The spillover effect of downward line extensions on U.S. consumers’ evaluation of a French luxury parent brand: The role of branding strategies, authenticity, and fit

2018 ◽  
Vol 35 (10) ◽  
pp. 740-751 ◽  
Author(s):  
Jean Boisvert ◽  
Nicholas J. Ashill
Keyword(s):  
Spillover Effect ◽  
Line Extensions ◽  
Parent Brand ◽  
Branding Strategies

To Extend or Not to Extend: Success Determinants of Line Extensions

1994 ◽  
Vol 31 (2) ◽  
pp. 243-262 ◽  
Author(s):  
Srinivas K. Reddy ◽  
Susan L Holak ◽  
Subodh Bhat
Keyword(s):  
Firm Characteristics ◽  
Line Extensions ◽  
Early Entry ◽  
Line Extension ◽  
Parent Brand ◽  
Extension Activity ◽  
Entry Timing ◽  
Symbolic Value ◽  
Using Data

The authors study the determinants of line extension success using data on 75 line extensions of 34 cigarette brands over a 20-year period to investigate the relative effects of brand, extension, and firm characteristics on the incremental market share of brand line extensions. The econometric model also captures the extent of cannibalization of parent brand sales that may have occurred due to the line extension's introduction. The authors also explore the role of a brand's symbolic value as a factor in line extension success. Results indicate that parent brand strength and its symbolic value, early entry timing, a firm's size, and distinctive marketing competencies, as well as the advertising support allocated to line extensions, contribute positively to the success of line extensions. Their findings suggest that, in this industry, cannibalization effects of line extension activity may have been limited and line extensions into earlier subcategories actually may have helped the parent brand. Even with cannibalization, the incremental sales generated by the extension seem to be reason enough to make a line extension strategy viable.

Keeping Up With the Joneses: Role of CSR Awards in Incentivizing Non-Winners’ CSR

2020 ◽  
pp. 000765032098227
Author(s):  
Jiangyan Li ◽  
Juelin Yin ◽  
Wei Shi ◽  
Xiwei Yi
Keyword(s):  
Corporate Social Responsibility ◽  
Spillover Effect ◽  
Competitive Dynamics ◽  
Difference In Differences ◽  
Performance Gap ◽  
The Media ◽  
Catch Up ◽  
Corporate Social ◽  
Meaningful Event

We attempt to provide a novel antecedent of corporate social responsibility (CSR) by focusing on the role of CSR awards. Specifically, we investigate how competitors’ winning CSR awards incentivize non-winning firms’ CSR as a competitive catch-up. Using a difference-in-differences research design, we find that non-winners improve their CSR after their competitors have won CSR awards. Furthermore, based on the awareness-motivation-capability (AMC) framework from the competitive dynamics literature, we find that the media visibility of award winners, the performance gap of non-winners with award winners, and the prior CSR of non-winners strengthen the CSR competitive catch-up behaviors. Findings from this study contribute to the CSR research by highlighting the spillover effect of CSR awards as a meaningful event in incentivizing non-winning firms’ CSR and extending the AMC framework to explain the contingency factors of competitive catch-up in the context of CSR research.

scholarly journals Available options for doing more with less: laboraory automation as one tool in the arsenal

1998 ◽  
Vol 20 (3) ◽  
pp. 87-89
Author(s):  
Stephen Scypinski ◽  
John Baiano ◽  
Theodore Sadlowski
Keyword(s):  
Laboratory Automation ◽  
Drug Discovery Process ◽  
Contract Research Organization ◽  
Advantages And Disadvantages ◽  
Line Extensions ◽  
Use Of Resources ◽  
Analytical Development ◽  
Effective Use ◽  
Case Basis

Projects that require analytical support can evolve from a number of different situations, for example new molecular entities from drug discovery; process changes; packaging changes; site changes; line extensions; and inlicensed projects and compounds. Laboratory automation has been shown to provide a viable and practical solution to assisting in analytical development. However, it is not always the most logical answer. A truly flexible and responsive analytical unit will make a decision on a case-by-case basis, when faced with a new project, whether it is best to: automate some or all aspects/testing involved; contract out to a reputable and approved contract research organization (CRO); hire temporary help; use available in-house resources; use a combination of the options shown above (for example to evaluate the complexity of the new project versus what the in-house resources are currently working on). The paper discusses the advantages and disadvantages of the various options with respect to providing analytical support and suggests optionsfor the most effective use of resources. The role of automation as one of the important tools in the arsenal of these options is highlighted.

The role of DMOs in tourism stakeholders systems. An empirical research in Italian context

2011 ◽  
pp. 105-125
Author(s):  
Luigi Cantone ◽  
Marcello Risitano
Keyword(s):  
Empirical Research ◽  
Business Models ◽  
Tourism Industry ◽  
Marketing Strategies ◽  
Destination Branding ◽  
Empirical Survey ◽  
Branding Strategies ◽  
External Relationships ◽  
Italian Context

Tourist destination (TD) is considered the most important unit of analysis in tourism industry and the amalgam of tourism products, which offers an integrated travel experience for the customer. In this paper is analyzed the role of Destination Marketing Organizations (DMOs), the key player in the tourism stakeholders systems which manage collaborative marketing strategies. Particularly, are recognized the destination branding strategies defined by DMOs, one of the most important organizational solution to manage internal and external relationships in tourism stakeholders systems. The theoretical assumptions of the paper are supported by an empirical research which analyzes, comparatively, the Italian DMOs of eight regional contexts. The goals of the empirical survey have been the following: a. to identify the main tourism players of regional stakeholders systems, deepening the nature and the intensity of marketing relationships in these networks; b. to define the main characteristics of the regional DMOs in Italy, in terms of business models and collective marketing strategies planned in the own networks; c. to categorize the destination branding strategies defined by DMOs in regional tourism stakeholders systems, valuating the main brand decisions carried out in these contexts.

Branding Strategies for Digital TV Channels

2012 ◽  
pp. 57-68
Author(s):  
Margherita Pagani
Keyword(s):  
Competitive Advantage ◽  
Selection Process ◽  
Digital Tv ◽  
Digital Television ◽  
Sustainable Competitive Advantage ◽  
Television Network ◽  
Branding Strategies ◽  
Managerial Implications ◽  
The Impact

This chapter analyses the impact of digitalization on TV marketing strategies focusing on the role of brand as a loyalty-based resource, available to digital television networks to create a sustainable competitive advantage. We analyze the cognitive process adopted by a viewer in the selection process of a TV channel and provide managerial implications for branding strategy and the tools that a television network and an iTV portal need to adopt to communicate values connected with their brand. The goal of this analysis is to offer insights on how a digital television network may create a channel experience leveraging on brand to increase viewers’ loyalty and competitive advantage.

The Dynamics of the Global Value Chains and Disruptive Technologies

2021 ◽  
pp. 203-217
Author(s):  
Michael Oluwaseun Olomu
Keyword(s):  
Large Population ◽  
Spillover Effect ◽  
Global Value Chains ◽  
Value Chains ◽  
Competitive Advantages ◽  
African Countries ◽  
Disruptive Technologies ◽  
Conceptual Shift ◽  
Innovation Practices

The advents of GVCs and disruptive technologies have provided alternative paths to industrialization and economic development for African countries, and with the transformation to digitalization now well under way, another conceptual shift is required to understand the evolving role of disruptive technologies in GVCs. It is evident that technological breakthroughs in the global markets have a spillover effect in the structural settings of African economies value chains, as lower tariffs and rapid technological changes have fragmented production across borders, but some African countries remain marginalized in GVCs. This study, therefore, attempts to preliminarily explain how African economies and markets capture value from disruptive technologies and create their competitive advantages within the global value chains context from the perspective of business-model innovation practices in African markets. Thus, developing African firms should not ignore those disruptive growth opportunities within the large population of mass customers and non-consumers in emerging economies.

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