Prior literature suggests that customer orientation interacts with other strategic factors, but yields mixed effects in terms of performance outcomes. In addition, capturing performance outcomes of ...complex systems of interdependencies using commonly employed methods, such as regression models, is often difficult. Thus, this study employs a configurational approach, using fuzzy set Qualitative Comparative Analysis (fs/QCA), to analyze the constellations of different strategic orientations, strategy types, and market conditions that yield superior performance. The study finds no evidence of high-performing configurations without customer orientation and shows that highly performing firms configure themselves around their customer orientation in three different ways. The results have implications for market orientation theory as well as for configurational and (marketing) strategy research in general.
Innovations in Retail Business Models Sorescu, Alina; Frambach, Ruud T.; Singh, Jagdip ...
Journal of retailing,
07/2011, Letnik:
87
Journal Article
Recenzirano
► A retailing business model (RBM) has three interconnected core elements: retailing format, activities, and governance. ► These elements and their interdependencies define how a retailer creates and ...appropriates value. ► We define and provide multiple examples of RBM innovations, which are changes beyond current practice in one or more elements of an RBM and their interdependencies. ► We propose a classification of RBM innovations along six design themes. ► We discuss drivers and consequences of RBM innovations and factors that warrant changes in RBMs.
A
retail business model articulates how a retailer creates value for its customers and appropriates value from the markets. Innovations in business models are increasingly critical for building sustainable advantage in a marketplace defined by unrelenting change, escalating customer expectations, and intense competition. Drawing from extant strategy and retailing research, we propose that innovations in retail business models are best viewed as changes in three design components: (1) the way in which the activities are organized, (2) the type of activities that are executed, and (3) the level of participation of the actors engaged in performing those activities. We propose six major ways in which retailers could innovate their business models to enhance value creation and appropriation beyond the levels afforded by traditional approaches to retailing. We also describe the drivers of business model innovations, the potential consequences of such innovations, and numerous examples from retail practice that highlight our concepts and arguments. In doing so, we provide a starting point for academic research in a domain that is deficient in theoretical and empirical research, and offer retailing managers a framework to guide retail business model innovations for sustainable competitive advantage.
Previous research has shown that consumer intentions to adopt innovations are often poor predictors of adoption behavior. An important reason for this may be that the evaluative criteria consumers ...use in both stages of the adoption process weigh differently. Using construal level theory, we develop expectations on the influence of innovation characteristics across the intention and behavior stages of the adoption process. Using meta-analysis, we derive generalizations on drivers of intentions and actual innovation adoption behavior. The results show important differences across both stages. Consumers show higher levels of adoption intention for innovations that are more complex, better match their needs, and involve lower uncertainty. However, consumers are found to actually adopt innovations with less complexity and higher relative advantages. Adopter demographics are found to explain little variance in adoption intention and behavior, whereas adopter psychographics are found to be influential in both stages. These findings have implications for innovation adoption theory, for managers involved in new product and service marketing, and for future research on innovation adoption.
► We use meta-analysis to derive generalizations on consumer innovation adoption. ► We examine differences between adoption intention and adoption behavior. ► Innovation characteristics affect subsequent adoption process stages differently. ► Adopter demographics show minor influence on innovation adoption. ► Adopter psychographics affect both adoption intention and behavior.
Organizational innovation adoption has received increasing attention in the marketing and management literature over the past two decades. Insight into adoption processes, its inhibitors and ...stimulators helps suppliers of innovations to market their new products more effectively. The objective of this paper is to discuss the main findings on organizational adoption and integrate them within a framework. The framework that we propose addresses the adoption decision at two levels, i.e. the organizational level and the individual adopter within an organization. We integrate research on innovation adoption and technology acceptance that have emerged in the marketing and management literature and identify several research issues that need further attention.
Today, traditional full service is increasingly replaced with technology-based self-service (TBSS), sometimes with no other option for service delivery. This study develops a conceptual model to ...investigate the impact of forcing consumers to use TBSS. The model is tested using an experimental design within railway (ticketing and travel information) contexts. The results show that forced use leads to negative attitudes toward using the TBSS as well as toward the service provider, and it indirectly leads to adverse effects on behavioral intentions. The findings also show that offering interaction with an employee as a fall-back option offsets the negative consequences of forced use, and that previous experience with TBSS (in general) leads to more positive attitudes toward the offered self-service, which can offset the negative effects of forced use to some extent.
How do buyer–supplier relationships affect innovation? This study suggests that the relational exchange norms of flexibility, information sharing, and solidarity (the bright side) encourage buyer ...innovation. However, negative (dark side) aspects of relationships with suppliers—loss of supplier objectivity, increasing buyer expectations, and supplier opportunism—may accompany the bright side and subsequently reduce buyer innovation. The study reports on the simultaneous effects of the bright and dark sides on innovation and the resultant effect on supplier performance as evaluated from the buyer's perspective. Using data from the travel and computer industry, regression models reveal that the bright side encourages buyer innovation. Buyers reciprocate this support by enhancing their supplier evaluations. The findings indicate that rising buyer expectations—supposedly a dark side of relational exchange—encourage innovation, while loss of supplier objectivity reduces relationship performance. These findings imply that the bright and dark sides are not mutually exclusive dimensions of good versus bad behavior.
Generally, radical innovations are not easily adopted in the market. Potential adopters experience difficulties to comprehend and evaluate radical innovations due to their newness in terms of ...technology and benefits offered. Consequently, adoption intentions may remain low. This paper proposes bundling as an instrument to address these problems. More specifically, this paper examines how consumer comprehension, evaluation, and adoption intention of radical innovations may be enhanced by bundling such products with existing products. In addition, it is argued that the proposed effects are contingent upon the level of fit perceived to exist between the radical innovation and the product that accompanies it in the bundle. Furthermore, consumers' prior knowledge may affect the influence of bundling on the innovation adoption process as the interpretation of the meaning of new products may be strongly related to prior knowledge. This study therefore investigates whether consumer prior knowledge has such a moderating effect. Hypotheses are tested by means of an experimental study with three different radical innovations and distinguishing among offering the radical innovation separately, offering the radical innovation in a bundle with moderate perceived fit between the products, and offering the radical innovation in a bundle with high perceived fit between the products. Results show that product bundling enhances the new product's evaluation and adoption intention, although it does not increase comprehension of the radical innovation. Moreover, the results show that comprehension, evaluation and adoption intention of the innovation significantly decrease when consumers perceive a moderate fit between the products in a bundle. Taken together, these findings contribute to the bundling literature by showing not only that product bundling may indeed be an effective instrument to introduce a radical innovation but also that product bundling may be counterproductive when ignoring the critical role of perceived product fit as core characteristic of a product bundle. In addition, the notion that product bundling helps to enhance the evaluation and purchase intention of new and relatively complex products suggests a suitable strategy for new product managers to enhance benefits and reduce learning costs for radical innovations. Moreover, the effects of bundling on consumer appraisals of radical innovations are also shown to depend on the level of knowledge respondents possess regarding the product category of the radical innovation. More specifically, if bundled with a familiar product, novices tend to evaluate the innovative product more positively, but for experts no such effect can be detected. As such, these results provide additional specific implications for managers when introducing radical innovations in the market. Offering a radical innovation in a product bundle could be a fruitful strategy for companies that target customers with little or no prior knowledge in the product domain.
We investigate consumer preference for online versus offline purchasing of a complex service (home mortgage), across the three stages of purchasing, namely, pre-purchase, purchase, and post-purchase. ...Our analysis of data from 300 consumers shows that (1) the offline channel is generally preferred over the online channel across all the stages, and (2) the channel usage intention in a particular stage is moderated by the consumer's Internet experience. Specifically, in both the pre- and post-purchase stages, the usage intention for the online channel is higher when consumers have more favorable Internet experience. In the purchase stage, consumers prefer the offline channel over the online channel, regardless of their Internet experience. Furthermore, we find that the drivers of channel preference are substantially different across the three buying stages due to (in)congruities between channel benefits desired and channel capabilities offered.
It is a well‐accepted notion that to respond to competitive attacks firms need the necessary resources to do so. However, the presence of resources may not be a sufficient condition to enhance ...competitive responsiveness. Following a managerial decision‐making approach, the present paper investigates how the availability of resources affects decision makers' assessment of a competitor's new product and their subsequent reaction to it. This study posits that competitive reaction follows from a decision maker's assessment of a competitive action. This assessment contains a motivation dimension and an ability dimension. The effect of three types of resources—financial, marketing, and technological—are examined. A quasi‐experiment with the Markstrat business game as an empirical setting provided 339 questionnaires containing information on 29 different new product introductions. The motivation and ability dimensions are confirmed as important antecedents explaining reaction behavior. The results show that resources possess a dual, and opposing, role in influencing competitive reaction to new products. On the one hand, resources enhance decision makers' belief that they are able to react effectively to competitive attacks, but the presence of resources also makes them less motivated to react. The paper introduces two explanations for this: the liability‐of‐wealth hypothesis and the strong‐competitor hypothesis. The addition of competitor orientation as a moderator allows us to discern between the two competing rationales for the existence of a negative effect of resources on the expected likelihood of success of a competitive new product introduction, supporting the liability‐of‐wealth hypothesis. The paper demonstrates the key role of competitor orientation and formulates implications from that.
In this paper, we propose that business strategy influences new product activity both directly and indirectly via its influence on market orientation. Accordingly, we develop a framework linking ...firms' relative emphasis on cost leadership, product differentiation and focus strategies to firms' customer and competitor orientation as well as their new product development and introduction activity. We use this framework to develop a simultaneous equations model that is tested on survey data from 175 Dutch firms of varying size and across different industries in the manufacturing sector. The surprising findings are that a greater emphasis on a focus strategy results in a decreased emphasis on customer orientation and that competitor orientation has a negative direct influence on new product activity and an indirect positive effect via customer orientation. We discuss the implications of these findings for theory and practice.
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