In this article, the impact of strategic orientations on the use of digital marketing tactics and, subsequently, on the international business performance of small electronic retailers (e-retailers) in cross-border electronic commerce (e-commerce) is analysed. Furthermore, these relationships are compared between e-retailers originating in both developed and emerging e-commerce markets. Using a sample of 446 small business-to-consumer e-retailers from 20 European countries, we find that the deployment of digital marketing tactics has a positive effect on international business performance. Of the strategic orientations examined, foreign market orientation is most associated with the use of digital marketing tactics. Remarkably, growth orientation only has a positive effect on e-retailers from developed e-commerce markets, while customer orientation negatively affects e-retailers from emerging e-commerce markets. The differences between e-retailers from developed and emerging e-commerce markets are prominent and show that markets should not be considered as either uniform or generalisable.
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In cross-border e-commerce, electronic retailers (e-retailers) aim to extend their sales activities via the Internet beyond national borders. Unlike large companies, small and medium-sized enterprises are struggling with their international online expansion. This phenomenon is not limited to countries with a developed e-commerce market; e-retailers from emerging e-commerce markets, too, face the problem. This study investigates what the drivers are of business performance of SMEs in cross-border e-retailing, and how drivers differ between developed and emerging e-commerce markets in Europe. Structural equation modelling analyses with the lavaan package in R on a sample of 453 owners and directors of SMEs from 20 countries, show that foreign market orientation not only directly influences business performance in cross-border e-commerce, but also indirectly through communication efforts in foreign markets. These results hold for both developed and emerging markets, however, there are two interesting differences. First in the influence of foreign market orientation and communication efforts on business performance, and second in the impact of the number of years the electronic e-retailer is active in cross-border e-commerce.
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High-tech horticulture production methods (such as vertical farming, hydroponics and other related technology possibilities), combined with evolving market side possibilities (consumer’s willingness to pay for variety, food safety and security), are opening new ways to create and deliver value. In this paper we present four emerging business models and attempt to understand the conditions under which each business model is able to create positive market value and sustained business advantage. The first of these four models is the case of a vertically integrated production to retail operation. The second model is the case of a production model with assured retail/distribution side commitment. The third model deals with a marketing/branding driven production model with differentiated market positioning. Finally, the forth is a production model with direct delivery to the end-consumer based upon the leveraging of wide spread digital technology in the consumer market. To demonstrate these four business models, we analyze practical case studies and analyze their market approach and impact. Using this analysis, we create a framework that enables entrepreneurs and businesses to adopt a business model that matches their capabilities with market opportunities.
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This chapter examines current branding trends in significant Asian markets, namely Japan, South Korea, and India, with a special focus on one emerging branding nation, China. No generalizations towards the whole of Asia can be drawn from this research. However, research identified some aspects in the field of branding that have occurred in different Asian markets at different times. For example, the development of branding as a management strategy followed benefit-driven product management in both Japan and South Korea some decades ago. This development can now be witnessed in selected industries in China. Whether or not other Asian nations show similar developments (e.g. Indonesia) would be a topic for further investigation. Nevertheless, the following four Asian branding trends serve as the main outcomes of this research: extending the corporate brand into new fields of business, extending the corporate brand into diverse product categories, acquisition of Western brands by Asian investors and top-management support in brand building.
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Chapter 2 in Impacts of Emerging Economies and Firms on International Business. One of the most remarkable phenomena of recent times is that a large number of firms from emerging economies have come to define and dominate new markets and enter the class of global innovation leaders. Firms that once specialized in cheap but high-quality substitutes (e.g. Brazil’s Embraer), or those that adopted fast second mover strategies (as the one followed by Korea’s Samsung), or firms that offered outsourcing services (for instance, India’s Wipro) are now firmly at the core of the global productivity and innovation frontier. In addition, many small and medium sized local firms that started as exporting joint ventures have moved abroad on their own account. So far, the international business literature has mostly used the eclectic ownership, location, and internalization (OLI) paradigm (Dunning, 2000) to explain the rise of emerging market multinational firms. This conceptual model examines internationalization drivers identifying motives typical for the internationalization strategic approaches of firms from emerging economies. Supplementing OLI paradigm with learning, leveraging, and linkages (LLL) framework (Mathews, 2002, 2006), which provides an understanding of how emerging economy firms create ownership advantages by integrating links with foreign partners. This integration leads to leveraging of specific assets and upgrading them by entering into new alliances and via acquisitions
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All over the world entrepreneurs drive changes. They develop new products and services, inspire others and take decisions that result in growth of their businesses. But the world around entrepreneurs is changing and so are entrepreneurs. Life-long selfemployment or permanent wage employment are of the past. And the way people perceive self-employment is changing as well. And so must our thinking. Changes in our society call for policies and programmes in support of enterprising people. Diversity, mobility and connectivity offer new opportunities for enterprising people. Markets are changing, become more accessible and there is less need to be bound physically to one place for an entrepreneur. New avenues for business are open thanks to our improved access to information, our connectivity globally through social media and our ability to travel freely and frequently from one country to another. With less focus on life-long (self) employment people now combine paid work (or unpaid – house- work) with self-employment, or opt for just parttime entrepreneurship. New, hybrid forms of enterprising emerge. This combining of work with self-employment is rather common in developing countries, but in Europe it is a phenomenon not yet reported on in statistics and for which policy makers and service providers have no answers yet. Neither exist clear definitions or classifications. This book may serve as an eye-opener: hybrid entrepreneurs are indeed around us and deserve our attention. The research unit Financial Inclusion and New Entrepreneurship of The Hague University of Applied Science challenges policy makers, academics and service providers (such as educational institutes, business advisers and financial institutions) to pay more attention to hybrid entrepreneurs, those enterprising people who intend to create new values for a fair and sustainable society. They might not yet been seen, but they exist…..
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In the Netherlands and some neighbouring European countries, the electric vehicle (EV) charging sector is receiving attention from market regulators. Concerns relating to competitive processes in this developing and rapidly growing sector are being raised. This paper identifies specific markets where regulation can help increase the level of competition for the development of affordable and accessible public charging infrastructure, both within the built environment (slow charging) as well as along highways (fast charging). Barriers to competition include exclusive concessions at the municipality level and long-term exclusive concessions at locations along highways.
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Paper presented in the workshop 'SMEs, CSR and employment relations in a global economy' at the USE 2015 Conference, Groningen, Oct 21-23 2015European labour market integration has, unfortunately, also led to attempts at unfair competition on employment conditions s. Competitive pressures to lower labour costs can gradually lure to explore and (un)consciously cross the borders of fair competition into dubious to illegal practices. Next to workers who may not receive all the benefits they are entitled to, one other category of potential victims are ‘fair’ employers, as they may lose market share to ‘unfair’ employers that compete with lower prices based on unfair labour practices. State governance and legal prosecution are currently not able to effectively combat all such practices. In the Netherlands, in some problems apparently became severe enough that employers and other parties joined forces and developed self-regulation initiatives, such as a certification system. This paper explores this emerging field of practice. Section 2 presents an overview of a number of different emerging initatives in the Netherlands based on desk research, Section 3 explores one of those cases – from the mushroom -a bit more in depth based upon desk research and a number of interviews. Based upon this exploratory research, section 4 develops a conceptual framework that can be used to analyse them. Section 1 first discusses the underlying problem of unfair competition, and specifies the research question.
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Pressure on natural resources, unsustainable production and consumption, inequality and a growing global population lie at the base of the big challenges that people face. This chapter investigates how businesses can take responsibility in dealing with these challenges by means of frugal business model innovation. The notion of ‘frugal innovation’ was first introduced in the context of emerging markets, giving non-affluent customers opportunities to consume affordable products and services suited to their needs. Business modelling with a frugal mindset opens up a path that provides significant value while minimizing the use of resources such as energy, capital and time. Business models require intentional design if they are to deliver aspired sustainability impacts. Diminish or simplify resources can be described as the means to remove or reduce features, resources, required activities and/or waste streams. Decompose can be described as the removal of resources from the commercial value proposition and replacing them with resources the user/consumer already can access or uses. This is an Accepted Manuscript of a book chapter published by Routledge/CRC Press in Circular Economy : Challenges and Opportunities for Ethical and Sustainable Business on 2021, available online: https://doi.org/10.4324/9780367816650
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