Global Product Strategies

2021 ◽  
pp. 291-318
Author(s):  
Kate Gillespie ◽  
K. Scott Swan
Keyword(s):  
Product Strategies

EXPRESS: How Physical Stores Enhance Customer Value: The Importance of Product Inspection Depth

2021 ◽  
pp. 002224292110121
Author(s):  
Jonathan Z. Zhang ◽  
Chun-Wei Chang ◽  
Scott A. Neslin
Keyword(s):  
Customer Value ◽  
Experiential Learning Theory ◽  
Transaction Data ◽  
Online Purchases ◽  
Serial Mediation ◽  
Multi Method Approach ◽  
Product Strategies ◽  
Method Approach ◽  
Customer Development

We investigate the role of the physical store in today’s multichannel environment. We posit that one benefit of the store to the retailer is to enhance customer value by providing the physical engagement needed to purchase deep products – products that require ample inspection in order for customers to make an informed decision. Using a multi-method approach involving a Hidden Markov Model (HMM) of transaction data and two experiments, we find that buying deep products in the physical store transitions customers to the high-value state more than other product/channel combinations. Findings confirm the hypotheses derived from experiential learning theory (ELT). A moderated serial mediation test supports the ELT-based mechanism for translating physical engagement into customer value: Customers purchase a deep product from the physical store. They reflect on this physical engagement experience, which, because it is tangible, concrete, and multi-sensory, enables them to develop strong learnings about the retailer. This experiential knowledge precipitates repatronage and generalizes to future online purchases online in the same category and in adjacent categories, thus contributing to higher customer value. This research suggests multichannel retailers use a combination of right-channel and right-product strategies for customer development and provides implications for experiential retail designs.

HOW PRODUCT STRATEGY IN THE MARKETING MIX IS AFFECTING THE GROWTH OF JUA KALI ENTERPRISES IN NORTH IMENTI SUB-COUNTY

2019 ◽  
Vol 4 (2) ◽  
pp. 70-78
Author(s):  
Gatobu Jackline Kanana ◽  
Dr. Paul Gichohi ◽  
Abel Moguche
Keyword(s):  
Pearson Correlation ◽  
Sampling Technique ◽  
Population Data ◽  
Small Enterprises ◽  
Product Strategy ◽  
Policy Practice ◽  
Competitive Edge ◽  
Descriptive Research ◽  
Product Strategies ◽  
Structured Questionnaire

Purpose: This study aim was to investigate the effect product strategy on the growth of jua kali Enterprise in North Imenti Sub County, Meru County. The study hypothesized that there is no significant relationship between product and growth of jua kali enterprises.Methodology: The study adopted a descriptive research design. The population comprised of one hundred and twenty eight (128) owner of jua kali enterprises operating within North Imenti Sub County, Meru County and registered by Micro and Small Enterprises Authority Kenya (MSEA-K). A stratified random sampling technique was used to select a sample of ninety seven (97) jua kali enterprises from the total population. Data was collected using a structured questionnaire after which mean and standard deviation were computed while Pearson Correlation, and linear regression done accordingly. Statistical Package for Social Sciences (SPSS) version 22 was used as a statistical tool.Results: The results indicated that there is growth in jua kali sector which is contributed by product strategy. The study established that product strategy affects growth of jua kali enterprises hence rejecting the hypothesis. It was therefore concluded that product strategy significantly affects SME’s growth.Contributions to policy, practice and theory: The study recommends that; SMEs should invest in their products to ensure they are of desirable quality in order to satisfy their customers and maintain a competitive edge. The study is valuable to entrepreneurs as they seek for better product strategies to grow their enterprises.

scholarly journals Analisis Game Theory pada Strategi Bersaing Alfamart dan Indomaret di Kebumen

2021 ◽  
Vol 3 (2) ◽  
pp. 251-259
Author(s):  
An Nisa Nur Laila ◽  
Kabul Trifiyanto
Keyword(s):  
Game Theory ◽  
Marketing Strategy ◽  
Marketing Mix ◽  
Marketing Strategies ◽  
Sales Volume ◽  
Validity And Reliability ◽  
Product Price ◽  
Physical Evidence ◽  
Promotion Strategies ◽  
Product Strategies

Alfamart and Indomaret are the market rulers in Indonesia. According to research firm Nielsen, Alfamart and Indomaret take 87% market share (Gumiwang, 2019). Both retailers compete in opening their outlets which can influence marketing strategies and increase sales volume. This study aims to determine the optimal marketing strategy through game theory that is oriented towards the advantages of company facilities that are prioritized by customers and to find out what strategies are appropriate to be improved and maintained so that customers are more satisfied. Using the SPSS 24 Version tool to calculate the level of validity and reliability of each attribute given and also to determine a Cartesian chart to determine Importance Performance Analysis and use the POM-QM 4 software to determine what strategy is superior to Alfamart and Indomaret. The elements of the marketing mix used are Product , price, Promotion, Place, People, physical evidence and process. The purpose of this research is to get an optimal marketing strategy through game theory that is oriented to the advantages of company facilities that are prioritized by customers and to find out what strategies are appropriate to improve so that customers are more satisfied. The results showed that Alfamart was superior in implementing promotion strategies and Indomaret was superior in implementing product strategies.

Unfortunately, Ambiguities Still Abound in How We Conceptualize Corporate Social Responsibility

2013 ◽  
Vol 6 (4) ◽  
pp. 379-383 ◽  
Author(s):  
Paresh Mishra ◽  
Gordon B. Schmidt
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
The Other ◽  
Organizational Success ◽  
Positive Outcomes ◽  
Corporate Social ◽  
Product Strategies ◽  
A Company

The idea of embedded versus peripheral corporate social responsibility (CSR) proposed by Aguinis and Glavas (2013) appears to be very intuitive and functional. After all, who can on face deny the argument that CSR will have the maximum positive outcomes when it is not just an add-on but is thoroughly integrated into the strategies, routines, and operations of the business? However, on closer inspection, there appear to be several problems with the embedded–peripheral dichotomy. Three major ambiguities of the embedded–peripheral dichotomy are focused on in this commentary. The first lies in the potential for significant ambiguity in whether a company falls in one category or the other based on how the totality of the organization's operations and functions are categorized. A company can have CSR built into their operations and strategies for part of their business (embedded) while have them not be built into their operations for different aspects of the operations or product strategies. The second ambiguity area is how CSR actions get defined as peripheral or embedded that does fit well with the actual importance level of the action to the organization. We look at an organization example (TOM Shoes) where peripheral CSR actions have significant impact on organizational success.

Industry shakeouts and product strategies: lessons from the US laser printer industry

2018 ◽  
Vol 30 (10) ◽  
pp. 1182-1194
Author(s):  
KwangWook Gang ◽  
Min Jeong ◽  
Minseok Park
Keyword(s):  
Laser Printer ◽  
The Us ◽  
Product Strategies

New product strategies and firm performance: CEO optimism

2018 ◽  
Vol 55 ◽  
pp. 37-53 ◽  
Author(s):  
Sheng-Syan Chen ◽  
Chih-Yen Lin ◽  
Yun-Ching Tsai
Keyword(s):  
Firm Performance ◽  
New Product ◽  
Product Strategies

Importance and Role of Retail Brands in a Non-Food Market

2020 ◽  
pp. 314-340
Author(s):  
Gonzalo Moreno Warleta ◽  
Mónica Díaz-Bustamante Ventisca ◽  
María Puelles Gallo
Keyword(s):  
Customer Loyalty ◽  
Private Label ◽  
Store Loyalty ◽  
Store Brand ◽  
Brand Name ◽  
Operating Profit ◽  
Food Retailers ◽  
Food Market ◽  
Product Strategies

Non-food vendors struggle to reduce customers churn when these shop for consumer goods: From simple coupons to sophisticated big-data-based loyalty systems, modern merchants undertake a range of initiatives to maintain customer loyalty to their stores. At the same time, while consensus exists on the fact that retail brands have the ability to generate store loyalty, this fact has seldom been empirically corroborated. Probably due to this lack of certainty, many non-food retailers use “private label” product strategies as a way to preserve healthy business ratios, such as revenue, contribution margin, operating profit, etc., far from the idea of developing customer loyalty to the store. This constitutes the main objective of our work: To prove the existence of a statistic correlation between Consumers' loyal attitudes and behaviors towards “private labels” and their loyalty towards The Store Brand Name that sponsors these brands.

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