1,720,967 research outputs found
II nuovo paradigma commerciale del Social Trade Marketing
No full textLa vendita diventa phygital anche per i dettaglianti tradizionali che, soprattutto dopo il Covid-19, hanno visto un ampliamento virtuale del punto vendita per andare incontro alle esigenze sempre più fluide di clienti omnicanale. Le strategie tradizionali non bastano più ed è necessario sfruttare anche i social network: così nelle strategie di marketing delle aziende manifatturiere si inserisce il social trade marketing (STM). Questo termine si riferisce alle attività di comunicazione istituzionale, pubblicitaria e promozionale sviluppate dalle imprese nei confronti dei retailer attraverso i loro social network. Mentre il trade marketing “tradizionale” prevede lo sviluppo di attività specifiche per il retail, volte a rafforzare le strategie di consumer marketing e dare impulso alle vendite dei distributori, il STM si prefigge di coadiuvare gli stessi nella complessa azione di comunicazione social, trasferendo ai consumatori dei distributori locali sia i valori propri del brand, sia le peculiarità del retailer, con linguaggi e codici più “social”. Diffusione Orologi, azienda italiana di gioielleria e orologeria, offre un esempio interessante di come il STM permetta alle imprese di innovare le proprie relazioni distributive e raggiungere il consumatore finale in modo coerente e più efficace per tutta la filiera
Forgiare il futuro : l'effectuation theory e il percorso imprenditoriale di Loccioni
No full textNo abstract availabl
Facing supply chain disruptions: strategies to ensure relational continuity
No full textThe COVID-19 pandemic is not comparable for extension and implications to any other crisis faced by organizations over the last decades. Understandably, in its first and most acute phases, managers have focused their attention on how companies could ensure business continuity at the organizational level, by guaranteeing safe operating conditions and reshaping working procedures. Yet, for companies operating in business markets, adjusting internal processes to face a supply chain disruption is not enough to ensure business continuity, as these companies also need to sustain the network of external relationships in the whole supply chain in which they operate. To avoid jeopardizing their long-term survival, maintain their scope of action, and keep up with the challenges of the new normal, business companies need to engage in effective strategies that focus on a different component of business continuity, which we call relational continuity. After a brief review of the literature, the chapter first introduces the relational continuity concept in supply chain relationships. Drawing on a series of qualitative in-depth interviews with managers from the industrial machinery industry, whose sampled firms are actually connected through a direct supplier-client relationship, the chapter identifies three strategies that industrial companies should implement to ensure relational continuity with their key partners (suppliers and especially clients): supply chain intelligence, relational slack and key partners’ integration. Their full-fledged implementation proved to smooth and strengthen relationships among all players in the supply-chain and make business companies more responsive and capable to address the relational challenges of the “new normal” scenario
Dynamic governance matching in solution development
No full textFacing competitive and commoditization threats, many companies shift to solution offerings, albeit with mixed results. With a qualitative analysis of dyadic data (suppliers and customers), this article investigates an important, often overlooked reason for such mixed outcomes: the complex, dynamic role of governance matching. This study identifies a series of tensions arising from solution-specific exchange conditions and the matched governance mechanisms actors use to address them: temporary asset colocation, network closure, knowledge-based boundary objects, rights allocation agreements, and liaison champions. It also reveals the dynamic nature of governance matching. Solutions evolve in three phases—experimentation, integration, and evolution—in which single mechanisms have different functions (safeguarding and/or coordination), provide contingent and transient benefits, and can be used in combination to address complex tensions. This study also identifies two decision points, mutual commitment and balanced power, that separate the three phases; their outcomes help explain why certain solution efforts do not take off, others stall, and still others revert to mere spot exchanges. Beyond contributing to solutions literature, these findings provide actionable insights to marketing managers
Strategie di marketing communication per e-bike premium Made in Italy: Italmoto e le sfide della mobilità alternativa
No full textWhen service customers do not consume in isolation: a typology of customer copresence influence modes (CCIMs)
No full textIn many service contexts, customers share the service setting with other customers. However, knowledge about the influences of fellow customers’ copresence remains largely fragmented. We address this deficiency by introducing the integrative concept of customer copresence influence modes (CCIMs) and investigate its potential consequences for service perceptions and evaluations. Following a grounded theory approach and drawing on in-depth, qualitative interviews with both managers and customers of a leading service company, we develop a typology of CCIMs, categorizing the various ways—interactions (reactive/proactive; social/instrumental), observations (information-seeking/comparative), and spillovers (spatial/behavioral)—in which fellow customers might influence the focal customer. Building on this typology we propose a conceptual framework with a set of testable propositions about consequences of CCIMs for the focal customer’s service experience and the service provider’s image. The CCIM typology and propositional inventory, in addition to offering directions for further research, emphasize the need for service managers to pay special attention to customer copresence because (1) its influence on service experience is contingent on a variety of factors, including some within the managers’ control, and (2) customers might assign responsibility to the service provider for both desirable and detrimental effects of customer copresence
Two faces of the same coin: how the interplay between organizational and territorial culture builds the concept of service culture
No full textThe purpose of this paper is to investigate the interplay of organizational and territorial culture, considering the two constructs together, and understanding how they shape different typologies of service culture. A theory building logic is followed and a grounded theory approach based on qualitative inquiry is adopted, drawing from in-depth interviews and using case vignettes to identify different service culture typologies. Findings show that a firm’s organizational culture leverages on the territorial culture of origin (of the company itself) and of destination (where the company is going to provide its services) in three different ways, which represent different typologies of service culture: a roots-based, an integrative and an adaptive service culture. Results are also relevant for service managers, for better understanding and formalizing their own service culture, and to develop future strategies, for entering new countries or approaching different cultural context
Innovating Luxury Service Experiences Through E-Servicescapes
No full textThe digital customer experience is a top priority and major challenge for luxury service companies, who have to connect with their target customers yet strive to remain exclusive and to innovate their core offers while preserving their heritage. After a brief review of the literature on customer experience and virtual environments in luxury service contexts, this chapter focuses on e-servicescapes as a means for innovation and improvement in delivering omnichannel experiences for luxury customers. Adopting Bitner's typology of servicescapes, this chapter is based on a three case vignettes analysis that highlights how luxury service providers can use e-servicescapes to enrich their physical service experiences. Three e-servicescape strategies are identified—integration, amplification, and substitution—that ultimately support companies in renewing and improving their overall luxury propositions
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