Barriers to the upgrade cycle in a commodity process industry: evidence from the <scp>UK</scp> packaging industry

Simms, Chris; Trott, Paul

doi:10.1111/radm.12047

Cited by 11 publications

(11 citation statements)

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“…For organizations within process industries 'upgrading', to the development of added value products, has been identified as a critical challenge (Tottie and Lager, 1995;Simms and Trott, 2014). Hence new product innovations provide the opportunity to improve margins.…”

Section: Power Of Supply Chains and Rigidities Imposed By Themmentioning

confidence: 99%

Uncovering the reciprocal complementarity between product and process innovation

2016

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The purpose of this paper is to provide a starting point in examining the relationship between product and process innovation beyond the industry and company level. This is the first study to integrate perspectives from contingency theory and the resource-based view of the firm to show how differences in resources and capabilities combined with the specific needs of the New Product and Process Development Projects, will influence the type of complementarity between product and process innovation. We develop a classification that defines seven unique complementarities between product and process innovation and illustrate them in a Product-Process Complementarity Map. This helps Product and Process Development Managers to visualize the variety of options companies have in their New Product and Process Development Projects. We advance our argument by identifying three contingency factors: technology trajectories, power of supply chain, potential and realized absorptive capacity. These three discrete, but interrelated resources and capabilities are widely referenced in the context of process industries that are likely to lead to different complementarity types. Finally, these two contributions are brought together in The Complementarity-Capability Matrix, where we propose seven complementarity strategies and resources and capabilities necessary to achieve them. The matrix was designed to contribute to our understanding of complementarities beyond the industry and company level and serve as a useful tool in decision making for managers that are facing New Product and Process Development Projects.

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Section: Power Of Supply Chains and Rigidities Imposed By Themmentioning

confidence: 99%

Uncovering the reciprocal complementarity between product and process innovation

2016

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“…Packaging design is recognized as an important way to capture consumers’ attention, and it directly influences both their purchase intentions (Schoormans & Robben, ; Underwood, ; Underwood, ) and buying decisions (e.g., Little & Orth, ; Raghubir & Greenleaf, ; Silayoi & Speece, ). Packaging is particularly important for FMCGs due to its ability to effectively differentiate one product from another (Simms & Trott, ). This suggests that packaging is a powerful means of communication with the potential to convey stories to consumers.…”

Section: Introductionmentioning

confidence: 99%

Short brand stories on packaging: An examination of consumer responses

Solja

Liljander

Söderlund

2018

Psychology and Marketing

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The persuasiveness of stories and their influence on consumers have been acknowledged in marketing, particularly within the advertising field. In marketing practice, brand stories are increasingly also appearing on product packages. However, packages differ from ads in significant ways as communication channels; for example, the space for messages on a package is limited by the size of the package. This study reports findings from two experiments comparing consumer responses to fast‐moving consumer good (FMCG) packages with and without short brand stories. The findings show that even a short brand story included on FMCG packaging has a positive impact on consumers’ affective, attitudinal, product value, and behavioral intention responses to the brand.

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“…The extant literature on global value chains (GVCs) has focused on large firms as major players and sources of product and process innovation in modular value chains (Sturgeon, 2002;Ivarsson & Alvstam, 2011;Lee & Saxenian, 2008;Kodama & Shibata, 2013;Simms & Trott, 2014;Yan et al, 2014;Pietrobelli & Rabellotti, 2006). The impact of the value chain modularisation on the positions as well as pro-spects for growth and innovation of SMEs has been unexplored.…”

Section: Discussionmentioning

confidence: 99%

“…Majority of studies focus on large corporations and on the cases of upgrading of the entire industries (Ivarsson & Alvstam, 2011;Lee & Saxenian, 2008;Kodama & Shibata, 2013;Simms & Trott, 2014;Yan et al, 2014). Also, the extant research on SME growth is inconclusive about the impact of networks in this process and it does not comprehensively highlight how they accomplish expansion when operating in networks and global value chains.…”

Section: Smes In Modular Value Chainsmentioning

confidence: 99%

“…The increasingly important trend of modular product development, design and engineering strongly impacted SME participation in global production networks and global value chains (GVCS) (Baldwin & Clark, 2000;Sanchez & Mahoney, 1996;Lau, 2011;Langlois, 2002;Sturgeon, 2002;. The positions (roles) of SMEs in modular value chains (MVCs) as well as their prospects for innovativeness and growth are under-researched, since the literature on modularity in the organisation of industries and networks focuses on large enterprises as major players in the global governance (Sturgeon, 2002;Ivarsson & Alvstam, 2011;Lee & Saxenian, 2008;Kodama & Shibata, 2013;Simms & Trott, 2014;Yan, Chiang, & Chien, 2014;Pietrobelli & Rabellotti, 2006). Moreover, there is a controversy in two important literature streams as to development prospects for SMEs in global networks.…”

Section: Introductionmentioning

confidence: 99%

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