An Assessment of Tape-lifts

Utilization and effectiveness of social media message strategy: how B2B brands differ from B2C brands

Purpose This study aims to investigate how business-to-business (B2B) companies use message strategies on social media platform and how these strategies are effective in improving customer perceived value and encouraging customer engagement, as well as how B2B companies differ from business-to-customer (B2C) counterparts in terms of utilization and effectiveness of social media message strategy. Design/methodology/approach Based on content analysis of Sina Weibo brand pages and survey of website visitors, this paper examines the differences of social media message strategies and their impacts upon customer perceived value and customer engagement between B2B and B2C companies. Findings B2B companies use more rational appeals and less emotional appeals, have lower degree of informativeness and perform better in interactivity and variety than B2C companies. These five dimensions of message strategy have different roles in engaging customers via perceived value across B2B and B2C settings. Originality/value The research makes significant contributions to B2B social media marketing literature by answering two interrelated questions, namely, “What companies are doing?” and “What companies should do?” on social media websites. Besides, it provides insightful implications for B2B companies on how to implement appropriate message strategies in their social media marketing efforts by conducting Importance-Performance Analysis.

Relationship value in business-to-business markets: a replication and extension of Ulaga and Eggert’s (2006) study

Purpose Ulaga and Eggert (2006a) examined a framework of relationship value in business markets. This study aims to replicate their study to show that relationship benefits are more important than relationship costs when it comes to choosing a main supplier. This research also extends the original study by hypothesising that the development of relationship value has a positive impact on relationship marketing outcomes, thus providing evidence for the nomological validity of the original scale. Design/methodology/approach The study used empirical data from purchasing managers in manufacturing firms in the UK. The research instrument was a structured questionnaire. The study adopted a close replication to Ulaga and Eggert (2006a) using a rather similar context and methodology for comparison reasons. Findings Relationship benefits are more important than relationship costs when it comes to choosing a main supplier. Cost competitiveness is a necessary but not sufficient condition to differentiate in business markets. Value dimensions relate significantly to relationship marketing outcomes, providing evidence for the nomological validity of the original scale. Research limitations/implications Given the dynamic nature of the relationship value construct, future longitudinal research could offer useful insights on how value is created over time. Practical implications Although internal cost reduction, which can ultimately lead to price reduction, should not be ignored, suppliers should focus on creating value through personal interaction, service quality, product enhancements and delivery efficiency. Originality/value The findings provide support for Ulaga and Eggert’s (2006a) conceptualisation, indicating that the relationship value is not merely a theoretical construct viewed on a high level of abstraction but rather can also be empirically measured.

Market entry strategies in a high-tech successive generations market: a case study of three semiconductor firms with different entry modes

Purpose The purpose of this study is to explore market entry strategies in a high-tech successive generations (HTSGs) market, by investigating entry mode via entry timing and path differentiation and the performance outcomes of entry mode. Design/methodology/approach The methodology of building a theory from a longitudinal case study is adopted by using useful cases in a HTSGs market after constructing an integrated research framework to explore market entry mode. Different entry modes were investigated by studying entry timing and migration path of three firms’ case in logic semiconductor market. In addition, performance outcomes of different entry modes were measured and correlated with each other. Findings The results identified three major entry modes suitable for a HTSGs market. The three firms differentiated their entry modes by exploiting different entry timings from the earliest to the last and different migration paths including switching, leapfrogging and new entrance path to enter a market. First mover advantage also exists in a HTSGs market, and it was found uniquely that the financial performance denoted by entry mode outcomes was correlated with technological knowledge. Research limitations/implications This study extends the theory of extant entry strategy from general consumer or industrial market to HTSGs market, in which intense competition exits and technological innovation is important. Moreover, this study verified that the causality between early entry and positive performance was also effective in HTSGs market with a shorter duration of early entry advantage. Practical implications This study has managerial implications for firms to establish market entry strategy in HTSGs market and other markets. To become a product leader, a fast follower or a late follower, firms can differentiate their entry mode by adjusting the entry timing and migration path in the context of market and technology. Originality/value This study examined market entry strategies suitable for HTSGs market based on its unique characteristics and extended relevant theory into HTSGs market. Further, an integrated research framework, which explores the market entry mode, was constructed to facilitate further exploration of entry mode into other markets.

An Evaluation of the Content of Canadian and American Nuclear Medicine Fellowship Websites

Background: Radiology trainees frequently use the Internet to research potential fellowship programs across all subspecialties. For a field like nuclear medicine, which has multiple training pathways, program websites can be an essential resource for potential applicants. This study aimed to analyze the online content of Canadian and American Nuclear Medicine fellowship websites. Materials and Methods: The content of all active Canadian and American Nuclear Medicine fellowship websites was evaluated using 26 criteria in the following subdivisions: application, recruitment, education, research, clinical work, and incentives. Fellowships without websites were excluded from the study. Scores were summed per program and compared by geographic region and ranking. Results: A total of 42 active Canadian and American Nuclear Medicine fellowship programs were identified, of which 39 fellowships had dedicated fellowship websites available for the analysis. On average, fellowship websites contained 34.4% (9 ± 3.3) of the 26 criteria. Programs did not score differently on the criteria by geographical distribution ( P = .08) nor by ranking ( P = .18). Conclusion: Most Canadian and American Nuclear Medicine fellowship websites are lacking content relevant to prospective fellows. Addressing inadequacies in online content may support programs to inform and recruit residents into fellowship programs.

Strategic design: orchestrating and leveraging market-shaping capabilities

Purpose This paper aims to conceptualise the interplay of strategic design and market-shaping capabilities. Design/methodology/approach Drawing on the emergent scholarly discourses related to strategic design and dynamic markets, this paper merges a contemporary view of markets and market-shaping capabilities with a conceptual exploration of strategic design. Findings This paper proposes that the strategic design process can shape markets through orchestrating and leveraging market-shaping capabilities. Specifically, it highlights how these capabilities trigger and facilitate purposeful intent; situated and systemic understanding; and collective collaboration. Practical implications Furthering the notion of strategic design, this paper contributes to clarifying how to interpret and use design as a strategic practice in business management. Originality/value This paper identifies strategic design as an innovative approach for creating future value-creating systems or markets, and as such, it develops a process framework for market-shaping capabilities, addressing the “how” of market shaping.

Marketing through a joint commercial product portfolio: business drivers, benefits and challenges

Purpose This study aims to improve understanding of companies’ motives and concerns in relation to cooperation through a joint commercial product portfolio. Design/methodology/approach The qualitative research method was used to study 17 companies based on two case projects. Findings The joint commercial product portfolio is introduced as a new type of co-marketing. The possible business drivers, targeted benefits and perceived challenges of small and medium-sized enterprises (SMEs) in relation to cooperation through a joint commercial product portfolio are identified. The companies seem to be motivated by and concerned about similar issues that also apply to other forms of co-marketing. Research limitations/implications The study consisted of two case projects in the same country and, thus, share fairly similar business environments and cultures. Therefore, the same results may not be obtained for a study that is conducted in a different location. Practical implications Managers of SMEs can benefit from the results of this study by improving their understanding of co-marketing opportunities through the creation of a joint commercial product portfolio with suitable companies. In addition, the results provide managers with insights into the challenges that should be considered when planning marketing cooperation. Originality/value The study provides new perspectives on the existing co-marketing literature by discussing the creation of a joint commercial product portfolio as a vehicle to support companies’ business objectives. The study contributes to the increasing business-to-business co-marketing literature by presenting the business drivers, targeted benefits and perceived challenges related to SMEs cooperation through a joint commercial product portfolio.