LC–MS-Based Metabolomics Discriminates Premium from Standard Chilean cv. Cabernet Sauvignon Wines from Different Valleys

Cabernet Sauvignon grapes in Chile, mainly grown between the 30° S and 36° S, account for more than 30% of Chilean wine production, and yield wines with different characteristics which influence their quality. The aim of this study was to apply a liquid chromatography–mass spectrometry (LC–MS)-based metabolomic protocol to investigate the quality differentiation in a sample set of monovarietal wines from eight valleys covering 679 km of the north-south extension. All samples were produced using a standardized red winemaking process and classified according to a company categorization in two major groups: premium and standard, and each group in two subcategories. The results pointed out that N-containing metabolites (mainly small peptides) are promising biomarkers for quality differentiation. Moreover, the premium wines were characterized by higher amounts of anthocyanins and other glycosylated and acetylated flavonoids, as well as phenolic acids; standard quality wines, on the other hand, presented stilbenoids and sulfonated catabolites of tryptophan and flavanols.

Competition Strategies for Location-Based Mobile Coupon Promotion

Location-based service heightens consumers’ shopping convenience. By utilizing spatial flexibility of consumers, retailers can target consumers via location-based mobile coupons (LBMCs) to enhance market performance. Considering the strategies for LBMC promotion for two competing retailers, we find that under different market intensities, only no adoption and symmetric adoption of LBMC promotion are the possible equilibria for the competing retailers at a low marginal targeting cost. Then, we extend our model to consider vertical (quality) differentiation and analyze the implications of adopting LBMC promotion for a superior-quality firm (with higher product valuation) and an inferior-quality firm (with lower product valuation). Mixed strategies for LBMC promotion emerge when firms’ products have different qualities. Our research findings provide useful guidance for managers and marketing practitioners to formulate strategies for targeted LBMC promotion.

Quality Distinguish of Red Ginseng from Different Origins by HPLC–ELSD/PDA Combined with HPSEC–MALLS–RID, Focus on the Sugar-Markers

Red ginseng (RG) has been extensively utilized in Asian countries due to its pharmacological effects. For the quality evaluation of RG, small molecules, such as ginsenosides, have been widely considered as candidates of its quality markers (Q-markers), and various analytical techniques have been developed in order to identify these compounds. However, despite the efforts to analyze the hydrophobic constituents, it is worth pointing out that about 60% of the mass of RG is made of carbohydrates, including mono-, oligo- and polysaccharides. Consequently, the quality differentiation and identification of RG from the perspective of sugar-markers should be focused. High performance liquid chromatography and evaporative light scattering detector (HPLC–ELSD) method for the determination of disaccharides in RG was established. Furthermore, high performance size exclusion chromatography–multi-angle laser light scattering–refractive index detector (HPSEC–MALLS–RID) for the determination of molecular weight and high performance liquid chromatography photodiode array (HPLC–PDA) for the determination of compositional monosaccharides in RG polysaccharides were also established. HPLC–ELSD/PDA combined with HPSEC–MALLS–RID could be used to determine the contents of disaccharides, molecular weights, and compositional monosaccharides of RG polysaccharides, which could be used for quality control, and this is a new view on the sugar marker to quality differentiation of various origins of RG.

DISPERSION IN INPUT AND OUTPUT PRICES: A FIRM-LEVEL ANALYSIS

Analyzing representative and rich data on the Indian formal manufacturing sector, this paper tries to establish an empirical relationship between prices of input, output and firm size of the plant. The firm-level data reflect tremendous dispersion in prices that firms pay to purchase material input even within an industry. Price heterogeneity is also observed for prices that firms charge for their output even for narrowly defined products. The paper constructs a model using information on output and input choices by firms to analyze the observed patterns. The paper finds that on average, bigger plants not only pay a premium for the inputs used in the production process, but also charge a premium for their outputs. After documenting the empirical relationship, the paper discusses the possible sources for price dispersion. The paper highlights sectoral variations in the correlation between plant size and prices, which are consistent with the findings in the literature related to the scope for quality differentiation in output as well as inputs. The empirical pattern observed supports the hypothesis that correlation between plant size and price can be driven by market power.

Co-ops 2.0: Alternative Retail Strategies to Support a Sustainable Transition in Food Retailing

While modern food retailing is characterized by high price pressure and low-quality differentiation resulting in a limited supply of sustainably produced alternative food products, cooperative retailing structures offer additional synergies in terms of logistics and operations that hold great potential to support the expansion of sustainable produce. Many retailers in Germany are organized in cooperatives of sufficient size to generate large-scale effects while still allowing individual retailers to pursue independent business structures. Cooperatives targeted to elaborate on collectivity operate a business. In economic terms this means that scale effects are used to elaborate and help single business. In the food sector cooperative structures in Germany provide a substantial impact in food delivery and provision, especially fresh foods are very sensitive and need fast circulation. Sourcing sustainable, local and regional foods are often produced (or rather crafted) in small scale entities. This paper asks the question of how and whether cooperative marketing structures help to deliver and use scale effects of larger entities, while still collaboratively encouraging food marketing. Accordingly, this paper reports on an investigation of the main challenges faced by members of a large-scale cooperative in retailing sustainably produced products and the motives of these retailers in choosing whether or not to sell such products. Taking the case of grass-fed beef sold by retailers within a large German cooperative, the study reveals that some of the obstacles to selling this sustainable product are comparable to challenges typically encountered in other retailing channels beyond cooperative structures. However, we also find that the flexibility of the cooperative structure enables individual retailers to bring their intrinsic motivation into (sustainable) action in the marketplace while taking advantage of the support offered by the cooperative in terms of marketing and consultation, etc. This analysis confirms that personal motivation within this cooperative structure is a strong determinant for individual retailers to pursue different pathways for the marketing and sale of sustainably produced food.

Human resources strategy as a catalyst for the success of the competitive strategy: an analysis based on alignment

PurposeCompetitive strategy is one of the key factors traditionally related to performance, but research explaining the mechanisms through which this strategy improves business results is scant. This study aims to shed light on this relationship by analyzing human resource management (HRM) strategy as an essential tool for transforming business strategy into results.Design/methodology/approachFocusing on two generic competitive strategies, the authors establish hypotheses on the need for alignment among four echelons: business strategy, HRM system objectives, HRM system capabilities and business performance. The authors test these hypotheses with structural equation modeling techniques using data provided by 204 industrial companies.FindingsThe results show that to get the most out of a competitive strategy based on quality differentiation, HRM system objectives and capabilities must be focussed on quality. In the same way, a competitive strategy based on innovation differentiation requires HRM system objectives and capabilities focussed on flexibility to achieve the maximum impact on performance. In this second case, alignment is fundamental in low dynamic environments.Originality/valueThis research not only provides additional evidence for the strategic relevance of the human resources (HR) function but also reveals the potential benefits of focusing on objectives and capabilities rather than on practices. Moreover, it shows that the role of HRM objectives and capabilities in the implementation of a competitive strategy can be shaped by factors beyond the company's control, such as environmental dynamism.

Impact of Social Interactions on Duopoly Competition with Quality Considerations

We study the impacts of social interactions on competing firms’ quality differentiation, pricing decisions, and profit performance. Two forms of social interactions are identified and analyzed: (1) market-expansion effect (MEE)—the total market expands as a result of both firms’ sales—and (2) value-enhancement effect (VEE)—a consumer gains additional utility of purchasing from one firm based on this firm’s previous and/or current sales volume. We consider a two-stage duopoly competition framework, in which both firms select quality levels in the first stage simultaneously and engage in a two-period price competition in the second stage. In the main model, we assume that each firm sets a single price and commits to it across two selling periods. We find that both forms of social interactions tend to lower prices and intensify price competition for given quality levels. However, MEE weakens the product-quality differentiation and is benign to both high-quality and low-quality firms. It also benefits consumers and improves social welfare. By contrast, VEE enlarges the quality differentiation and only benefits the high-quality firm, but is particularly malignant to the low-quality firm. It further reduces the consumers’ monetary surplus. Such impact is consistent, regardless of whether the VEE interactions involve previous or current consumers. We further discuss several model extensions, including dynamic pricing, combined social effects, and various cost structures, and verify that the aforementioned impacts of MEE and VEE are qualitatively robust to those extensions. Our results provide important managerial insights for firms in competitive markets and suggest that they need to not only be aware of the consumers’ social interactions, but also, more importantly, distinguish the predominant form of the interactions so as to apply proper marketing strategies. This paper was accepted by Matthew Shum, marketing.