scholarly journals Stakeholder Relationship Management in Online Business and Competitive Value Propositions

2016 ◽  
Vol 6 (2) ◽  
pp. 1-17 ◽  
Author(s):  
S. M. Riad Shams
Keyword(s):  
Relationship Marketing ◽  
Market Competition ◽  
Success Factor ◽  
Stakeholder Relationships ◽  
Sports Organizations ◽  
Additional Information ◽  
Value Propositions ◽  
Online Business ◽  
Flow Of Information ◽  
Stakeholder Relationship

In one hand, marketers have privileges to obtain additional information about their target markets through the online businesses. On the other hand, customers and other stakeholders have an enormous flow of information to compare between competitive value propositions, available in the market. In this market competition, understanding the customers' and other stakeholders' value anticipations would be a central success factor for marketers to prolifically develop competitive value propositions, based on understanding the customers' and other stakeholders' needs, wants and expectations. Stakeholder relationship marketing has a history, as well as further potentials to understand stakeholders' value anticipations. From this context and based on an inductive constructivist approach, this study develops insights and proposes a conceptual framework on how various sports organizations manage their stakeholder relationships through their online business platforms, in order to design and deliver competitive value propositions.

Stakeholder Causal Scope Centric Market Positioning

2013 ◽  
pp. 245-263 ◽  
Author(s):  
S. M. Riad Shams
Keyword(s):  
Relationship Marketing ◽  
Relevant Market ◽  
Central Idea ◽  
Market Positioning ◽  
Sports Organizations ◽  
Relationship Value ◽  
Stakeholder Relationship ◽  
Target Markets

A multi-case study study has been conducted on five grown sports organizations to realize how the organizations have been utilizing various Relationship Marketing (RM) indicators in order to position their image in their target markets. Based on various existing and emergent Stakeholder Causal Scope (SCS) and relevant RM indicator(s), the organizations differentiate their corporate profile or market offering in a way that conveys a central idea relating to their stakeholder relationship value and relevant market positioning. 12 RM indicators, four market positioning dimensions, and subsequent existing and emerging differentiation variables are described in this chapter. Underlying the relevant SCS, the organizations utilize these RM indicators and differentiation variables to design their market offerings in order to position their corporate or market offerings’ image in their target markets. The RM-centred market positioning initiatives of the sports organizations emerge as viable across industries and markets.

scholarly journals Stakeholders’ perceptions and reputational antecedents

2015 ◽  
Vol 12 (3) ◽  
pp. 314-329 ◽  
Author(s):  
S. M. Riad Shams
Keyword(s):  
Relationship Marketing ◽  
Design Methodology ◽  
Target Market ◽  
Brand Positioning ◽  
Case Study Approach ◽  
Content Type ◽  
Stakeholder Relationships ◽  
Study Approach ◽  
The Impact

Purpose – It is recognised that reputation is a relational construct; however the impact of stakeholders’ various relational dimensions on their perceptions to influence reputation is not widely understood. The purpose of this paper is to add to the current understanding of stakeholders’ relationships, interactions, their subsequent relational dimensions and its impact on stakeholders’ perceptions to further influence relational reputation. Design/methodology/approach – This paper takes a case study approach. Findings – The findings of this study recognise the impact of relationship marketing (RM) on the influence of stakeholders’ perceptions. It discusses how RM substantiate the pertinent authenticity (symbolises reputation), relevance and differentiation (represent brand positioning) of an organisation’s profile and/or their market offerings, in relation to the interest of the target market through the cause and consequence of stakeholder relationships and interactions to influence their perceptions. The findings acknowledge 11 RM dimensions that have relational implications to nurture stakeholders’ perceptions and subsequent relational reputation, which appear viable across industries and markets. Originality/value – Underlying the cause and consequence of stakeholder relationships and interactions; these 11 RM dimensions emerge as antecedents to form/reform relational reputation. Further academic and professional implications of the findings are briefly discussed.

Convergence Marketing

2012 ◽  
pp. 274-290
Keyword(s):  
Decision Making ◽  
Social Networks ◽  
Competitive Advantage ◽  
Relationship Marketing ◽  
Customer Value ◽  
Emerging Technologies ◽  
Market Competition ◽  
Customer Management ◽  
Decision Making Process ◽  
Customer Knowledge

The convergence marketing has emerged as an outgrowth of relationship marketing. Many firms in the competitive marketplace prefer on developing strategies by convergence of technology with customer value in promoting products and services. It is argued in this chapter that such convergence among the firms involve consumers, social networks, and technology that influence the decision making process for gaining competitive advantage. This chapter discusses the attributes of convergence of technology with customer value that provides higher competitive advantage to the business through frequent interactions among the market players and customers. The convergence marketing emphasizes on strategic, reflective, and organizational look at relationship marketing and contributes to existing knowledge within three fundamental elements including organizational customer focus, customer management focus, and customer knowledge focus. This chapter also examines how convergence of technology and customer value drives value co-creation in the firms and discuss that in an increasing market competition, customers interact with emerging technologies, and consumer communities co-create value with firms.

Evolution of Electronic Procurement in Egypt

2009 ◽  
pp. 349-371 ◽  
Author(s):  
Sherif Kamel
Keyword(s):  
Building Blocks ◽  
Business Environment ◽  
Success Factor ◽  
Technology Infrastructure ◽  
Web Based ◽  
Electronic Procurement ◽  
Critical Success ◽  
Efficiency And Effectiveness ◽  
Information And Communication ◽  
Online Business

Emerging information and communication technology is driving transformation and change in the cyberspace. Speed, competition and globalization are key factors for development and growth in the reengineered global business environment where electronic business promises to grow in volume helping the digital economy to mature and dominate. This chapter demonstrates the case of an Internet startup that capitalized on the opportunities presented by the information economy. Since its establishment in 2001, the business2business platform of speedsend.com pioneered the electronic procurement industry in Egypt through a customized Web-based platform. The transformation of classical emerging markets challenges into opportunities has been a critical success factor that related to all building blocks of the business venture including technology infrastructure deployment, community awareness, information availability, and cultural adaptation of the online business amongst others. The owners of Speedsend. com developed a set of models to drive down procurement costs while providing a practical and reliable electronic solution that can boost enterprise procurement efficiency and effectiveness and that could be appealing to a community that is known for being resistant to change and not really mature in terms of information technology adoption, diffusion and adaptation. The case focuses on the models deployed by speedsend.com demonstrating the internal and external challenges faced and lessons learnt.

Organization-stakeholder relationship and performance of Iranian SMEs

2020 ◽  
Vol 13 (3) ◽  
pp. 417-436
Author(s):  
Alireza Jalali ◽  
Mastura Jaafar ◽  
T. Ramayah
Keyword(s):  
Risk Taking ◽  
Structural Equation ◽  
Small And Medium Enterprises ◽  
Equation Modeling ◽  
Cluster Sampling ◽  
Content Type ◽  
Stakeholder Relationships ◽  
And Performance ◽  
Medium Enterprises ◽  
Stakeholder Relationship

Purpose This study aims to explore the direct and indirect effects of organizational stakeholder’s relationship on performance through innovativeness and risk-taking among small and medium enterprises (SMEs). Design/methodology/approach This study used the cluster sampling method to select the study sample and the questionnaire survey approach to 580 SMEs established in Tehran. A total of 150 completed questionnaires were returned. Partial least squares-structural equation modeling was administered to analyze data via the SmartPLS 3.0 software. Findings The survey outcomes revealed that organization-stakeholder relationship had an indirect effect on performance through innovativeness and risk-taking. The results indicated positive links for organization-stakeholder relationship and innovativeness, as well as the organization-stakeholder relationship to risk-taking. Practical implications This research is beneficial for entrepreneurs who wish to learn about the specific resources significant for venture growth, to devise effective strategies to expand their relationship with stakeholders and to consider the significance of the correlations established, in this study, through innovativeness and risk-taking. Originality/value This research is one of the few attempts that have addressed the importance of innovativeness and risk-taking as the key mechanisms to transform the advantages of organization-stakeholder relationships to enhance performance.

AN EVOLUTIONARY GAME THEORY APPROACH TO MARKET COMPETITION AND COOPERATION

2012 ◽  
Vol 15 (supp01) ◽  
pp. 1250044 ◽  
Author(s):  
ADRIAN VASILE ◽  
CARMEN EUGENIA COSTEA ◽  
TANIA GEORGIA VICIU
Keyword(s):  
Game Theory ◽  
Evolutionary Game Theory ◽  
Market Competition ◽  
Evolutionary Game ◽  
Evolutionary Process ◽  
Interdisciplinary Approach ◽  
Market Potential ◽  
Theory Approach ◽  
Open Market ◽  
Additional Information

Evolutionary game theory can be attested as a practical apparatus in providing additional information on the workings of the open market and on the blueprint for dynamics in economic phenomena. Through an interdisciplinary approach to different game scenarios, the dependencies among market forces are observed, thus, being capable of offering insight on the incentives for adopting different behaviors. This paper takes use of the different factors that form the payoff of certain strategies which can be adopted by companies, and determines the prerequisites for cooperation or competition while all together constructing settings and predictions on the evolution of the phenomena. Determining the evolutionary stable strategy for different scenarios and looking at the way in which the probability of encountering a certain behavior is constructed, provide the possibility to determine the outcome of an ongoing evolutionary process. By studying the monotony of the probability function in respect to each of the factors that contribute to the payoffs, the study indicates that there is a positive relation between the percentage of population playing competitive strategies and market potential, costs, and risks of penalty for cooperation and a negative relation between this percentage and the disputed market share and supplementary winnings from arrangements.

scholarly journals Competitive Advantages and Values Created and Attained Out of Well-Crafted Customer Value Propositions

2021 ◽  
Vol 16 (2) ◽  
pp. 53-73
Author(s):  
Jeffrey Yi-Lin Forrest ◽  
Dmitry A. Novikov ◽  
Stephen Larson ◽  
Fen Wang ◽  
Jing Yang
Keyword(s):  
Customer Value ◽  
Market Competition ◽  
Value Added ◽  
Future Research ◽  
Competitive Advantages ◽  
Analytical Reasoning ◽  
Potential Market ◽  
Value Propositions ◽  
Game Theoretic ◽  
Generally True

Abstract To help facilitate the development of a theoretically rigorous and practically useful theory of customer value propositions (CVP), as called for repeatedly by the extant literature, this paper establishes a game-theoretic theorem regarding the dynamics of market competition and potential market entry. On top of this result and by employing logical rigor and analytical reasoning, eight generally true facts are developed without suffering from the constraints of data- and anecdote- based approaches, as widely used in the literature. In particular, these established results reveal how a newly adopted CVP is associated with the three essential processes underlying a company’s operation, how it will be pivotal for the company to attain competitive advantages, how the value added by adopted CVPs can be determined, etc. At the end, recommendations for decision-making managers and entrepreneurs and potential questions for future research are provided.

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