Pub Date : 2016-07-02DOI: 10.1080/1046669X.2016.1186470
H. Jeon, R. Dant, B. Baker
The knowledge-based view (KBV) holds that the knowledge that an organization possesses is its most important strategic resource. Despite how important the adequate use of knowledge is to franchise system success, the KBV has yet to guide many franchising studies. The most important principle of KBV is to recognize system-wide resources through the eyes of knowledge-based resources. Using two separate secondary data sets, we examine the relationships between the knowledgeable employment of system resources and system performance. Empirical results reveal consistent support for our hypotheses. The ensuing discussion focuses on the implications of our findings.
{"title":"A Knowledge-Based Explanation of Franchise System Resources and Performance","authors":"H. Jeon, R. Dant, B. Baker","doi":"10.1080/1046669X.2016.1186470","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1186470","url":null,"abstract":"The knowledge-based view (KBV) holds that the knowledge that an organization possesses is its most important strategic resource. Despite how important the adequate use of knowledge is to franchise system success, the KBV has yet to guide many franchising studies. The most important principle of KBV is to recognize system-wide resources through the eyes of knowledge-based resources. Using two separate secondary data sets, we examine the relationships between the knowledgeable employment of system resources and system performance. Empirical results reveal consistent support for our hypotheses. The ensuing discussion focuses on the implications of our findings.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"23 1","pages":"113 - 97"},"PeriodicalIF":0.7,"publicationDate":"2016-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1186470","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842559","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 : 2016-07-02DOI: 10.1080/1046669X.2016.1186469
N. Herndon
Research fraud, more politely termed questionable research practices, has been receiving increasing attention in the academic literature and in journal editorial circles. The Journal of Marketing Channels (JMC) Editorial Review Board and originality checking software (i.e., CrossCheck) have found several instances of questionable research practices ranging from submitting a paper for publication already published elsewhere (i.e., self-plagiarism) to a paper whose front end had many problems followed by a discussion and conclusions section that was state of the art. CrossCheck flagged the discussions and conclusions section as being verbatim from an unusual source: an article already published by completely different authors (i.e., plagiarism).1 Plagiarism and self-plagiarism are particularly troubling questionable research practices for journal editors as we have a responsibility to strictly adhere to applicable copyright laws of the United States, especially as articles published elsewhere and then republished in whole or in part a second time in a different journal are likely to violate copyright restrictions associated with the prior publication. Editors, reviewers, and authors simply must not knowingly violate the publisher’s guidelines regarding the exclusivity and proprietary nature of other authors’ intellectual contributions. Consequently, every submission and revision at JMC is checked for originality with the CrossCheck software. Although I do not want this editorial to become a “how-to” instruction manual on publishing misconduct, it is important that those of us in the academic community who submit papers to journals, review these submissions, publish them, study them, teach their content to classes, and use their findings in our own work or to influence public policy become fully aware of these issues.
{"title":"Research Fraud and the Publish or Perish World of Academia","authors":"N. Herndon","doi":"10.1080/1046669X.2016.1186469","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1186469","url":null,"abstract":"Research fraud, more politely termed questionable research practices, has been receiving increasing attention in the academic literature and in journal editorial circles. The Journal of Marketing Channels (JMC) Editorial Review Board and originality checking software (i.e., CrossCheck) have found several instances of questionable research practices ranging from submitting a paper for publication already published elsewhere (i.e., self-plagiarism) to a paper whose front end had many problems followed by a discussion and conclusions section that was state of the art. CrossCheck flagged the discussions and conclusions section as being verbatim from an unusual source: an article already published by completely different authors (i.e., plagiarism).1 Plagiarism and self-plagiarism are particularly troubling questionable research practices for journal editors as we have a responsibility to strictly adhere to applicable copyright laws of the United States, especially as articles published elsewhere and then republished in whole or in part a second time in a different journal are likely to violate copyright restrictions associated with the prior publication. Editors, reviewers, and authors simply must not knowingly violate the publisher’s guidelines regarding the exclusivity and proprietary nature of other authors’ intellectual contributions. Consequently, every submission and revision at JMC is checked for originality with the CrossCheck software. Although I do not want this editorial to become a “how-to” instruction manual on publishing misconduct, it is important that those of us in the academic community who submit papers to journals, review these submissions, publish them, study them, teach their content to classes, and use their findings in our own work or to influence public policy become fully aware of these issues.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"23 1","pages":"91 - 96"},"PeriodicalIF":0.7,"publicationDate":"2016-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1186469","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842483","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 : 2016-07-02DOI: 10.1080/1046669X.2016.1186475
Mark E. Moore
{"title":"David Aaker. Aaker on Branding: 20 Principles that Drive Success. New York, NY: Morgan James Publishing (2014) pp. 208","authors":"Mark E. Moore","doi":"10.1080/1046669X.2016.1186475","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1186475","url":null,"abstract":"","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"60 1","pages":"162 - 163"},"PeriodicalIF":0.7,"publicationDate":"2016-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1186475","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842899","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 : 2016-07-02DOI: 10.1080/1046669X.2016.1186476
Clement S. F. Chow
The book is an excellent one for those who are going to start a business as an independent retailer and for those independent retailers who need to survive in the retailing jungle. This is a small book yet it raises many of the issues a retailer needs to consider in starting or maintaining its business. That said, I have the feeling that the content of the book is more about general, basic retailing knowledge with the majority of coverage not specific to combating the invasion of the retail giants. On one hand the book can serve as a wonderful pocket-size reminder for every retailer (including the big ones), but on the other hand it may overpromise if the readers (presumably small retailers) are expecting something that they can use to counter the retail giants’ attacks on a daily basis. Therefore, if the book containedmore content actually covering the predicaments small retailers are facing each day and actually considered how these smaller retailers can overcome these competitive predicaments and prevail, then the book would better match its title. The book is well written and so there are only a few places I may have some concern. Let me set them out in a developmental fashion as is our custom at the Journal of Marketing Channels. Five concerns come to mind as I read about coping with retail giants. The first concern is that the author writes:
{"title":"A. Coskun Samli. Coping With Retail Giants: Gaining an Edge Over Discounters. New York, NY: Palgrave Macmillan (2015) pp. 209","authors":"Clement S. F. Chow","doi":"10.1080/1046669X.2016.1186476","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1186476","url":null,"abstract":"The book is an excellent one for those who are going to start a business as an independent retailer and for those independent retailers who need to survive in the retailing jungle. This is a small book yet it raises many of the issues a retailer needs to consider in starting or maintaining its business. That said, I have the feeling that the content of the book is more about general, basic retailing knowledge with the majority of coverage not specific to combating the invasion of the retail giants. On one hand the book can serve as a wonderful pocket-size reminder for every retailer (including the big ones), but on the other hand it may overpromise if the readers (presumably small retailers) are expecting something that they can use to counter the retail giants’ attacks on a daily basis. Therefore, if the book containedmore content actually covering the predicaments small retailers are facing each day and actually considered how these smaller retailers can overcome these competitive predicaments and prevail, then the book would better match its title. The book is well written and so there are only a few places I may have some concern. Let me set them out in a developmental fashion as is our custom at the Journal of Marketing Channels. Five concerns come to mind as I read about coping with retail giants. The first concern is that the author writes:","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"53 1","pages":"164 - 165"},"PeriodicalIF":0.7,"publicationDate":"2016-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1186476","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842504","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 : 2016-07-02DOI: 10.1080/1046669X.2016.1186471
Gérard Cliquet, Ekaterina Voropanova
Encroachment is a critical issue affecting relations among franchisees and between franchisees and franchisors. The Internet increases this risk when a franchisor adopts a transactional website, becoming a “ubiquitous outlet.” Using logistic regression we give evidence of the significant impact of the proportion of franchised outlets in the network on transactional website adoption by French franchisors. The analysis is carried out to facilitate comparison with the United States market. A web-to-store strategy and the click-and-collect system implemented by most French supermarket chains are presented as potential solutions to circumventing e-encroachment.
{"title":"E-Commerce and Encroachment: Evidence From French Franchise Networks","authors":"Gérard Cliquet, Ekaterina Voropanova","doi":"10.1080/1046669X.2016.1186471","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1186471","url":null,"abstract":"Encroachment is a critical issue affecting relations among franchisees and between franchisees and franchisors. The Internet increases this risk when a franchisor adopts a transactional website, becoming a “ubiquitous outlet.” Using logistic regression we give evidence of the significant impact of the proportion of franchised outlets in the network on transactional website adoption by French franchisors. The analysis is carried out to facilitate comparison with the United States market. A web-to-store strategy and the click-and-collect system implemented by most French supermarket chains are presented as potential solutions to circumventing e-encroachment.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"23 1","pages":"114 - 128"},"PeriodicalIF":0.7,"publicationDate":"2016-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1186471","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842634","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 : 2016-07-02DOI: 10.1080/1046669X.2016.1186472
K. Shen, Yuanfeng Cai, Zhaoyang Guo
This study serves as an initial attempt to demonstrate empirically how online consumers react to the offline channel extensions (i.e., opening physical stores) of e-tailers. Specifically, we examine how the attributes of offline channels influence consumer intentions to switch to offline channels and how they also lead to incremental demands on online channels. We investigate how these effects vary across highly complex utilitarian and hedonic products. The results of the study indicate that although store openings encourage online consumers to shop there when purchasing highly complex utilitarian products, the addition of offline stores results counterintuitively in incremental patronage of the online channels when consumers shop for highly complex hedonic products. This study validates the guiding role of product characteristics in designing offline channels for e-tailers and suggests that incorporating product type and complexity into the design is likely to contribute to the development of stores tailored to specific consumer segments.
{"title":"When Do Online Consumers Shop in an Offline Store: The Moderating Effects of Product Characteristics","authors":"K. Shen, Yuanfeng Cai, Zhaoyang Guo","doi":"10.1080/1046669X.2016.1186472","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1186472","url":null,"abstract":"This study serves as an initial attempt to demonstrate empirically how online consumers react to the offline channel extensions (i.e., opening physical stores) of e-tailers. Specifically, we examine how the attributes of offline channels influence consumer intentions to switch to offline channels and how they also lead to incremental demands on online channels. We investigate how these effects vary across highly complex utilitarian and hedonic products. The results of the study indicate that although store openings encourage online consumers to shop there when purchasing highly complex utilitarian products, the addition of offline stores results counterintuitively in incremental patronage of the online channels when consumers shop for highly complex hedonic products. This study validates the guiding role of product characteristics in designing offline channels for e-tailers and suggests that incorporating product type and complexity into the design is likely to contribute to the development of stores tailored to specific consumer segments.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"23 1","pages":"129 - 145"},"PeriodicalIF":0.7,"publicationDate":"2016-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1186472","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842643","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 : 2016-07-02DOI: 10.1080/1046669X.2016.1186473
Jody L. Crosno, R. Dahlstrom
Collaboration between buyers and their suppliers often requires both parties to dedicate specialized investments to the relationship. These bilateral idiosyncratic investments serve as mutual hostages and signal commitment to the relationship, yet they are susceptible to expropriation. Drawing on research in social psychology and transaction cost economics, we argue that the nature of the bilateral idiosyncratic investments influences perceptions of a supplier's opportunism that in turn influences retailer opportunism and relationship outcomes. Data collected from 120 Norwegian managers of consumer electronics retail stores provide an assessment of the proposed model. The results indicate that the total and asymmetrical nature of the bilateral idiosyncratic investments influence perceptions of supplier opportunism and these perceptions, in turn, influence the retailer's opportunism and commitment to the relationship. Implications of these findings and future research are discussed.
{"title":"An Empirical Investigation of Bilateral Investments and Opportunism in Buyer-Supplier Relationships","authors":"Jody L. Crosno, R. Dahlstrom","doi":"10.1080/1046669X.2016.1186473","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1186473","url":null,"abstract":"Collaboration between buyers and their suppliers often requires both parties to dedicate specialized investments to the relationship. These bilateral idiosyncratic investments serve as mutual hostages and signal commitment to the relationship, yet they are susceptible to expropriation. Drawing on research in social psychology and transaction cost economics, we argue that the nature of the bilateral idiosyncratic investments influences perceptions of a supplier's opportunism that in turn influences retailer opportunism and relationship outcomes. Data collected from 120 Norwegian managers of consumer electronics retail stores provide an assessment of the proposed model. The results indicate that the total and asymmetrical nature of the bilateral idiosyncratic investments influence perceptions of supplier opportunism and these perceptions, in turn, influence the retailer's opportunism and commitment to the relationship. Implications of these findings and future research are discussed.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"23 1","pages":"146 - 156"},"PeriodicalIF":0.7,"publicationDate":"2016-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1186473","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842732","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 : 2016-07-02DOI: 10.1080/1046669X.2016.1186474
H. Bellin
For many of us, the word channelmay conjure up images of a waterway. One may imagine Mark Twain’s vivid descriptions of the ever-changing Mississippi River channel in The Adventures of Huckleberry Finn first published in 1884. Or one might envision the English Channel, a formidable geographic barrier that has kept mainland Britain secure from successful foreign invasion since 1066. On the other hand, the term may remind you of the handy wireless device that allows us to flip from one football game to another on an autumn weekend. Regardless of the image, each implies the presence of a passageway, a real or imaginary conduit, allowing certain processes to occur. Such imagery offers a surprisingly accurate description of a marketing channel. The term marketing channel was first used to describe the existence of a trade channel bridging producers and users. Early writers compared marketing channels with paths through which goods or materials could move from producers to users. This description makes it easy to understand how the term middleman came into being as
{"title":"Which Marketing Channel Is Right for Your Company?","authors":"H. Bellin","doi":"10.1080/1046669X.2016.1186474","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1186474","url":null,"abstract":"For many of us, the word channelmay conjure up images of a waterway. One may imagine Mark Twain’s vivid descriptions of the ever-changing Mississippi River channel in The Adventures of Huckleberry Finn first published in 1884. Or one might envision the English Channel, a formidable geographic barrier that has kept mainland Britain secure from successful foreign invasion since 1066. On the other hand, the term may remind you of the handy wireless device that allows us to flip from one football game to another on an autumn weekend. Regardless of the image, each implies the presence of a passageway, a real or imaginary conduit, allowing certain processes to occur. Such imagery offers a surprisingly accurate description of a marketing channel. The term marketing channel was first used to describe the existence of a trade channel bridging producers and users. Early writers compared marketing channels with paths through which goods or materials could move from producers to users. This description makes it easy to understand how the term middleman came into being as","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"23 1","pages":"157 - 161"},"PeriodicalIF":0.7,"publicationDate":"2016-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1186474","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842877","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 : 2016-04-02DOI: 10.1080/1046669x.2016.1147893
H. Bellin
Our most recent article was entitled “Bad Franchisors!” and discussed various aspects of the unfortunate behavior of some unscrupulous franchisors.1 But, as we said in that article, nothing written there should be construed to mean that all franchisors are bad or that all franchise opportunities are fraudulent or somehow of questionable quality. Franchises can be profitable business opportunities for systems designed and operated to provide quality goods and services to their customers, franchisees, and other stakeholders. However, franchisees must be prepared to take advantage of all that the franchise systems offer. Before we consider what constitutes a good franchisor, we should define franchising. And we should consider its history briefly. Although there are many “definitions”or explanations about what franchising is, it can be thought of as a marketing and distribution system involving an independent businessperson (i.e., the franchisee) who buys the rights to market the goods and / or services of another entity (i.e., the franchisor) according to the procedures and standards set out by the franchisor in the franchise agreement and referenced ancillary documents through a business operation known as a franchise. The franchisee is essentially paying a fee to the franchisor for replicating the business of the franchisor. At its heart, franchising is not an industry but rather it is a marketing tool, nothing more, nothing less. Good franchisors comprise this tried and proven method of distribution and have seen its growth increase internationally since the Second World War.
{"title":"Good Franchising","authors":"H. Bellin","doi":"10.1080/1046669x.2016.1147893","DOIUrl":"https://doi.org/10.1080/1046669x.2016.1147893","url":null,"abstract":"Our most recent article was entitled “Bad Franchisors!” and discussed various aspects of the unfortunate behavior of some unscrupulous franchisors.1 But, as we said in that article, nothing written there should be construed to mean that all franchisors are bad or that all franchise opportunities are fraudulent or somehow of questionable quality. Franchises can be profitable business opportunities for systems designed and operated to provide quality goods and services to their customers, franchisees, and other stakeholders. However, franchisees must be prepared to take advantage of all that the franchise systems offer. Before we consider what constitutes a good franchisor, we should define franchising. And we should consider its history briefly. Although there are many “definitions”or explanations about what franchising is, it can be thought of as a marketing and distribution system involving an independent businessperson (i.e., the franchisee) who buys the rights to market the goods and / or services of another entity (i.e., the franchisor) according to the procedures and standards set out by the franchisor in the franchise agreement and referenced ancillary documents through a business operation known as a franchise. The franchisee is essentially paying a fee to the franchisor for replicating the business of the franchisor. At its heart, franchising is not an industry but rather it is a marketing tool, nothing more, nothing less. Good franchisors comprise this tried and proven method of distribution and have seen its growth increase internationally since the Second World War.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":"52 1","pages":"77 - 80"},"PeriodicalIF":0.7,"publicationDate":"2016-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669x.2016.1147893","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842724","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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