Pub Date : 2023-12-09DOI: 10.1080/26943980.2023.2285521
Anurag Chaturvedi, Meeta Dasgupta
The intent of the current research is to put forward a set of research areas for recognizing the implications of operational control in an international joint venture’s’ (IJV) sustenance and growth...
目前的研究旨在提出一套研究领域，以认识运营控制对国际合资企业（IJV）维持和发展的影响。
{"title":"Operational control and international joint venture (IJV): A systematic review and future research agenda","authors":"Anurag Chaturvedi, Meeta Dasgupta","doi":"10.1080/26943980.2023.2285521","DOIUrl":"https://doi.org/10.1080/26943980.2023.2285521","url":null,"abstract":"The intent of the current research is to put forward a set of research areas for recognizing the implications of operational control in an international joint venture’s’ (IJV) sustenance and growth...","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"110 1","pages":""},"PeriodicalIF":0.7,"publicationDate":"2023-12-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138563497","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-01DOI: 10.1080/1046669x.2020.1844840
D. Hussain, Marko Grünhagen, Swati Panda, Muhammad I. Hossain
Abstract This study represents a first comprehensive overview of the state-of-the-art of the franchise industry in South Asia. The development of franchising in the seven South Asian countries of Bangladesh, Bhutan, India, the Maldives, Nepal, Pakistan, and Sri Lanka is outlined. A systematic overview of the franchise industry and its relatively short history in the region is created for each country, synthesizing economic and franchise infrastructure development. The study shows clear deficiencies across South Asia with regards to reliable legal regimes, specific franchise legislation and disclosure requirements, the availability of official data on franchising, and franchise education. Implications for policy makers and franchise academics conclude the analysis.
{"title":"Franchising in South Asia: Past, present, and future developments","authors":"D. Hussain, Marko Grünhagen, Swati Panda, Muhammad I. Hossain","doi":"10.1080/1046669x.2020.1844840","DOIUrl":"https://doi.org/10.1080/1046669x.2020.1844840","url":null,"abstract":"Abstract This study represents a first comprehensive overview of the state-of-the-art of the franchise industry in South Asia. The development of franchising in the seven South Asian countries of Bangladesh, Bhutan, India, the Maldives, Nepal, Pakistan, and Sri Lanka is outlined. A systematic overview of the franchise industry and its relatively short history in the region is created for each country, synthesizing economic and franchise infrastructure development. The study shows clear deficiencies across South Asia with regards to reliable legal regimes, specific franchise legislation and disclosure requirements, the availability of official data on franchising, and franchise education. Implications for policy makers and franchise academics conclude the analysis.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"26 1","pages":"227 - 249"},"PeriodicalIF":0.7,"publicationDate":"2020-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669x.2020.1844840","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47756512","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-01DOI: 10.1080/1046669x.2020.1828687
Tobias Naujoks
Abstract Business-to-consumer e-marketplaces are an important and fast-growing distribution channel. Nevertheless, there is a lack of literature that attempts to describe and classify business-to-consumer e-marketplaces and to analyze their role in the distribution channel. This article seeks to address this deficiency and to add clarity to our understanding of these two-sided platforms. A new innovative marketing functions concept is developed: the PILT framework. It consists of four main functions—product, information, logistics, and transaction—and ten subfunctions. Applying this framework reveals that business-to-consumer e-marketplaces are infomediaries, completely fulfilling only information functions. All other functions must be managed by the sellers themselves or outsourced to other intermediaries such as logistics companies or banks. A case study of Amazon and Walmart Marketplace is presented to further illustrate the PILT framework. It reveals that Amazon Marketplace fulfills more marketing functions than Walmart Marketplace, which may be an important success factor for B2C e-marketplaces.
{"title":"Marketing functions and B2C e-marketplaces: An exploratory analysis","authors":"Tobias Naujoks","doi":"10.1080/1046669x.2020.1828687","DOIUrl":"https://doi.org/10.1080/1046669x.2020.1828687","url":null,"abstract":"Abstract Business-to-consumer e-marketplaces are an important and fast-growing distribution channel. Nevertheless, there is a lack of literature that attempts to describe and classify business-to-consumer e-marketplaces and to analyze their role in the distribution channel. This article seeks to address this deficiency and to add clarity to our understanding of these two-sided platforms. A new innovative marketing functions concept is developed: the PILT framework. It consists of four main functions—product, information, logistics, and transaction—and ten subfunctions. Applying this framework reveals that business-to-consumer e-marketplaces are infomediaries, completely fulfilling only information functions. All other functions must be managed by the sellers themselves or outsourced to other intermediaries such as logistics companies or banks. A case study of Amazon and Walmart Marketplace is presented to further illustrate the PILT framework. It reveals that Amazon Marketplace fulfills more marketing functions than Walmart Marketplace, which may be an important success factor for B2C e-marketplaces.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"26 1","pages":"250 - 262"},"PeriodicalIF":0.7,"publicationDate":"2020-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669x.2020.1828687","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46134669","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-01DOI: 10.1080/1046669x.2020.1844839
Gary R. Holmes, Charles E. Pettijohn, Subhro Mitra
Abstract This study is an effort to shed light on the relationship between dealership loyalty and brand loyalty. The research questions posed in this study: What effect do dealership loyalty and brand loyalty have on consumer’s intention to switch brands? Are consumers more loyal to the dealer or to the actual brand they purchase at the dealership? An automotive dealership group located in the Midwestern US allowed the researchers to survey its customers. Findings of this study demonstrated the higher the brand loyalty of the consumer, the lower the likelihood to switch brands. The higher the dealership loyalty of the consumer the higher the likelihood to switch brands. Brand loyalty appears to be more important than dealer loyalty. Brand loyalty and dealer loyalty are complementary at lower levels of likelihood to switch brands and are less complementary at medium to high levels of likelihood to switch brands.
{"title":"Dealer loyalty and brand loyalty: United or divided?","authors":"Gary R. Holmes, Charles E. Pettijohn, Subhro Mitra","doi":"10.1080/1046669x.2020.1844839","DOIUrl":"https://doi.org/10.1080/1046669x.2020.1844839","url":null,"abstract":"Abstract This study is an effort to shed light on the relationship between dealership loyalty and brand loyalty. The research questions posed in this study: What effect do dealership loyalty and brand loyalty have on consumer’s intention to switch brands? Are consumers more loyal to the dealer or to the actual brand they purchase at the dealership? An automotive dealership group located in the Midwestern US allowed the researchers to survey its customers. Findings of this study demonstrated the higher the brand loyalty of the consumer, the lower the likelihood to switch brands. The higher the dealership loyalty of the consumer the higher the likelihood to switch brands. Brand loyalty appears to be more important than dealer loyalty. Brand loyalty and dealer loyalty are complementary at lower levels of likelihood to switch brands and are less complementary at medium to high levels of likelihood to switch brands.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"26 1","pages":"263 - 275"},"PeriodicalIF":0.7,"publicationDate":"2020-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669x.2020.1844839","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47458276","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-07-02DOI: 10.1080/1046669X.2020.1782799
Motoi Ihara
Abstract Domestic distribution in Vietnam is characteristic of an emerging market in the beginning stages of modernization, with frequent changes in retail format, a fragmented distribution structure, and ambiguous regulations. This study uses field surveys and comparative analyses of individual enterprises in Vietnam’s toiletry products industry to identify suitable channel strategies for emerging markets in the early stages of distribution modernization. The results indicate that partnership channels are more suitable than hierarchy and market governance channels. Moreover, among the various types of intermediaries, distributors provide a key role in emerging markets where transportation functions are undeveloped. Finally, the study investigates the various methods of partner selection, finding that effectiveness-oriented networks are superior to large-scale efficiency-oriented networks because they have greater channel coverage in modernizing emerging markets. The findings demonstrate the optimal channel structures and partner selection criteria for distributors in emerging markets.
{"title":"Selecting optimal intermediary channels in emerging markets: The case of Vietnamese toiletries","authors":"Motoi Ihara","doi":"10.1080/1046669X.2020.1782799","DOIUrl":"https://doi.org/10.1080/1046669X.2020.1782799","url":null,"abstract":"Abstract Domestic distribution in Vietnam is characteristic of an emerging market in the beginning stages of modernization, with frequent changes in retail format, a fragmented distribution structure, and ambiguous regulations. This study uses field surveys and comparative analyses of individual enterprises in Vietnam’s toiletry products industry to identify suitable channel strategies for emerging markets in the early stages of distribution modernization. The results indicate that partnership channels are more suitable than hierarchy and market governance channels. Moreover, among the various types of intermediaries, distributors provide a key role in emerging markets where transportation functions are undeveloped. Finally, the study investigates the various methods of partner selection, finding that effectiveness-oriented networks are superior to large-scale efficiency-oriented networks because they have greater channel coverage in modernizing emerging markets. The findings demonstrate the optimal channel structures and partner selection criteria for distributors in emerging markets.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"26 1","pages":"194 - 207"},"PeriodicalIF":0.7,"publicationDate":"2020-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2020.1782799","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42132875","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-07-02DOI: 10.1080/1046669X.2020.1782800
Sho Yuki, Katsuyoshi Takashima
Abstract Although several interfirm cooperation studies have expanded the unit of analysis from dyads to triads (networks), there is scant literature focusing on whether and how a supplier’s relationship with a customer influences its relationships with other customers. Individual relationship dyads are not isolated but interact with one another. Particularly, mutual trust in a supplier–customer relationship dyad may influence other customers’ cooperative behavior. This cross-dyadic influence is called the “trickle-down effect of trust.” A hypothesis for the mechanism by which this effect occurs was generated, focusing on the customers’ demand information offerings as a cooperative behavior. The results of an empirical analysis indicate that (1) a supplier’s mutual trust with its primary customer encourages nonprimary customers to offer their demand information to the supplier and (2) the quality of information from customers helps the supplier to make their new product more meaningful.
{"title":"The trickle-down effect of trust in business-to-business relationships: How can a supplier ensure cooperation from multiple customers?","authors":"Sho Yuki, Katsuyoshi Takashima","doi":"10.1080/1046669X.2020.1782800","DOIUrl":"https://doi.org/10.1080/1046669X.2020.1782800","url":null,"abstract":"Abstract Although several interfirm cooperation studies have expanded the unit of analysis from dyads to triads (networks), there is scant literature focusing on whether and how a supplier’s relationship with a customer influences its relationships with other customers. Individual relationship dyads are not isolated but interact with one another. Particularly, mutual trust in a supplier–customer relationship dyad may influence other customers’ cooperative behavior. This cross-dyadic influence is called the “trickle-down effect of trust.” A hypothesis for the mechanism by which this effect occurs was generated, focusing on the customers’ demand information offerings as a cooperative behavior. The results of an empirical analysis indicate that (1) a supplier’s mutual trust with its primary customer encourages nonprimary customers to offer their demand information to the supplier and (2) the quality of information from customers helps the supplier to make their new product more meaningful.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"26 1","pages":"208 - 226"},"PeriodicalIF":0.7,"publicationDate":"2020-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2020.1782800","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42362435","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-05-13DOI: 10.1080/1046669X.2020.1763536
Christopher von Koch, Martin Ludvigsson-Wallette, O. Nilsson
Abstract A firm’s governance structure and business model might explain the firm’s failure or success. Franchising is a business model that has not received much attention within the corporate governance (CG) literature even though it obviously brings several unique CG challenges. Therefore, we review articles at the interface of CG and franchising. We identify and thematize the literature in four focus areas, each with a different relationship to CG: 1) traditional CG, 2) governance challenges unique to franchising, 3) governance modes, and 4) contracts. We find that the literature largely ignores the traditional view of CG when examining many aspects of franchising. We also find that the franchising literature covers governance topics when discussing governance modes, which provides a basis for developing CG theories. Altogether, our findings open a promising avenue for future research that incorporates CG into studies of franchising.
{"title":"In search of corporate governance in franchising","authors":"Christopher von Koch, Martin Ludvigsson-Wallette, O. Nilsson","doi":"10.1080/1046669X.2020.1763536","DOIUrl":"https://doi.org/10.1080/1046669X.2020.1763536","url":null,"abstract":"Abstract A firm’s governance structure and business model might explain the firm’s failure or success. Franchising is a business model that has not received much attention within the corporate governance (CG) literature even though it obviously brings several unique CG challenges. Therefore, we review articles at the interface of CG and franchising. We identify and thematize the literature in four focus areas, each with a different relationship to CG: 1) traditional CG, 2) governance challenges unique to franchising, 3) governance modes, and 4) contracts. We find that the literature largely ignores the traditional view of CG when examining many aspects of franchising. We also find that the franchising literature covers governance topics when discussing governance modes, which provides a basis for developing CG theories. Altogether, our findings open a promising avenue for future research that incorporates CG into studies of franchising.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"26 1","pages":"178 - 193"},"PeriodicalIF":0.7,"publicationDate":"2020-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2020.1763536","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42192559","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-04-29DOI: 10.1080/1046669X.2020.1757977
Chase J. Edwards, B. Baker
Abstract Although marketing is commonly theorized to have originated at the dawn of exchange itself, few scholarly articles explore the history of marketing beyond this cursory recitation of the commonly accepted origin story of the field. The evolution of complex commercial exchange is presented as a natural outgrowth of the development of human society as opposed to the willful and intentional efforts of early merchants. Using disparate and archaic sources, this article synthesizes historical accounts and archival information to show that entrepreneurs have always practiced relational marketing from prehistoric eras and continued to do so throughout pre-industrial and post-industrial eras when the bulk of the literature claims that the scale of modern production rendered relational marketing ineffective and nearly obsolete. In doing so, we add to the virtually non-existent literature documenting entrepreneurial marketing in the early, pre-industrial history of commerce.
{"title":"Relational marketing throughout the history of commercial exchange: Blind spots in marketing’s origin story","authors":"Chase J. Edwards, B. Baker","doi":"10.1080/1046669X.2020.1757977","DOIUrl":"https://doi.org/10.1080/1046669X.2020.1757977","url":null,"abstract":"Abstract Although marketing is commonly theorized to have originated at the dawn of exchange itself, few scholarly articles explore the history of marketing beyond this cursory recitation of the commonly accepted origin story of the field. The evolution of complex commercial exchange is presented as a natural outgrowth of the development of human society as opposed to the willful and intentional efforts of early merchants. Using disparate and archaic sources, this article synthesizes historical accounts and archival information to show that entrepreneurs have always practiced relational marketing from prehistoric eras and continued to do so throughout pre-industrial and post-industrial eras when the bulk of the literature claims that the scale of modern production rendered relational marketing ineffective and nearly obsolete. In doing so, we add to the virtually non-existent literature documenting entrepreneurial marketing in the early, pre-industrial history of commerce.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"26 1","pages":"161 - 177"},"PeriodicalIF":0.7,"publicationDate":"2020-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2020.1757977","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43056014","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-04-02DOI: 10.1080/1046669X.2020.1737484
C. Ingene, L. Pelton
{"title":"Measurement and metrics in omnichannel retailing","authors":"C. Ingene, L. Pelton","doi":"10.1080/1046669X.2020.1737484","DOIUrl":"https://doi.org/10.1080/1046669X.2020.1737484","url":null,"abstract":"","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"26 1","pages":"87 - 88"},"PeriodicalIF":0.7,"publicationDate":"2020-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2020.1737484","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49160534","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-04-02DOI: 10.1080/1046669X.2020.1747280
J. R. Fergurson
Abstract The realization of channel multiplicity is increasingly present in retail exchanges. Retailers understand that consumers may seek information in one channel and complete their purchases in another channel. Researchers have labeled this retailing concept as “showrooming.” Showrooming suggests that retail salespeople may provide information, services, and suggestions that generate retail sales revenues at another time in another place. While they likely mediate exchange value, retail salespersons’ contributions to building sales revenues and customer relationships may be difficult to measure. The degree of value engendered in the retail sales role set is associated with product and transaction complexity. As such, retail sales functions may range from highly transactional (i.e., facilitating a transaction) to highly relational (i.e., building retail patronage). This article proffers a taxonomy of retail salespeople based on sales role sets: Companions, Consultants, Clerks, and Closers. Managerial recommendations are provided for measuring retail salesperson performance in an omni-channel marketplace.
{"title":"The paradox of diminishing returns: Measurement and metrics for valuation of B2C sales professionals","authors":"J. R. Fergurson","doi":"10.1080/1046669X.2020.1747280","DOIUrl":"https://doi.org/10.1080/1046669X.2020.1747280","url":null,"abstract":"Abstract The realization of channel multiplicity is increasingly present in retail exchanges. Retailers understand that consumers may seek information in one channel and complete their purchases in another channel. Researchers have labeled this retailing concept as “showrooming.” Showrooming suggests that retail salespeople may provide information, services, and suggestions that generate retail sales revenues at another time in another place. While they likely mediate exchange value, retail salespersons’ contributions to building sales revenues and customer relationships may be difficult to measure. The degree of value engendered in the retail sales role set is associated with product and transaction complexity. As such, retail sales functions may range from highly transactional (i.e., facilitating a transaction) to highly relational (i.e., building retail patronage). This article proffers a taxonomy of retail salespeople based on sales role sets: Companions, Consultants, Clerks, and Closers. Managerial recommendations are provided for measuring retail salesperson performance in an omni-channel marketplace.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"26 1","pages":"141 - 146"},"PeriodicalIF":0.7,"publicationDate":"2020-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2020.1747280","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49056613","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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