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1 – 10 of over 2000Erno Mustonen, Janne Harkonen and Harri Haapasalo
This study aims to improve understanding of companies’ motives and concerns in relation to cooperation through a joint commercial product portfolio.
Abstract
Purpose
This study aims to improve understanding of companies’ motives and concerns in relation to cooperation through a joint commercial product portfolio.
Design/methodology/approach
The qualitative research method was used to study 17 companies based on two case projects.
Findings
The joint commercial product portfolio is introduced as a new type of co-marketing. The possible business drivers, targeted benefits and perceived challenges of small and medium-sized enterprises (SMEs) in relation to cooperation through a joint commercial product portfolio are identified. The companies seem to be motivated by and concerned about similar issues that also apply to other forms of co-marketing.
Research limitations/implications
The study consisted of two case projects in the same country and, thus, share fairly similar business environments and cultures. Therefore, the same results may not be obtained for a study that is conducted in a different location.
Practical implications
Managers of SMEs can benefit from the results of this study by improving their understanding of co-marketing opportunities through the creation of a joint commercial product portfolio with suitable companies. In addition, the results provide managers with insights into the challenges that should be considered when planning marketing cooperation.
Originality/value
The study provides new perspectives on the existing co-marketing literature by discussing the creation of a joint commercial product portfolio as a vehicle to support companies’ business objectives. The study contributes to the increasing business-to-business co-marketing literature by presenting the business drivers, targeted benefits and perceived challenges related to SMEs cooperation through a joint commercial product portfolio.
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Xiaoye Chen, Rong Huang, Zhiyong Yang and Laurette Dube
This paper aims to investigate the impact of different types of corporate social responsibility (CSR; i.e. value-creating CSR, promotional CSR and philanthropic CSR) on consumer…
Abstract
Purpose
This paper aims to investigate the impact of different types of corporate social responsibility (CSR; i.e. value-creating CSR, promotional CSR and philanthropic CSR) on consumer responses and the moderating role of corporate competence.
Design/methodology/approach
The authors tested the hypotheses by using two empirical studies – a survey and an experimental study. The evidence is generated based on generalized linear model repeated-measures ANOVAs for the survey study and two-way factorial ANOVAs for the experimental study.
Findings
The findings show that in general, consumers respond to value-creating CSR more favorably than to philanthropic CSR or promotional CSR. In addition, corporate competence moderates consumers’ responses to different types of CSR in such a way that promotional CSR is more likely to have the desired effects when carried out by low-competency rather than by high-competency firms, whereas value-creating CSR is more effective for high-competency firms than for low-competency ones. Philanthropic CSR works equally in both types of firms.
Research limitations/implications
This research answers a long-term call to study the differential consumer effects of various CSR types. It also identifies perceived corporate competence, an important consumer-based corporate factor, as a potential moderator of consumers’ response to CSR types.
Practical implications
Armed with the findings, companies can choose CSR practices that fit with their company characteristics. This research offers important and specific managerial implications to firms with different company profiles on their CSR choices.
Originality/value
Given that today’s managers are faced with the challenge of selecting desirable CSR activities from a group of options, the authors answered the call by studying the differential effects of a wide array of CSR choices and provide important practical guidance to managers. For the first time in the literature, the study also investigates the potential interactive effects between specific CSR types and corporate competence on consumer reactions. This inquiry bears significant relevance to the ongoing discussions concerning whether and how company characteristics generate influences on the outcomes of CSR strategies.
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Nancy J. Kaplan and Jonathan Hurd
Many partnerships end badly. It doesn't have to be that way.
This special “Anbar Abstracts” issue of the Journal of Business & Industrial Marketing is split into seven sections covering abstracts under the following headings: Marketing…
Abstract
This special “Anbar Abstracts” issue of the Journal of Business & Industrial Marketing is split into seven sections covering abstracts under the following headings: Marketing strategy; Customer service; Sales management; Promotion; Product management; Marketing research/customer behavior; Sundry.
Tuğra Nazlı Akarsu, Pantea Foroudi and T.C. Melewar
While extensive knowledge on branding and communication has focused on business-to-consumer context, despite the nourishment of the importance of strategic alliances between…
Abstract
While extensive knowledge on branding and communication has focused on business-to-consumer context, despite the nourishment of the importance of strategic alliances between businesses in terms of co-branding has become discernible, a little attention has been given to business-to-business (B2B) context. This chapter tries to take attention to dual marketing communication, where they are trying to market their products and services to both individuals and businesses. More specifically, this chapter aims to emphasise ingredient branding as a form of co-branding considered as one of the revolutionary dual marketing communication strategies. Notably, the importance of ingredient branding is highlighted for industries and companies who have to design a strategic multi-channel communication plan not just for their customers but also for retaining the competitive advantage, increasing the brand strength for both sides and stimulating the sales. Further, this chapter elaborates the subject with prominent examples of ingredient branding, as well as explains how a communication strategy became an asset for manufacturers and suppliers who are in downturn and lead them to have a growth opportunity with maximising their brand values.
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Business alliances can assist organisations to acquire the means to compete within an ever complex and changing environment. For small and medium‐sized enterprises in…
Abstract
Business alliances can assist organisations to acquire the means to compete within an ever complex and changing environment. For small and medium‐sized enterprises in non‐metropolitan areas these alliances can provide the means to extend business activity and compete against nationally based competitors. What is the nature of alliances formed by businesses in regional (non‐metropolitan) settings and how do those alliances contribute to business development? This research first examines theory supporting the classification of alliances in the literature, and then explores managers’ perceptions on motivation driving the formation of alliances and the role of alliances in a business’s strategic direction. When data identifying the purpose for entering the alliance and benefits received from the alliance were linked to data measuring alliance performance, three major dimensions emerged, which together describe strategic motivation or intent for the range of alliances observed in the data. The framework developed through this research provides a management perspective of building alliances, which supports Sheth and Parvatiyar’s (1992) prior classification of strategic (exclusive arrangements that create new opportunities), and operational (enhancing current business capabilities) alliances, with the addition of alliances created to defend past strategic activities against competitive and/or environmental threats.
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This paper aims to investigate whether corporate social responsibility (CSR) efforts that are oriented toward shared value creation generate any perceptual advantages in terms of…
Abstract
Purpose
This paper aims to investigate whether corporate social responsibility (CSR) efforts that are oriented toward shared value creation generate any perceptual advantages in terms of consumer product attributes evaluations compared with other types of CSR. The study also uncovers consumers’ pathways that channel the impacts of corporate associations on corporate and product evaluations and purchase intention.
Design/methodology/approach
This study uses a between-subjects experimental design. In all, 274 undergraduate students from a North American university participated in the 2 (low versus high corporate ability levels) × 4 (CSR types) study. The data were analyzed using the methodologies of path analysis and multiple group analysis in the context of structural equation modeling procedure.
Findings
The findings show that in the context of shared-value CSR, CSR image (i.e. consumer judgments on the moral aspect of the company) can spill over to product attributes evaluations, including perceptions of “product innovativeness” and “product social responsibility,” which, in turn, translate to purchase willingness. Meanwhile, perceived corporate trustworthiness mediates the effects of CSR image and corporate ability (CA) image on the overall corporate evaluation, which subsequently influences consumer product evaluation and purchase intention.
Research limitations/implications
The research provides direct evidence showing that companies have the potential to improve their corporate brand and, in turn, their product evaluations by putting a stronger emphasis on the social responsibility components of their image and placing this at the core of their strategic agenda. Importantly, a contribution to the literature by identifying differential effects of CA image versus CSR image on consumer perception of product innovativeness within different CSR categories is made. The limitations of the research are discussed, which include the usage of a fictitious company and brand and a convenience sample.
Practical implications
The study offers guidance to managers in regard to their choice of different CSR practices to fulfill their company’s product-related strategic goals.
Originality/value
The present study takes a critical stance to show that previous experimental work investigating the impact of CSR image on product evaluations relied predominantly on bipolar manipulations of CSR practices (bad versus good) rather than bringing many shades of CSR into consideration. By incorporating a wide array of CSR formats, especially value-creating CSR, current research generates potential implications based on differential effects of various CSR focuses, which have not been captured by previous studies.
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This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into seven sections covering abstracts under the following headings: Marketing Strategy;…
Abstract
This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into seven sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales Management; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution.
This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into six sections covering abstracts under the following headings: Marketing strategy;…
Abstract
This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into six sections covering abstracts under the following headings: Marketing strategy; Customer service; Pricing; Promotion; Marketing research, customer behavior; Product management.
With the increasing competitive environment confronting businesses on a global basis and the shrinking availability of investment capital, many organizations are looking to…
Abstract
With the increasing competitive environment confronting businesses on a global basis and the shrinking availability of investment capital, many organizations are looking to strategic alliances to be an instant solution for present marketing shortfalls. Research has shown that several critical factors must be considered if an alliance is to be proven effective in the marketplace. At the top of the list is compatibility between the two organizations involved. The corporate cultures should be somewhat compatible if the interface between the partners is to be effective. The bases of the alliance should center on knowledge transfer as the main reason for its continued operation. The linkages within the alliance can be unusual and creative provided one of two objectives is pursued – increased revenue or reduced costs.
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