Interactions, innovation, and services

Liu, Feng Hsu

doi:10.1080/02642069.2016.1272591

Cited by 12 publications

(15 citation statements)

References 52 publications

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“…Direct effect of strategic orientations on SMEs' performance IO → SMEs' performance. Firms driven by the customer concept can generate deep customer information at the individual level by pooling information from multiple sources and points in time and analysing every action and reaction with reference to each customer (Liu, 2016). These actions will enable the firm to offer customised treatment based on each customer's expected response to specific marketing activities, thus maximising the profitability of each customer (Ramani and Kumar, 2008).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

“…BO) simultaneously may have a synergistic, rather than suppressive, effect on marketing capabilities and SMEs' performance. Customer interaction, which is stimulated by the strength of the brand identity, represents a rich mode of communication, enhances the transference of novel and complex information and increases the quality and quantity of information that can be transferred (Liu, 2016). Customer information and insights generated by interaction serve as inputs affecting the flexible part of the brand identity (i.e.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

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Strategic orientations and capabilities' effect on SMEs' performance

Alnawas

Farha

2020

MIP

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PurposeThis study aims to: first, examine the effect of interaction orientation (IO) and brand orientation (BO) on marketing capabilities and small and medium enterprises' (SMEs') performance, and second, assess the complementarity effect of IO and BO on marketing capabilities and SMEs' performance.Design/methodology/approachA model was developed and tested using a survey methodology. Data were collected from 538 SMEs located in Qatar and analysed by structural equation modelling with AMOS.FindingsFirst, IO affects SMEs' performance only indirectly via marketing capabilities, whereas BO affects SMEs' performance both directly and indirectly. Second, contrary to expectations, the complementarity between IO and BO produced a destructive/suppressive effect, rather than a synergistic effect, on both marketing capabilities and SMEs' performance, reflecting the importance of a trade-off to enhance both marketing capabilities and SMEs' performance.Originality/valueTo the authors' knowledge, this is the first paper to examine the complementary effect of BO and IO on marketing capabilities and performance.

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Section: Hypothesis Developmentmentioning

confidence: 99%

Section: Hypothesis Developmentmentioning

confidence: 99%

Strategic orientations and capabilities' effect on SMEs' performance

Alnawas

Farha

2020

MIP

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“…The future of servitization is driven by innovative ICT (Information and Communication Technologies) technologies [115] and by enterprises investing into those technologies and exploiting the business potential coming along with those technologies. Services delivered via cloud computing, business analytics, or data mining are only few examples of recent technology-driven possibilities supporting and improving customer relationship management.…”

Section: Discussionmentioning

confidence: 99%

Enterprises’ Servitization in the First Decade—Retrospective Analysis of Back-End and Front-End Challenges

2020

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The concept of servitization provides major benefits both for the performing company and for the profiting customer. Thus, during the last years many companies were heading for this well-proven direction tempted by expectations, but have been possibly even not aware of some inherent challenges. Since there are some issues even threatening the existence of companies, and some other rather easy to overcome, it is by all means necessary to consider and deal with this matter. Hence, this paper provides an insight into pitfalls in servitization named “service paradox” and addresses corresponding managerial issues. To operationalize the challenges of servitization, this paper suggests a separation among internal back-end challenges and customer-facing front-end issues, which represents the applied framework for their examination. Besides, the matter of appropriate pricing and the inherent shift of risks towards suppliers are discussed. Finally, the last part concludes the analysis outputs and gives suggestions for the future strategies in the enterprise servitization.

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“…This competence can be helpful for providing a clear and compelling vision for a supplier, but it also decreases the competence gap between buyers and suppliers (Cohen and Levinthal, 1989). Joint innovation competence allows suppliers to engage in the process of co-creation with buyers; the active creation and sharing of knowledge during the joint innovation process provides OEM suppliers with opportunities to enhance the competences of buyers (Li, 2011;Liu, 2016). A supplier has an effective communication competence when it can discover and analyse what buyers want and then fine-tune its competences; this type of competence allows suppliers to use the most appropriate and timely competence to respond to buyers' needs and to communicate in a manner that avoids redundant processes and miscommunications.…”

Section: Competence-based Marketing Capabilitymentioning

confidence: 99%

“…A large body of literature demonstrates that original equipment manufacturing (OEM) suppliers face challenges in buyersupplier relationships, which consist of not only reviewing and evaluating the demands of buyers but also engaging in competence communication during the process of marketing to buyers (Li, 2011;Liu, 2016) [1]. Given the importance of competence-base marketing, the existing literature has provided insights regarding its potential impact on various relational outcomes (Golfetto and Gibbert, 2006;Zerbini et al, 2007;Li, 2011).…”

Section: Introductionmentioning

confidence: 99%

The impacts of competence-based marketing capabilities: relative attention, relationship learning and collaboration development

Liu

Chen

2018

JBIM

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Purpose Original equipment manufacturing (OEM) suppliers must identify and communicate competences to ensure that they are successfully translated into competitive advantages. This study aims to explore the competence-based marketing capabilities of suppliers based on competence-based marketing view. It integrates resource-based theory and resource dependence theory to conduct a detailed evaluation of the impact of competence-based marketing capabilities on collaboration development, which is classified as either exploitative or explorative collaboration between buyers and suppliers. Design/methodology/approach The partial least squares method was used to analyse and find direct support for the authors’ hypotheses based on cross-sectional data from a sample of 116 Taiwanese OEM suppliers. Findings The results find no support as recent arguments that the marketing of competence would directly affect collaborative relationships in a buyer–supplier relationship. The two mediating roles of relative attention from buyers and relationship learning with buyers were confirmed. The empirical findings indicated that relative attention from buyers partially mediates the relationship between competence-based marketing capabilities and exploitative collaboration development, while relationship learning completely mediates the relationship between competence-based marketing capabilities and two-pronged collaboration development. Originality/value This study provides a thorough examination of competence-based marketing capabilities, which have attracted substantial attention from business scholars but empirical research investigating and discussing how suppliers develop new collaborations with buyers is lacking.

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Interactions, innovation, and services

Cited by 12 publications

References 52 publications

Strategic orientations and capabilities' effect on SMEs' performance

Strategic orientations and capabilities' effect on SMEs' performance

Enterprises’ Servitization in the First Decade—Retrospective Analysis of Back-End and Front-End Challenges

The impacts of competence-based marketing capabilities: relative attention, relationship learning and collaboration development

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