scholarly journals The Effect of Market Orientation on Performance of Sharing Economy Business: Focusing on Marketing Innovation and Sustainable Competitive Advantage

2019 ◽  
Vol 11 (3) ◽  
pp. 729 ◽  
Author(s):  
Youn Na ◽  
Sungmin Kang ◽  
Hye Jeong
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Information Exchange ◽  
Product Innovation ◽  
Sharing Economy ◽  
Sustainable Competitive Advantage ◽  
Market Information ◽  
Marketing Innovation ◽  
Information Generation ◽  
And Performance

This study investigated relationships among the market orientation of sharing economy business, marketing innovation, sustainable competitive advantage (SCA), and performance. Attempts are made to understand market orientation from cultural and behavioral perspectives to accelerate marketing innovation and identify measures for SCA and performance building. Frequency, reliability, validity, fitness, and path analyses were performed on 400 respondents, and a structural model was used. The results are as follows. First, functional coordination of the cultural market orientation of sharing economy business with consumer orientation significantly affected product innovation, but competitive orientation’s effect on product innovation was not significant. Competitive orientation and functional coordination significantly affected communication innovation, but consumer orientation’s effect on communication innovation was not significant. Second, market information generation and response to market information of behavioral market orientation of sharing economy business significantly influenced product innovation, but market information exchange’s influence on product innovation was not significant. Even though market information exchange and response to market information had a significant influence on communication innovation, the influence of market information generation on communication innovation was not significant. Third, both product and communication innovation of the marketing innovation of sharing economy business significantly influenced SCA. Fourth, the SCA of sharing economy business significantly influenced market dominating power.

Family Business and Market Orientation

2011 ◽  
Vol 24 (3) ◽  
pp. 233-251 ◽  
Author(s):  
Miles A. Zachary ◽  
Aaron McKenny ◽  
Jeremy Collin Short ◽  
G. Tyge Payne
Keyword(s):  
Content Analysis ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Family Business ◽  
Family Businesses ◽  
Sustainable Competitive Advantage ◽  
Market Information

Market orientation refers to the collection, dissemination, and utilization of market information that promotes a sustainable competitive advantage. Despite the contribution of the market orientation construct to both the strategic management and marketing literatures, little attention has been devoted to exploring how market orientation relates to family businesses and how these relationships might differ from nonfamily businesses. To address this gap and stimulate further research in this area of inquiry, this study develops and validates a market orientation measure using content analysis of CEO letters from the S&P 500 and tests for differences between family businesses and nonfamily businesses.

scholarly journals Effects of Strategy Characteristics for Sustainable Competitive Advantage in Sharing Economy Businesses on Creating Shared Value and Performance

2020 ◽  
Vol 12 (4) ◽  
pp. 1397 ◽  
Author(s):  
Sungmin Kang ◽  
Youn Kue Na
Keyword(s):  
Competitive Advantage ◽  
Sharing Economy ◽  
Shared Value ◽  
Sustainable Competitive Advantage ◽  
Value Network ◽  
Strategic Resources ◽  
Strategic Innovation ◽  
Creating Shared Value ◽  
And Performance ◽  
The Relationship

This study aimed to identify strategy characteristics for sustainable competitive advantage in businesses utilizing the sharing economy (SE) and to investigate whether such strategy characteristics are related to creating shared value (CSV) and performance. A total of 631 participants who had used goods and services of SE businesses were selected as the unit of analysis in reference to the components of business-to-peer (B2P) and peer-to-peer (P2P) SE business models. Reliability, validity, and goodness-of-fit tests and path analysis were performed using SPSS and AMOS statistical packages. The following results were obtained. First, regarding the relationship between strategy characteristics for sustainable competitive advantage and “social congruence,” which is related to creating shared value, this variable was significantly influenced by “value network” in the B2P model and “strategic innovation” and “strategic resources” in the P2P model. Second, regarding relationship with the aforementioned strategy characteristics and “value of information sharing,” the latter variable was significantly influenced by “moment of truth,” “strategic innovation,” and “value network” in the B2P model, and “moment of truth,” “strategic resources,” and “value network” in the P2P model. Third, regarding the relationship among variables related to CSV and their contribution to performance, “social value congruence” was affected by “value of information sharing,” and these variables had significant effects on “value of participation” in both models. Only “value of participation” made a significant contribution to “performance.”

Strategic Management and Design Innovation in the Long-Standing CompanyKyogashiMaster “Suetomi”

2012 ◽  
Vol 16 (5) ◽  
pp. 561-566
Author(s):  
Yusuke Irisawa ◽  
◽  
Shin’ya Nagasawa
Keyword(s):  
Competitive Advantage ◽  
Product Innovation ◽  
Management Strategy ◽  
The Other ◽  
Sustainable Competitive Advantage ◽  
Strong Point ◽  
Affective Value ◽  
Design Innovation ◽  
High Level ◽  
Tea Ceremony

Japanese Confectionary “Suetomi” is a high level brand among Kyoto’s long-standing companies. This always makes the Japanese sweets a high level in Kyoto, and gets the high appraisal from the parties concerned the master of the tea ceremony, such as “Urasenke.” In this study, we present an analysis of Suetomi’s management strategy and its strength and differentiation based on an interview with the president, Mr. Yamaguchi. Then, we analyze their innovation from the viewpoint of product innovation and affective value (i.e., sense value). Finally, we discuss the innovation of theKyogashidesign based on our research. In conclusion, Suetomi has a different strong point from the other company as a long-standing company of Kyoto confections and we have understood performing the management strategy which establishes a sustainable competitive advantage using it. Thus, they have performed the design innovation of Kyoto confections products in the management strategy which is compatible in tradition and innovation, and have created the value of a customer’s sensitivity.

scholarly journals Market orientation, competitive advantage, and performance: A demand-based perspective

2009 ◽  
Vol 62 (11) ◽  
pp. 1063-1070 ◽  
Author(s):  
Kevin Zheng Zhou ◽  
James R. Brown ◽  
Chekitan S. Dev
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
And Performance

scholarly journals The effect of marketing innovation, market orientation, and social capital on competitive advantage and marketing performance: A study in MSMEs of embroidery Central Java Province

2015 ◽  
Vol 18 (3) ◽  
pp. 351
Author(s):  
Ag. Sunarno Handoyo
Keyword(s):  
Social Capital ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Small And Medium Enterprises ◽  
Marketing Innovation ◽  
Marketing Performance ◽  
Central Java ◽  
Structure Equations ◽  
Medium Enterprises ◽  
Central Java Province

This study deals with marketing innovation, market orientation, and social capital in affecting the competitive advantage and marketing performance in Micro, Small, and Medium Enterprises (MSMEs) of embroidery in Central Java Province. In this respect, this study tried to test and analyze the effect of marketing innovation, market orienta-tion, and social capital on competitive advantage and marketing performance in Micro, Small, and Medium Enterprises (MSMEs) of embroidery in Central Java Province. The samples are 150 respondents as the owners of the embroidery business in Central Java Province. The technical analysis used is Structure Equations Modeling with AMOS Software version 22. The results show that: (1) marketing innovation has significant effect on competitive advantage; (2) market orientation has significant effect on competi-tive advantage; (3) social capital has significant effect on competitive advantage; (4) competitive advantage has significant effect on marketing performance; (5) marketing innovation has significant effect on marketing performance; (6) market orientation has significant effect on marketing performance; (7) social capital has no significant effect on marketing performance. The implication of this study is that the MSMEs of embroidery could improve marketing performance by increasing marketing innovation, market orientation, social capital and competitive advantage. This study also shows that competitive advantage is an intervening variable on marketing performance.

scholarly journals Repositioning sales as an influence on innovation and a source of sustainable competitive advantage

2019 ◽  
Vol 13 (1) ◽  
pp. 492-504
Author(s):  
Ovidiu-Iulian Bunea
Keyword(s):  
Competitive Advantage ◽  
Small Firms ◽  
Innovation Process ◽  
Relevant Information ◽  
Negative Influence ◽  
Sustainable Competitive Advantage ◽  
Marketing Innovation ◽  
Innovation Activities ◽  
Time Period ◽  
The Relationship

Abstract The main purpose of this paper was to analyze the relationship between the company’s sales activity, innovation and competitive advantage using a representative sample of firms analyzed in dynamics in 2014-2018 time period. Scientific literature on the determinants of innovation has shown that large firms are more likely to innovate when compared to small firms and that innovation inputs significantly increase innovation output. The types of innovation to which this work refers are process, product, organizational and marketing innovation. Thus, looking at the history and evolution of companies, in terms of financial statement and, more specifically, sales, we can reveal relevant information about their innovation activities and potential sustainable competitive advantage emerging from innovation. Sales can be considered input into the innovation process through the information gathered from customers, thus contributing to the innovation process. For example, when it comes to launching a new product or improving the existing one, sales feedback could be of great help because the salesperson has the ability to collect important customer feedback such as: what are the issues with the present product, what could be improved and how etc. So, we ask: Does sales contribute to the innovation process and gaining sustainable competitive advantage? If so, what happens with the degree of innovation according to the volume of sales, the size of the company, the number of employees? To highlight the relationship between sales, innovation and competitive advantage, and to estimate the predictability of the model, multiple linear regression was used. Thus, the analysis has shown that sales activity positively and significantly influences innovation when it comes to the information that sales can make available, contributing in some cases as a source of sustainable competitive advantage. Research also identified a significant but negative influence between sales, innovation and sustainable competitive advantage when we talk about sales in terms of their volume.

Is Market Orientation a Source of Sustainable Competitive Advantage or Simply the Cost of Competing?

2011 ◽  
Vol 75 (1) ◽  
pp. 16-30 ◽  
Author(s):  
V. Kumar ◽  
Eli Jones ◽  
Rajkumar Venkatesan ◽  
Robert P. Leone
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Sustainable Competitive Advantage ◽  
The Cost

Marico – competing with an innovative business model

2018 ◽  
Vol 8 (2) ◽  
pp. 1-20
Author(s):  
Sumit Mitra ◽  
Ranjith V.K.
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
Product Innovation ◽  
Business Models ◽  
Subject Area ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Content Type ◽  
Innovative Company ◽  
Executive Mba

Subject area Strategic Management. Study level/applicability MBA, Executive MBA. Case overview This case deals with Harsh Mariwalla’s struggle to develop an innovative company from scratch. The journey of innovation is not an easy one. Marico was forced to compete with multinationals in many markets where it operated. Constant pressure from rivals has made the company develop a new innovative business model, which is expected to generate profitability and sustainable competitive advantage. Expected learning outcomes Students will be able to appreciate the business models, understand the competitive moves by rivals, understand strategy formulation and implementation, understand product innovation and competitive advantage and understand the ability to tackle competition with innovation. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

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