The emergence of the customer relationship portfolio of a new venture: a networking process

Rocca, Antonella; Perna, Andréa; Sabatini, Andrea; Baraldi, Enrico

doi:10.1108/jbim-10-2018-0300

Cited by 20 publications

(30 citation statements)

References 42 publications

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“…On the other hand, potential customers could be ready to use a new product or approach faster because of the number of early adopters (opinion leaders and first customers). Moreover, other important market participants, for example, distributors and service providers, could be influenced by the social capital of the opinion leader, and could therefore, start cooperation on more favorable terms (La Rocca et al, 2019).…”

Section: Discussionmentioning

confidence: 99%

Innovations in veterinary markets: opinion leaders’ social capital

Kulkov

Barner‐Rasmussen

Ivanova-Gongne

et al. 2020

JBIM

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Purpose This study aims to identify how the personal social capital of opinion leaders contributes to the market adoption of start-up innovations. Design/methodology/approach A design-oriented case study is undertaken with a start-up company focusing on the development and commercialization of innovations in the veterinary market. Based on a literature review, the authors examine the social capital in value creation and the role of opinion leaders and use qualitative methodology and semi-structured in-depth interviews to collect data. Findings The adoption of innovations could start with opinion leaders that will later share their experience with other members of the professional community. In turn, social capital allows for creating a collaboration between start-ups and leaders based on a number of specific parameters. Originality/value This paper contributes to marketing literature by providing new insights regarding collaboration between start-ups and opinion leaders. The collaboration between opinion leaders and start-ups could be implemented not only in the veterinary industry but also in other industries with minor adaptations. Authors demonstrate how the social capital of external stakeholders may be used as a resource of the company for business development. The main contribution of this study is to demonstrate that social capital could be used as a parameter for the adoption of innovations. The key parameters that allow creating cooperation between start-up and opinion leader have been identified.

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Section: Discussionmentioning

confidence: 99%

Innovations in veterinary markets: opinion leaders’ social capital

Kulkov

Barner‐Rasmussen

Ivanova-Gongne

et al. 2020

JBIM

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“…The discussion below is organized around our research objective that emphasizes the perceptions of the new ventures regarding the value of the initial relationships and involvement. As suggested, the development of a new venture can be analyzed by looking at a firm's portfolio of relationships (La Rocca et al, 2019a). As each relationship development can have an impact on their business evolution (Aaboen et al, 2017), firms need to deal with different types of relationships in different ways (Ford et al, 2003;Snehota, 2000, 2019).…”

Section: Discussionmentioning

confidence: 99%

“…These results suggest that the benefits or values of the first relationships may arise from direct functions through the discovering of economically viable ways of combining resources or accessing financial resources through economic exchanges and indirect functions through the generation of contacts with potential customers or acquiring a reputation for other firms as a result of being associated with a specific counterpart. The perceived value of a business relationship between a new venture and a customer can result from being a facilitating resource to establish new relationships beyond the economic value of that specific customer (La Rocca et al, 2019a).…”

Section: Value Functions In Business Relationshipsmentioning

confidence: 99%

“…In addition to the (perceived) value functions framework presented above, the diversity regarding the involvement in relationships suggests that certain sections of the network may be less demanding in terms of the degree of involvement in the first customer and supplier relationships of a new venture. The new venture has to learn about the development of their customer portfolio of connected relationships (La Rocca et al, 2019a) and deal with the need to balance the degree of standardization of its offers as it may affect the degree of involvement in the business relationships (Gadde and Snehota, 2000;Aaboen et al, 2011).…”

Section: Involvement In Business Relationshipsmentioning

confidence: 99%

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Value of initial relationships in new business start-ups

Santos

Mota

2020

JBIM

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Purpose Several studies have focussed on new ventures and the development of their first business relationships. However, the understanding of the value functions and involvement in those relationships remain inadequate. The purpose of this paper is to explore the relating process of a new venture by combining the value function framework and the notion of the degrees of involvement in business relationships. Design/methodology/approach The authors rely on two exploratory longitudinal case studies that focus on two start-ups. In both cases, the evolution of initial relationships with suppliers and customers over a period of time are studied. Findings The process of relating can occur through a diversity of business relationships manifested in both their value functions and their degree of involvement. The combination of value functions is not stable over time nor is the degree of involvement in business relationships. Moreover, specific interdependencies emerge between the value functions in the customer base and the supplier base of the new ventures over time. Originality/value This paper is among the few that explore the emergence of new ventures by considering both suppliers and customer relationships. From a business network perspective, the paper also shows that combining value functions and degrees of involvement provides a better understanding of the role of relationship diversity in the process of becoming a node in the business network.

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“…In corporate entrepreneurship, executives' tacit knowledge can prove critical in the capacity of business to innovate which can lead entrepreneurial performance [44]. Research findings also show that the ability to create networks and linkages is interrelated to the capacity to develop a customer portfolio, which requires a dynamic and ongoing process instead of a static one, building on the relationships between the business and the clients [45].…”

Section: Business Skillsmentioning

confidence: 99%

A Business Acceleration Program Supporting Cross-Border Enterprises: A Comparative Study

Giourka

Kilintzis

Samara

et al. 2021

Journal of Open Innovation: Technology, Market, and Complexity

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Acceleration programs can have an effect on business advancement prospects by offering access to mentors and information, capacity building, connections and networks with corporates and startups, all of which contribute to increasing the chances of entrepreneurial success. This study explores the effectiveness of an acceleration program, implemented in the cross-border region of Greece–Albania, where there are limited similar business support initiatives. The survey conducted among participants in the acceleration program aimed at identifying key elements that can contribute to shaping entrepreneurial potential in the cross-border region offering preliminary insight to policy makers in designing relevant business support measures. There is common consensus among both cross-border populations that the acceleration program has helped them develop their business ideas. The study reveals the different types of business weaknesses the acceleration program helped to address in the two populations and key criteria perceived to be contributing to business development. However, acceleration programs effectiveness is affected not only by criteria internal to business and the markets but also by the entrepreneurial ecosystem conditions pertaining. In this respect, business acceleration program designs should be tailored to address particularities in the entrepreneurial environment so as to be effective and contribute to business growth.

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The emergence of the customer relationship portfolio of a new venture: a networking process

Cited by 20 publications

References 42 publications

Innovations in veterinary markets: opinion leaders’ social capital

Innovations in veterinary markets: opinion leaders’ social capital

Value of initial relationships in new business start-ups

A Business Acceleration Program Supporting Cross-Border Enterprises: A Comparative Study

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