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1.
A. Coskun Samli Ph.D. James R. Wills Ph.D. Laurence Jacobs Ph.D. 《Journal of the Academy of Marketing Science》1993,21(1):79-83
In this issue of JAMS, Dr. Lyn Amine presents a “comment and an extension” to our previously published article. Such efforts
are often constructive, and in this spirit, we present a discussion responding to Dr. Amine’s comments. Our response, combined
with Dr. Amine’s comments, hopefully will provide constructive research avenues in international product and marketing strategy
development.
He has published extensively in the areas of international marketing and retailing.
His research and publication areas include international marketing, high tech marketing, and advertising management.
His research and publication interests include sales management, international marketing, and retail management. 相似文献
2.
Green marketing strategies: an examination of stakeholders and the opportunities they present 总被引:1,自引:0,他引:1
J. Joseph CroninJr Jeffery S. Smith Mark R. Gleim Edward Ramirez Jennifer Dawn Martinez 《Journal of the Academy of Marketing Science》2011,39(1):158-174
As green marketing strategies become increasingly more important to firms adhering to a triple-bottom line performance evaluation,
the present research seeks to better understand the role of “green” as a marketing strategy. Through an integration of the
marketing, management, and operations literatures, an investigative framework is generated that identifies the various stakeholders
potentially impacted through the environmentally friendly efforts of a firm. Specifically, the inter-connected nature of the
core business disciplines of marketing, management (both strategy and human resources), and operations are examined as controllable
functions within an organization from which strategies can be enacted to affect a firm’s stakeholders. The prior research
in these areas is examined to identify potential research opportunities in marketing while also offering a series of representative
research questions that can help guide future research in marketing. 相似文献
3.
Stefan Michel Stephen L. Vargo Robert F. Lusch 《Journal of the Academy of Marketing Science》2008,36(1):152-155
This article is a tribute to the late Richard Normann, whose call for a “service logic” (Normann, Reframing Business: When
the Map Changes the Landscape, Wiley, Chichester, p. 99, 2001) both parallels and enriches service-dominant (S-D) logic (Vargo
and Lusch, J. Mark, 68:1–17, 2004a). Like Vargo and Lusch, Normann shifted the focus of the offering from an output to a process of value creation and perceived the firm as an organizer of this process, with the customer as a co-producer, rather than a receiver of value. He also argued that offerings are “frozen knowledge,” similar to Vargo
and Lusch’s contention that the basis of exchange is applied operant resources (service) and suggested that the ‘dematerialization’
of resources increases their ‘liquidity’, which allows increased “density” for value creation. Thus, he suggested that firms
need to “reframe business”—rethink the logic of value creation—to reveal opportunities in reconfiguring the value constellations of which they are part. This tribute explores these and other similarities and differences between Normann’s work and the
evolving S-D logic. 相似文献
4.
Marketing strategy and the internet: An organizing framework 总被引:1,自引:0,他引:1
P. Rajan Varadarajan Manjit S. Yadav 《Journal of the Academy of Marketing Science》2002,30(4):296-312
Competitive strategy is primarily concerned with how a business should deploy resources at its disposal to achieve and maintain
defensible competitive positional advantages in the marketplace. Competitive marketing strategy focuses on how a business
should deploy marketing resources at its disposal to facilitate the achievement and maintenance of competitive positional
advantages in the marketplace. In a growing number of product-markets, the competitive landscape has evolved from a predominantly
physical marketplace to one encompassing both the physical and the electronic marketplace. This article presents a conceptual
framework delineating the drivers and outcomes of marketing strategy in the context of competing in this broader, evolving
marketplace. The proposed framework provides insights into changes in the nature and scope of marketing strategy; specific
industry, product, buyer, and buying environment characteristics; and the unique skills and resources of the firm that assume
added relevance in the context of competing in the evolving marketplace.
P. Rajan Varadarajan is a distinguished professor of marketing and the Ford chair in marketing and e-commerce in the Mays Business School at Texas
A&M University. His research and teaching interests are in the areas of strategy and e-commerce. His research on corporate,
business, and marketing strategyrelated issues has been published in theJournal of Marketing, Journal of the Academy of Marketing Science, Academy of Management Journal, Strategic Management Journal, and other leading journals. He is coauthor of a textbook titledContemporary Perspectives on Strategic Market Planning. Dr. Varadarajan served as editor of theJournal of Marketing from 1993 to 1996. He currently serves on the Board of Governors of the Academy of Marketing Science and as editor of theJournal of the Academy of Marketing Science.
Manjit S. Yadav is an associate professor of marketing and Mays Faculty Fellow, Department of Marketing, Mays Business School, Texas A&M
University. He obtained his Ph.D. in marketing from Virginia Tech. His research focuses on electronic commerce, firms’ pricing
strategies, and consumers’ price perceptions. He has published in a number of journals, includingJournal of Marketing Research, Journal of Consumer Research, Journal of the Academy of Marketing Science, andSloan Management Review. He is a member of the Editorial Review Board of theJournal of the Academy of Marketing Science. At Texas A&M, Dr. Yadav developed and currently teaches a graduate course (Strategic Foundations of E-Commerce) dealing
with the strategic challenges and opportunities in the emerging electronic marketplace. He served as cochair of the American
Marketing Association’s 2001 Faculty Consortium on Electronic Commerce held at Texas A&M University. 相似文献
5.
The purpose of this research is to introduce a cognitive mapping methodology designed to explore the goal structures that
are activated by a consumer’s experienced feelings of self-relevance or involvement with a product or service. In particular,
the authors examine how a consumer’s enduring involvement with a product class (greeting cards) and specific decision situations
affect the content and structure of the activated purchase goals in a consumer’s decision map. As compared to enduring involvement,
the decision situation more strongly affected the content of the goals in the decision maps. The authors conclude with a discussion
of the implications of the method and the results for consumer behavior and marketing strategy research.
He received his Ph.D. from Arizona State University, his M.B.A. from the University of Missouri, and his B.S. from Southwest
Baptist University. His work has been presented at American Marketing Association, Association for Consumer Research, and
Academy of Marketing Science national conferences. Cognitive mapping and marketing strategy processes are his primary research
interests.
She received her Ph.D. from Pennsylvania State University. Her research interests center on the areas of consumer behavior
and marketing strategy. In particular, her research emphasizes the cognitive structures and processes that underlie the formation
of marketing strategy and consumer decision making. She has published her work in theJournal of Marketing Research, Sloan Management Review, Journal of Business Research, Research in Consumer Behavior, and other scholarly publications. 相似文献
6.
Masaaki Kotabe Michael J. Mol Janet Y. Murray Ronaldo Parente 《Journal of the Academy of Marketing Science》2012,40(2):329-346
Over the past few decades, outsourcing has become a widely used and researched means for firms to change their performance.
In this article, we attempt to link outsourcing to the market success of firms, specifically their market share. We argue
that although firms may be able to increase their market share through outsourcing, this is only true up to a point, beyond
which market share actually decreases as a consequence of further outsourcing. There is, in other words, a negatively curvilinear
(inverted U-shape) relationship between outsourcing and market share. We also hypothesize that the outsourcing–market share
relationship is moderated negatively by both the strength of firm resources and the extent of competition in a firm’s market.
We empirically confirm these arguments through a panel data analysis containing over 19,000 observations on manufacturing
firms and offer some case examples to illustrate the mechanisms driving these results. Finally, we discuss implications for
marketing research and practice. 相似文献
7.
The evolving brand logic: a service-dominant logic perspective 总被引:1,自引:0,他引:1
Michael A. Merz Yi He Stephen L. Vargo 《Journal of the Academy of Marketing Science》2009,37(3):328-344
The meanings of brand and branding have been evolving over the past several decades. This evolution is converging on a new
conceptual logic, which views brand in terms of collaborative, value co-creation activities of firms and all of their stakeholders and brand value in terms of the stakeholders’ collectively perceived value-in-use. The authors argue that this new logic parallels and reflects
the related, evolving service-dominant (S-D) logic in marketing. They provide an historical account of the branding literature,
organize it into eras, and connect it to the evolution in marketing as captured by S-D logic. The analysis provides further
support for the S-D logic of marketing and suggests a related research agenda for furthering the understanding of brand and
branding. It also suggests that marketing managers might benefit from investing resources in building strong brand relationships
with all of their stakeholders and a service-dominant firm philosophy built around brand value co-creation. 相似文献
8.
Personal selling is thought to be a very effective marketing vehicle. The notion of adaptive selling suggests that it should
work better than any other means of communication because salespeople are able to develop a unique message for each customer.
This research proposes a model of key antecedents and consequences of adaptive selling. In particular, we distinguish, measure,
and model the attitudinal and behavioral aspects of adaptive selling, something that is encouraged but not thoroughly examined
in the literature. Hypotheses are tested using data from 210 salesperson-customer dyads. The results indicate that a salesperson’s
perception of the firm’s customer orientation has an effect on adaptive selling behavior through the salesperson’s adaptive
selling confidence, role ambiguity, intrinsic motivation and customer-qualification skills. Adaptive selling behavior increases
salesperson’s outcome performance, customers’ evaluations of satisfaction with the product and with the salesperson, which
enhance customers’ anticipation of future interactions with the salesperson. The implications for management and theory are
discussed. 相似文献
9.
An expanded and strategic view of discontinuous innovations: deploying a service-dominant logic 总被引:1,自引:1,他引:0
Stefan Michel Stephen W. Brown Andrew S. Gallan 《Journal of the Academy of Marketing Science》2008,36(1):54-66
The service-dominant logic (S-D logic) provides a novel and valuable theoretical perspective that necessitates a rethinking
and reevaluation of the conventional literature on innovation. This literature is built upon a goods-dominant logic and has
resulted in a restricted and out-moded perspective that overlooks many major discontinuous innovations. In this article, we
show how many innovations can be better understood by deploying a S-D logic perspective. We present six S-D logic categories
of discontinuous innovation positing that they can help scholars and managers analyze, design and implement breakthrough advances
in resource use. We argue that discontinuous innovation can arise by changing any of the customers’ roles of users, buyers
and payers on the first dimension. On the second dimension, the firm changes its value creation by embedding operant resources
into objects, by changing the integrators of resources, and by reconfiguring value constellations. Finally, we offer some
managerial and research implications of this expanded and strategic view of discontinuous innovation.
相似文献
Andrew S. GallanEmail: |
10.
In 1954, Drucker boldly declared that organizations have only two basic functions, marketing and innovation. While true for
any organization, this insight is particularly pertinent for technology-based businesses. The complicated environment surrounding
high-tech companies creates a great need for sophisticated marketing. Yet these companies continue to have under-developed
competencies in marketing and in understanding customer needs. This essay explores Drucker’s insights with respect to two
particularly salient issues for high-tech companies: developing and implementing a market orientation and break-through innovations.
We review Drucker’s insights and synthesize them with the scholarly research on these issues. Finally, we discuss three emerging
areas in high-tech marketing where academics and managers could build on Drucker’s insights to guide future research and practice:
market driving, customer co-creation, and corporate social responsibility. These illustrative examples highlight that even
today, Drucker’s writings continue to offer remarkable guidance to scholars and managers who are willing to take the time
to reflect, understand, and incorporate his insights in the unique context of high-tech industries.
Electronic supplementary material The online version of this article (doi:) contains supplementary material, which is available to authorized users.
相似文献
Shikhar SarinEmail: |
11.
Organizational culture and ethical research behavior 总被引:1,自引:0,他引:1
Ishmael P. Akaah 《Journal of the Academy of Marketing Science》1993,21(1):59-63
The author examines, in the context of Wallach’s (1983) conceptualization, the influence of bureaucratic, supportive, and
innovative cultural dimensions on marketing research professionals’ reported ethical research behavior. The results indicate
that marketing research professionals in organizations of bureaucratic-innovative-supportive culture reflect the highest reported
research ethics behavior, followed by those in organizations of innovative-supportive and bureaucratic-only cultures, respectively.
He received his M.B.A., M.A., and Ph.D. degrees from The Wharton School, University of Pennsylvania. Professor Akaah’s articles
have appeared in theJournal of Marketing Research, Journal of Advertising Research, Journal of Macromarketing, Journal of the Academy of Marketing
Science, Journal of Business Ethics, Journal of Health Care Marketing, Journal of Business Research, International Marketing
Review, Journal of Global Marketing, Journal of Business Logistics, Journal of Direct Marketing, Journal of International
Consumer Marketing, Proceedings of the American Marketing Association, and elsewhere. His current research interests include consumer decision processes, marketing ethics, and international marketing
strategy. 相似文献
12.
Alliance competence, resources, and alliance success: Conceptualization, measurement, and initial test 总被引:7,自引:0,他引:7
C. Jay Lambe Robert E. Spekman Shelby D. Hunt 《Journal of the Academy of Marketing Science》2002,30(2):141-158
This research examines the effect of an alliance competence on resource-based alliance success. The fundamental thesis guiding
this research is that an alliance competence contributes to alliance success, both directly and through the acquisition and
creation of resources. Using survey data gathered from 145 alliances, empirical tests of the hypotheses provide support for
the posited explanation of alliance success. The findings indicate that an alliance competence is not only antecedent to the
resources that are necessary for alliance success but also to alliance success itself.
C. Jay Lambe (Ph.D., The Darden School at University of Virginia) is an assistant professor of marketing in the Pamplin College of Business
at Virginia Tech. For 10 years prior to entering academe, he was engaged in business-to-business marketing for both Xerox
and AT&T. His research interests include business-to-business marketing, relationship marketing, marketing strategy, and sales
management. He has publications in theJournal of the Academy of Marketing Science, theJournal of Product Innovation Management, theEuropean Journal of Marketing, theJournal of Personal Selling and Sales Management, theInternational Journal of Management Reviews, theJournal of Business-to-Business Marketing, and theJournal of Relationship Marketing. He also serves as a reviewer for theJournal of Business-to-Business Marketing. Prior to joining the faculty at Virginia Tech, he was one of five Texas Tech University faculty members chosen in 1999 from
the entire university for the annual Outstanding Faculty Member Award by the Mortar Board and Omicron Delta Kappa (Texas Tech
University student organizations that recognize excellence in teaching).
Robert E. Spekman is the Tayloe Murphy Professor of Business Administration at the Darden School at the University of Virginia. He was formerly
a professor of marketing and associate director of the Center for Telecommunications at the University of Southern California.
He is an internationally recognized authority on business-to-business marketing and strategic alliances. His consulting experiences
range from marketing research and competitive analysis, to strategic market planning, supply chain management, channels of
distribution design and implementation, and strategic partnering. He has taught in a number of executive programs in the United
States, Canada, Latin America, Asia, and Europe. His executive program experience ranges from general marketing strategy,
to sales force management, to channels strategy, to creating strategic alliances, to business-to-business marketing strategy,
to a number of single-company and senior executive management programs. He has edited and/or written seven books and has authored
(coauthored) more than 80 articles and papers. He also serves as a reviewer for a number of marketing and management journals,
as well as for the National Science Foundation. Prior to joining the faculty at the University of Southern California, he
taught in the College of Business at the University of Maryland, College Park. During his tenure at Maryland, he was granted
the Most Distinguished Faculty Award by the MBA students on three separate occasions.
Shelby D. Hunt is the J. B. Hoskins and P. W. Horn Professor of Marketing at Texas Tech University, Lubbock. A past editor of theJournal of Marketing (1985–87), he is the author ofModern Marketing Theory: Critical Issues in the Philosophy of Marketing Science (South-Western, 1991) andA General Theory of Competition: Resources, Competences, Productivity, Economic Growth (Sage, 2000). He has written numerous articles on competitive theory, macromarketing, ethics, channels of distribution, philosophy
of science, and marketing theory. Three of hisJournal of Marketing articles—“The Nature and Scope of Marketing” (1976), “General Theories and Fundamental Explananda of Marketing” (1983), and
“The Comparative Advantage Theory of Competition” (1995) (with Robert M. Morgan)—won the Harold H. Maynard Award for the best
article on marketing theory. His 1985Journal of Business Research article with Lawrence B. Chonko, “Ethics and Marketing Management,” received the 2000 Elsevier Science Exceptional Quality
and High Scholarly Impact award. His 1989 article, ”Reification and Realism in Marketing: in Defense of Reason,” won theJournal of Macromarketing Charles C. Slater Award. For his contributions to theory and science in marketing, he received the 1986 Paul D. Converse
Award from the American Marketing Association, the 1987 Outstanding Marketing Educator Award from the Academy of Marketing
Science, and the 1992 American Marketing Association/Richard D. Irwin Distinguished Marketing Educator Award. 相似文献
13.
Nukhet Harmancioglu Cornelia Droge Roger J. Calantone 《Journal of the Academy of Marketing Science》2009,37(3):266-282
This research examines the roles of strategic ‘fit’ versus execution proficiency in creating superior performance for new
products. Specifically, we compare main effects versus moderation effects models of execution proficiency within a resource-based
view (RBV) framework. Four new product success dimensions are outcomes. Marketing ‘fit’ and technological ‘fit’ are viewed
as resource fit advantages and are antecedents in the model; marketing versus technical execution proficiencies relate to the project’s execution. The results show that the proficiencies-as-moderators model is the better fitting one;
marketing but not technical proficiency is the key moderator. The results regarding resource fit advantage show that (1) both
marketing fit and technological fit were positively related directly to profitability and to new product advantage; (2) marketing
fit had direct positive effects on customer need met; and (3) neither marketing fit nor technological fit predicted speed.
Concerning execution proficiencies: (1) technical execution proficiencies led to higher profitability and customer needs met,
as well as speed; and (2) marketing execution proficiency was the only construct that led directly to increased success on all four dimensions examined in this research. Overall, support was found
for the general premise that both marketing and technological resource fit advantages and marketing and technical execution proficiencies are significant predictors of new product success factors, with marketing
proficiencies having additional moderating effects on the relationship of resource fit to performance.
相似文献
Roger J. CalantoneEmail: |
14.
Robert A. Peterson Karen H. Smith Philip C. Zerrillo 《Journal of the Academy of Marketing Science》1999,27(2):255-268
This article considers the marketing implications of the Federal Trademark Dilution Act (FTDA) of 1995. The FTDA, an amendment
to the Lanham Act, will influence the manner in which marketing is practiced well into the twenty-first century. Although
the FTDA is specifically concerned with protecting famous trademarks from being diluted—either by having their distinctiveness
diminished or positive associations tarnished—by similar trademarks, its influence will not be limited to trademark or branding
issues. Implications range from the allocation of advertising resources to the increased use of marketing research.
Robert A. Peterson holds the John T. Stuart III Centennial Chair in Business Administration and the Charles E. Hurwitz Fellowship, both at The
University of Texas at Austin. His Ph.D. is from the University of Minnesota. Dr. Peterson’s publications have appeared in
such journals as theJournal of the Academy of Marketing Science, Journal of Marketing, Journal of Marketing Research, Journal of Consumer Research, andMarketing Science. His research interests range from Internet marketing to research methodology to marketing strategy. He presently serves
on the boards of several for-profit and not-for-profit organizations as well as an advisory committee to the Bureau of the
Census.
Karen H. Smith is an assistant professor at Southwest Texas State University. Her Ph.D. is from The University of Texas at Austin. Dr. Smith’s
research interests include consumer information processing, consumer knowledge structures (schemata), dilution of brand equity,
and adolescent smoking. Her research has been published in theJournal of Consumer Research, Journal of Marketing Education, andAdvances in Consumer Research.
Philip C. Zerrillo is executive MBA director at The University of Texas at Austin. His Ph.D. is from Northwestern University. Dr. Zerrillo’s
research interests have focused on broad-based business innovation, strategic development of distribution channel arrangements,
the value of brands in the distribution channel, managing brands as assets, and the legal aspects of branding and channel
decisions. His most recent research on antitrust regulation appeared in theJournal of Corporation Law, a University of Iowa law review. 相似文献
15.
Robert W. Palmatier Lisa K. Scheer Kenneth R. Evans Todd J. Arnold 《Journal of the Academy of Marketing Science》2008,36(2):174-190
Relationship marketing research and practice operate according to the paradigm that firms should invest in relationship marketing
to build better relationships, which will generate improved financial performance. However, findings that relationship marketing
efforts vary in their effectiveness across customers and may even be detrimental to performance challenge this belief. This
article, therefore, offers a theoretical model that addresses three key issues: 1) what factors determine a customer’s need
for relational governance (relationship orientation); 2) what mediating mechanism captures the negative effects of relationship
marketing on performance (exchange inefficiency); and 3) how does a customer’s relationship orientation determine the effectiveness
of relationship marketing, thus allowing for effective segmentation. The authors demonstrate in an empirical study that the
trust in the salesperson and exchange inefficiency both mediate the effect of relationship marketing on seller financial outcomes.
In addition, customers’ relationship orientation moderates the impact of relationship marketing on both trust and exchange
inefficiency. 相似文献
16.
Richard L. Priem 《Journal of the Academy of Marketing Science》1992,20(2):135-141
Theorists in the field of industrial organization economics are beginning to develop formal models that are in many ways consistent
with the assumptions and concepts of Alderson’s general theory of marketing. This article evaluates Alderson’s concepts of
market heterogeneity, transactions, organized behavior systems, and sorting functions as they may relate to the recent work
of organization economics theorists. An extended example is presented comparing Alderson’s theory with Kenney and Klein’s
(1983) conclusions concerning block booking marketing arrangements. The new work in industrial organization economics may
provide a framework for further conceptualization and justification of Alderson’s general theory by marketing scholars. 相似文献
17.
G. Tomas M. Hult 《Journal of the Academy of Marketing Science》2011,39(4):509-536
Now more than ever, marketing is assuming a key boundary-spanning role—a role that has also redefined the composition of the
marketing organization. In this paper, the marketing organization’s integrative and mutually reinforcing components of marketing
activities, customer value–creating processes, networks, and stakeholders are delineated within their boundary-spanning roles
as a particular emphasis (labeled MOR theory). Thematic marketing insights from a collection of 31 organization theories are
used to advance knowledge on the boundary-spanning marketing organization within four areas—strategic marketing resources,
marketing leadership and decision making, network alliances and collaborations, and the domestic and global marketplace. 相似文献
18.
Michael R. Hyman Varinder M. Sharma Parthasarathy Krishnamurthy 《Journal of the Academy of Marketing Science》1995,23(1):15-25
Since the commodity-oriented thinkers of marketing’s early history, marketers have sought a valid schema for classifying products.
Currently, the marketing literature is dominated by two types of schemata for classifying products: product-based and consumer
cost-based. Despite marketing tenets such asexchange is the focal notion of marketing andgood marketing theory integrates the perspectives of firms and consumers, no existing schema embodies either exchange or a dual firm/consumer perspective. After reviewing the existing classificational
schemata, one such schema is proposed and evaluated. The two classifying dimensions of this schema are providers’ relative
variable costs (PRVC) and patrons’ relative effort (PRE). Crossing high and low levels of PRVC and PRE yields four product
categories: low cost/effort, patroneffort heavy, provider-cost heavy, and high cost/effort.
His work has appeared inJournal of Marketing, Journal of Business Research, Journal of Retailing, Journal of Advertising, International Journal of
Advertising, Business Horizons, Business Ethics: A European Review, and other journals. His current research interests include marketing theory, advertising, and ethics. He received his Ph.D.
in marketing from Purdue University.
will soon receive his Ph.D. in marketing from the University of North Texas. His work has appeared inAcademy of Management Journal, as well as the proceedings of the American Marketing Association, the Decision Science Association, and the Society of Franchising.
His research interests include building and testing models in international marketing, consumer behavior, and marketing management.
His current research interests include self-referent processing of advertisements and consumer satisfaction. 相似文献
19.
This article examines factors leading to a firm’s satisfaction with its marketing channels. The authors build on existing
studies of consumer satisfaction and the channels literature. They add a transaction cost factor and use the discrepancy model
to examine the determinants of satisfaction. Findings from a survey of Canadian exporters show that a firm’s domestic performance,
its previous experience, the uncertainty it faces, and its ability to change channels and monitor channel operations all provide
significant explanations for management satisfaction.
He received his Ph.D. degree from the University of Toronto. His research interests are in the areas of international marketing,
channels of distribution, and marketing strategy. Professor Klein has published articles in theJournal of the Academy of Marketing Science, andJournal of Marketing Research, andInternational Marketing Review.
He received his Ph.d. degree from the University of Toronto. His research interests are in the areas of new product development,
satisfaction research, and retailing. Professor Roth has published articles in theJournal of Marketing Research, theServices Industry Journal, andInternational Marketing Review. 相似文献
20.
Mohanbir S. Sawhney 《Journal of the Academy of Marketing Science》1998,26(1):54-61
Summary Barbara Kahn correctly points out the importance of creating dynamic relationships with customers and adopting high-variety
strategies to succeed in today’s fiercely competitive world. However, high variety is also often high cost and high complexity.
In this commentary, I propose that platform thinking is a powerful way to manage these contradictions in becoming a high-variety
provider. Platform thinking relies on a simple insight—understand the common strands that tie your firm’s offerings, markets,
and processes together, and exploit these commonalities to create leveraged growth and variety. Platform thinking should permeate
all aspects of the firm’s strategy and should guide all strategic decisions on diversification and growth. Marketers who master
platform thinking may find the 21st century to be a somewhat more inviting prospect.
Mohanbir S. Sawhney is an assistant professor of marketing in the Kellogg Graduate School of Management, Northwestern University. His research
interests include strategic marketing in technology-based industries, marketing decisions for experiential products, and cross-functional
integration in new product development. His research has been published inManagement Science andMarketing Science, and his modeling work in the motion picture industry has been widely cited in the trade press. He is a consultant for several
large technology firms as well as small Internet start-up firms. His current research projects include strategic planning
for market-driving firms, cross-functional product line management, and strategy formulation for digital opportunity arenas. 相似文献