Having in mind that the tourism industry has been seen as highly complex and competitive, which is driven also by the rapid change in technology, the paper examines the perceptions and practices of ...Macedonian travel agencies that have intentions to boost their international exposure and find new strategies to perform. Data were collected from 96 employees’ responses to identify external macro and competitive environment factors as well as to further investigate of the patterns and perceptions regarding their international strategy practices. Two considerations are taken into the discussion. What travel agencies might do in view of changes in the global environment and in view of its abilities and what entry mode is most suitable. Hence, the findings from the paper support the notion for greater internationalization and for encouraging travel agencies to establish new strategic alliances. Also, it can provide relevant and useful information for the policy makers which can be used for improving the overall tourism country internationalization efforts.
The international management literature has presented inconclusive results about the effect of institutional voids in a host country on entrant firms' resource commitment. With the lens of ...institutional theory and transaction cost theory, this article examines how institutional voids in an emerging market influence a firm's decision to move resources in that market. Resource commitment in an emerging market is examined in terms of the degree of control of the entry strategy employed. The theory presented argues that as institutional voids in a firm's host country escalate, the firm sets out different priority actions to mitigate behavioral and environmental uncertainties in the host country, that in turn affect the degree of control of its entry modes. By relying on a sample of 90 Italian firms operating in China between 2001 and 2010, the results support the hypothesis that the institutional voids-entry mode degree of control relationship displays an inverted U-shape.
•Revealed the CLSC players’ choices of collection channels under supply disruption.•Characterized the equilibrium evolution process of the collection modes.•Concluded the condition for the ...third-party collector to be dropped out of the CLSC.•Presented two re-entry ways to help the deposed collection partner back to the CLSC.•Proved the vertical shareholding strategy can effectively ease the supply disruption.
This paper studies a collection channel selection issue in a closed-loop supply chain (CLSC) consisting of a manufacturer, an e-commerce platform and a third-party collector. Three collection modes are available to the manufacturer who lacks collection capability, that is, platform collection (mode P), collector collection (mode C) and dual-channel collection (mode D). After collection, the manufacturer remanufactures and sells remanufactured products through the platform. We formulate a two-echelon Stackelberg game in which the manufacturer is the leader, the platform and collector are both the followers. We analytically drive the optimal collection price of manufacturer and the optimal collection prices of the platform and collector. Then, we characterize the equilibrium evolution of channel selection under supply disruption and remanufactured product price shock. Notably, during the high price stage, the manufacturer may terminate cooperation with the collector if the manufacturer’s disassembling cost is low. Therefore, we propose two re-entry strategies to assist the collector to rejoin the CLSC, namely, side payment and vertical shareholding. Our results show that, although the two re-entry strategies can both enable the collector return to CLSC, the vertical shareholding is superior to the side payment when the competition intensity is weak enough.
Entry of Copycats of Luxury Brands Gao, Sarah Yini; Lim, Wei Shi; Tang, Christopher S.
Marketing science (Providence, R.I.),
03/2017, Volume:
36, Issue:
2
Journal Article
Peer reviewed
Open access
We develop a game-theoretic model to examine the entry of copycats and its implications by incorporating two salient features; these features are two product attributes, i.e., physical resemblance ...and product quality, and two consumer utilities, i.e., consumption utility and status utility. Our equilibrium analysis suggests that copycats with a high physical resemblance but low product quality are more likely to successfully enter the market by defying the deterrence of the incumbent. Furthermore, we show that higher quality can prevent the copycat from successfully entering the market. Finally, we show that the entry of copycats does not always improve consumer surplus and social welfare. In particular, when the quality of the copycat is sufficiently low, the loss in status utility from consumers of the incumbent product overshadows the small gain in consumption utility from buyers of the copycat, leading to an overall decrease in consumer surplus and social welfare.
The international management literature has presented inconclusive results about the effect of institutional voids in a host country on entrant firms’ resource commitment. With the lens of ...institutional theory and transaction cost theory, this article examines how institutional voids in an emerging market influence a firm’s decision to move resources in that market. Resource commitment in an emerging market is examined in terms of the degree of control of the entry strategy employed. The theory presented argues that as institutional voids in a firm’s host country escalate, the firm sets out different priority actions to mitigate behavioral and environmental uncertainties in the host country, that in turn affect the degree of control of its entry modes. By relying on a sample of 90 Italian firms operating in China between 2001 and 2010, the results support the hypothesis that the institutional voids–entry mode degree of control relationship displays an inverted U-shape.
JEL CLASSIFICATION F23; L1
Blockchain is the century’s most notable technological innovation that is reshaping all industries. Notwithstanding, the technology needs to achieve maturity and address critical problems to generate ...real business value. Consequently, blockchain-based new ventures have been dealing with high-technology-associated pressures to enter this modern market. Most of them are still in the platform proliferation stage, struggling to face serious regulation challenges. Alternatively, there are successful cases in which wise strategic choices allowed companies to overcome the challenges and leverage their business successfully – OriginalMy is one of them. It is a Brazilian born blockchain-based venture aiming to decentralise notary and authenticity contributing to reduce excessive bureaucracy and eventually restrain corruption that is relatively common not only in their country but all over the world. This Teaching Case covers how the venture strove against unpredictable and unfavourable situations to fund and develop its blockchain business. It is supplemented by in-depth Teaching Notes where we craft a synthesised theoretical background to support the complex decision-making process through which the Chief Executive Officer defined the company’s fate amid such challenges and uncertainties concerning blockchain technology. The case examines the entrepreneurs behind OriginalMy, its growth, the difficulties it has faced, the upright issues surrounding it and its future outlooks. It draws on theory from high-technology market entry and the inherent pressures of this kind of entrepreneurship, sustained by the strategies and alliances that entrepreneurs can enact to address them.
OMNI Channel: Is It Really Omni? Bhardwaj, Preshth; Mohapatra, Sanjay
Asian journal of management cases,
06/2023
Journal Article
Peer reviewed
This case study is about ZARA’s transformation from conventional stores for women’s apparel brands to omnichannel concept stores to provide a seamless shopping experience inside its stores. This case ...is about the time when, in 2019, ZARA’s Indian subsidiary was on the verge of adapting to a new concept store model. The challenges ZARA faced in transforming its Indian stores from brick-and-mortar stores into omnichannel stores, and ZARA’s entry strategies adopted across markets and its plan to convert from the current multi-channel strategy to omnichannel stores are all elaborated on in the case.
Managers of startups and small and medium-sized enterprises (SMEs) tend to view subsidiaries as the preferred export mode. Yet this type of organization is associated with a high failure rate. Our ...in-depth interviews with more than 40 managers show that their bias in favor of foreign sales subsidiaries is rooted in unsubstantiated beliefs about control and the superiority of subsidiaries over other export modes. This article details the faulty reasoning that supports these prejudices and proposes a simple method for selecting more profitable and less risky international entry strategies.
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