Can Strategic Capabilities Affect Performance? Application of RBV to Small Food Businesses

Carraresi, Laura; Mamaqi, Xhevrie; Albisu, L. M.; Banterle, Alessandro

doi:10.1002/agr.21451

Cited by 32 publications

(28 citation statements)

References 66 publications

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“…In addition, there was an influence on the innovation capability of marketing performance that show positive and significant results with 0.351 results and P value 0.007. This is in accordance with the results of the research conducted by Nguyen et al [23] mentioned that the capability of innovation has significant effect on the marketing performance and results findings from Carraresi et al [24] stated that the capabilities of innovation have a positive and significant impact on marketing performance.…”

Section: Discussionsupporting

confidence: 90%

Innovation Capability Model and Co-Creation as an Improvement of SMEs Performance

Farida¹,

Listyorini²

2021

Proceedings of the 5th International Conference on Indonesian Social and Political Enquiries, ICISPE 2020, 9-10 October 2020, S

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The creative industries of Small and Medium Enterprises (SMEs) in the field of guitar manufacturing, currently the sales condition has decreased. To overcome these conditions, product innovation capability and collaboration between consumers and producers is needed. SMEs must provide innovation for the sustainability of product marketing to meet customer needs. Collaboration in Co-Creation between consumers and producers can improve the marketing performance of SMEs including things about product design, raw materials, and markets for new products, as an effort to increase marketing. The population in this study is the owner of SMEs in the creative industry with a total sample of 60 people. The Purposive sampling technique and analysis technique are applied by using SEM-PLS. The findings of this study indicate that innovation capability has a significant effect on marketing performance. Furthermore, Co-Creation and valuebased selling and innovation capability have a significant effect on market performance. With Innovation and Co-Creation Capability can improve SMEs marketing performance.

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Section: Discussionsupporting

confidence: 90%

Innovation Capability Model and Co-Creation as an Improvement of SMEs Performance

Farida¹,

Listyorini²

2021

Proceedings of the 5th International Conference on Indonesian Social and Political Enquiries, ICISPE 2020, 9-10 October 2020, S

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“…Another key barrier to market entry in many processed food markets is the fact that dominant food companies have managed to establish economies of scale in terms of production, marketing and finance. Production economies of scale – achieved through practices such as the acquisition of other firms, large-scale investment in existing production facilities, and investing in advanced process innovations (e.g., automation) – can optimise production efficiency and minimise the marginal cost of production [ 33 , 58 , 64 , 119 , 132 , 147 , 149 , 150 , 161 – 163 ]. Dominant food companies also make use of marketing economies of scale in which they can lower the costs of marketing practices by spreading their marketing budget across a range of different and effective marketing media [ 74 ].…”

Section: Resultsmentioning

confidence: 99%

Market strategies used by processed food manufacturers to increase and consolidate their power: a systematic review and document analysis

et al. 2021

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Background The public health community has become increasingly critical of the role that powerful corporations play in driving unhealthy diets, one of the leading contributors to the global burden of disease. While a substantial amount of work has examined the political strategies used by dominant processed food manufacturers that undermine public health, less attention has been paid to their use of market strategies to build and consolidate power. In this light, this paper aimed to systematically review and synthesise the market strategies deployed by dominant processed food manufacturers to increase and consolidate their power. Methods A systematic review and document analysis of public health, business, legal and media content databases (Scopus, Medline, ABI Inform, Business Source Complete, Thomas Reuters Westlaw, Lexis Advance, Factiva, NewsBank), and grey literature were conducted. Data extracted were analysed thematically using an approach informed by Porter’s ‘Five Forces’ framework. Results 213 documents met inclusion criteria. The market strategies (n=21) and related practices of dominant processed food manufacturers identified in the documents were categorised into a typological framework consisting of six interconnected strategic objectives: i) reduce intense competition with equivalent sized rivals and maintaining dominance over smaller rivals; ii) raise barriers to market entry by new competitors; iii) counter the threat of market disruptors and drive dietary displacement in favour of their products; iv) increase firm buyer power over suppliers; v) increase firm seller power over retailers and distributors; and vi) leverage informational power asymmetries in relations with consumers. Conclusions The typological framework is well-placed to inform general and jurisdiction-specific market strategy analyses of dominant processed food manufacturers, and has the potential to assist in identifying countervailing public policies, such as those related to merger control, unfair trading practices, and public procurement, that could be used to address market-power imbalances as part of efforts to improve population diets.

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“…For these farms, focusing on marketing innovations may be a less risky gamble while also making better use of their current capabilities (Carreresi et al 2015). This may be the result of the necessary skills and capabilities needed to execute the development of a new product line which are less prevalent among small food processing firms relative to the skills and capabilities needed to develop and navigate new marketing channels.…”

Section: Discussionmentioning

confidence: 99%

Competitive strategies among Ontario farms marketing direct to consumers

Micheels

Boecker

2017

Agric Econ

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This paper examines the importance of two resources, namely a market orientation and an entrepreneurial orientation, in new product development and satisfaction with firm performance among direct and alternative marketers. Using a partial least squares structural equation model and data from a 2013 survey, this paper models the effect of a market orientation and entrepreneurial orientation on satisfaction with current performance and expected future performance for agricultural firms in Ontario, Canada. Our results show that a market orientation and entrepreneurial orientation are important factors in determining rates of product and marketing innovations among farm-based agribusinesses. These findings further demonstrate that a market orientation is a powerful resource as it enables firms to become aware of opportunities to provide superior value for consumers, especially when operating in non-traditional markets.

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Can Strategic Capabilities Affect Performance? Application of RBV to Small Food Businesses

Cited by 32 publications

References 66 publications

Innovation Capability Model and Co-Creation as an Improvement of SMEs Performance

Innovation Capability Model and Co-Creation as an Improvement of SMEs Performance

Market strategies used by processed food manufacturers to increase and consolidate their power: a systematic review and document analysis

Competitive strategies among Ontario farms marketing direct to consumers

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