Building strategy on technological resources and commercial proactiveness: The Gemplus case

Humbert, Marc; Jolly, Dominique; Therin, François

doi:10.1016/s0263-2373(97)00049-2

Cited by 8 publications

(3 citation statements)

References 3 publications

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“…Researchers developed the blended approach to explain accurately the relation among a company's performance, its resource, and its external environment (Kornum, Gyrd-Jones, Al Zagir, & Brandis, 2017;Kozlenkova et al, 2014;Day, 2014). Meanwhile, a blended aspect of marketing strategy approaches has been developed by practitioners to exploit both approaches (Gellweiler, 2018;Humbert et al, 1997;Urde et al, 2013). The blended approach considered the spanning capabilities (Day, 1994), that are, the arrangement of actions that includes the processes applied to fulfill the foreseen customer needs defined by the outside-in opportunities and meet the expectations previously set to boost relationships (Day, 1994).…”

Section: Literature Review On Marketing Strategy Approachesmentioning

confidence: 99%

Outside-in, Inside-out, and Blended Marketing Strategy Approach: A Longitudinal Case Study

Frau¹,

Moi²,

Cabiddu³

2020

IJMS

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Outside-in, inside-out, and blended marketing strategy perspectives represent an unbroken line of inquiry. Nonetheless, still few studies have empirically explored the distinctive characteristics of these three marketing strategy approaches. This study performs an in-depth retrospective longitudinal case study to explore how outside-in, inside-out, and blended marketing strategy approaches evolved. With this article, we enrich the marketing strategy debate by elucidating the in-depth features of the three approaches. This work also provides practitioners with a useful managerial diagnostic tool through which to identify firms’ marketing strategy approach, and potential mismatches with the environment.

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Section: Literature Review On Marketing Strategy Approachesmentioning

confidence: 99%

Outside-in, Inside-out, and Blended Marketing Strategy Approach: A Longitudinal Case Study

Frau¹,

Moi²,

Cabiddu³

2020

IJMS

View full text Add to dashboard Cite

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“…It must be noted that the relationship between the manufacturer and the provider can shift from a simple product or service supply, to collaboration, partnership, training and consulting. Humbert et al (1997) called such strategy: a Ôproactive strategyÕ. The major smart card actors work in collaboration with their partners (including the providers) to draw together the providers and end-user needs.…”

Section: Demand Analysis: the Role Of Providersmentioning

confidence: 99%

Oligopolistic competition and concentration in the smart card industry

M’Chirgui

2006

Telematics and Informatics

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“…1543 These start-up technology innovation firms sought to support 1544 money transfers on devices such as Palm Pilots, which led to the 1545 rise of PayPal and digital wallets (Lillington 1999, Reuters 2002. 1546 The acquisition (Neuman 1559 and Medvinsky 1995;Humbert et al 1997;Levy 1994). The suc- (2010) 2010 Square application to read credit cards launched on iOS and Android smartphones Wilhelm (2014) Widespread adoption of mobile banking began to occur Kahn (2010) 2011 Google Wallet, an NFC-enabled m-payments solution, launched in the U.S.…”

mentioning

confidence: 99%

Competition, cooperation, and regulation: Understanding the evolution of the mobile payments technology ecosystem

Liu

Kauffman

2015

Electronic Commerce Research and Applications

153

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Technology ecosystems 28 2 9 a b s t r a c t 30The past twenty years have been a time of many new technological developments, changing business 31 practices, and interesting innovations in the financial information system (IS) and technology landscape. 32 They have led to the increasing use of prior innovations that have supported e-commerce, and that are 33 now being brought into financial services to support different kinds of improvements to core business 34 processes. This research examines recent changes in the payment sector in financial services, specifically 35 related to mobile payments (m-payments) that enable new channels for consumer payments for goods 36 and services purchases, and other forms of economic exchange. We extend recent research on technology 37 ecosystems and paths of influence analysis for how industry-centered technology innovations arise and 38 evolve. We explore the extent to which they can be understood through the lens of several simple build-39 ing blocks, including technology components, technology-based services, and the technology-supported 40 infrastructures that provide foundations for the related digital businesses. Our extension of the prior 41 research focuses on two key elements: (1) modeling the impacts of competition and cooperation on dif-42 ferent forms of innovations in the aforementioned building blocks; and (2) representing the role that 43 regulatory forces play in driving or delaying innovation in the larger scope of our modeling approach. 44 To assess the efficacy of our approach, we use it to retrospectively analyze the past two decades of 45 innovations in the m-payments space. Our results identify the industry-specific patterns of innovation 46 that have occurred, suggest how they have been affected by competition, cooperation and regulation, 47 and point out some more universal patterns of technology innovations that offer insights into the devel-48 opment of e-commerce. 49

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Building strategy on technological resources and commercial proactiveness: The Gemplus case

Cited by 8 publications

References 3 publications

Outside-in, Inside-out, and Blended Marketing Strategy Approach: A Longitudinal Case Study

Outside-in, Inside-out, and Blended Marketing Strategy Approach: A Longitudinal Case Study

Oligopolistic competition and concentration in the smart card industry

Competition, cooperation, and regulation: Understanding the evolution of the mobile payments technology ecosystem

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