product/service forms, how to choose profit metrics and construct them if necessary.

The purpose of this paper is to propose that consumer choice be guided by price fairness judgements to increase consumer satisfaction and subsequently enhance market efficiency. Consumers en masse lack the information to judge price fairness, thereby causing their ability to influence the economy to be overlooked.

This is an argumentative and conceptual work that aims to initiate a debate on this important yet unexplored issue. The arguments presented in the paper are based on economic and technological considerations.

The measure for enabling a consumer price fairness judgement is unit cost information – the cost incurred by a firm to produce a product and/or service. The benefits and challenges stemming from the availability of unit cost information (i.e. cost transparency) to consumers and companies are presented and the likely impact of cost transparency on addressing information asymmetries between buyers and sellers are discussed.

Although a significant body of knowledge exists on issues such as price transparency and how it is driven and enabled by the growth of the Internet, there is little or no evidence of research yet on issues related to cost transparency. The authors believe this work would create a new line of research for scholarly community leading to an impact on practice.

Examines the concept of perceived value with data collected from 1,323 members in four retail co‐operatives. A set of six factors was found to have effect on members’ perceptions of the value of products and services they received from their retail co‐ops. In descending order of importance these factors are: the co‐operative form of organisation, contact personnel, in‐store specials, responsiveness, communication policy, and price comparisons. Price comparisons with the products/services offered by competing retail stores were found to have a negative impact on the members’ assessments of value. Moreover, when comparing value judgements on the basis of the variables, education and number of years the respondents had been with the co‐op, the results showed that the more educated the members were, the more likely they were to give feedback to the organisation. In addition, members that had been with the co‐op for one to three years were more apt to believe that management would respond to their suggestions than the respondents who had been with the co‐op for more than nine years. Implications for strategies that promise to create value and influence the members’ retention decisions are discussed.

A new business model online to offline (O2O) has emerged in recent years. Similar to many new models at an early stage, O2O has inconsistent definitions which not only inhibit its adoption but also poorly differentiate O2O from other existing business models. To resolve the two issues, the authors propose an approach of definition development.

To show the usefulness of the approach, the authors demonstrate the differences among O2O and other business models with the use of the distinctive definition and thereby evaluate adoption of O2O from a practical perspective and identify research directions from a theoretical perspective based on the differences.

The authors' proposed approach of definition development integrates the work of Tatarkiewicz (1980) and Nickerson et al. (2013). The approach generates a distinctive definition of O2O with important analytical dimensions which help decision-making of adoption of O2O.

The paper aims to make several contributions. First, on theoretical contribution, the authors confine the scope of O2O studies and facilitate accumulation of more coherent knowledge of O2O. The authors help O2O evolve from a “buzz word” of successful stories in real businesses to a more serious concept from an academic perspective. Second, from a practical perspective, the authors' definition provides business executives with critical evaluative dimensions for gauging the adoption of O2O. Lastly, from a methodological perspective, the proposed approach can be used in future to define an emerging concept in real life businesses.

Takes a strategic journey into the future of the airline industry and air travel. The strategic trends and profound changes that are sweeping through the world airline industry and air travel currently, as well as into the next millennium, are analysed. So too are the responses of the lead airlines that are leading the charge in shaping as well as responding to these changes, which will present new opportunities, threats and challenges to airlines with global aspirations operating on the world stage. Singapore Airlines was analysed with British Airways and United Airlines as the leading European and US comparison airlines, respectively, for comparative and benchmarking purposes.

The purpose of this paper is to determine the role of eco-innovation type and its degree of novelty in increasing the stock returns of technology-based knowledge-intensive business service companies (T-KIBS), to advance the development of the concept of eco-innovation within the literature on the effects of innovation.

The effects of four eco-innovation types were examined across three degrees of novelty involved. The event study methodology was applied to the sample of 238 eco-innovation announcements released during the period of January 2016–June 2019 (inclusive) by European T-KIBS.

While the implementation of product and organisational eco-innovation was the most beneficial, the results indicated that a high degree of novelty resulted in larger increase of stock returns in the case of all the four eco-innovation types.

The eco-innovation announcements were gathered from specialised databases. However, it could be the case that companies may have used different communication channels (e.g. social media) to communicate innovation. Furthermore, a certain amount of bias undoubtedly exists, as the data came only from the European Union. Expanding the spatial scope to include the North American (especially the USA) and Asian economies appears necessary.

The practical insights into the role that the degree of novelty plays in eco-innovation announcements were formulated, which may be used to increase the market valuation of the firm.

Strategies supporting eco-innovation are crucial for business development as the value created for the stakeholders involved transmits in time into the enterprise value.

The paper attempts to fill the research gap concerning the impact of eco-innovation on the stock returns of T-KIBS.