Multibranded Platform Development: A Corporate Strategy with Multimanagerial Challenges

Product platforms have become a principal fundament and a prerequisite for profitable product development in almost every industry today. Since platforms have a desirable potential to reduce development and production costs, there is an extensive bulk of knowledge describing underlying platform principles and challenges. But the vast majority of the identified challenges are based on single firms and brand contexts, which imply that previous findings might not be applicable when platform development involves several brands, here called multibranded platforms. In the present article it is therefore suggested that there is lack of knowledge describing managerial challenges of multibranded platform development. To be able to capture such a strategy that holds certain complexity and unknown dimension, an explorative and longitudinal field study is supposed to achieve the finest insights into a yet incompletely documented phenomenon. Because of the field‐study approach, findings from the study are theoretically validated in relation to existing knowledge from other contributions. To start developing a multibranded product platform development framework, the present study identifies three distinctively different strategic forces that must be handled in such multibranded platform development: (1) the creation of a common architecture; (2) accomplishing product differentiation within an expanded and multibranded product scope; and (3) corporate responsibility in the transition from single‐branded to multibranded platform development. Three dimensions of managerial challenges are identified. The first is technology management challenges, which deal with commonalization in terms of the development of common multibranded architectures. The major challenge to achieve architectural commonalization is that no individuals from any brand have the proper multibranded architectural knowledge. Instead, multibranded architectures must evolve from the beginning and be founded on a new and expanded brand scope. Architectural commonalization also includes elements of unlearning since previous experiences have little relevance. The second challenge is brand management challenges and deals with brand differentiation in terms of portfolio management. Differentiation is an effect of increased diversification that particularly challenges brands of opposite generic competitive strategies. The third challenge dimension is called corporate management challenges and deals with the combination of the two others. From a corporate management perspective, it seems important to provide new organizational structures that support and combine interests of technology and brand management. Finally, multibranded platform development is a corporate strategy that affects business units and functional units thoroughly.     

Control Aversion and The Search for External Financing in Swedish SMEs

The discussion on growth (see Storey, 1997) and control aversion (Cressy, 1995; Chittenden et al., 1996; Cressy and Olofsson, 1996) in small and medium sized firms has been attracting an increasing amount of attention. Our purpose in this article is to identify under what circumstances small and medium sized firms are prepared to accept outside control in the business firm in order to grow. In the article it is argued that technology development, financial strength, size and perceived need to grow, change firms attitudes towards external financiers. The change in attitude towards more openness eventually leads to an actual behaviour where the principals choose to apply for external finance in the form of bank loans. A linear structural equation modelling program, LISREL, is used to analyse a sample of 281 Swedish firms. The firms all have less than 200 employees, and the sample includes both manufacturing and service firms. This revised version was published online in August 2006 with corrections to the Cover Date.     

Domestic tourism expenditures: The non-linear effects of length of stay and travel party size

The independent variables length of stay and travel party size are recurrent determinants of expenditures in micro level tourism studies. In most of this research it has been tacitly assumed that these variables have linear effects on tourism spending. This study, situated in a Norwegian setting, questions this approach by explicitly scrutinizing the possible non-linearities in the relationships between tourism expenditures on the one hand and length of stay and travel party size on the other. The empirical results suggest a positive but diminishing relationship between length of stay and tourism expenditures and a convex (i.e. U) relationship between travel party size and tourism expenditures. The study also considers how a number of other key independent variables affect tourism expenditures. Finally, some managerial and scholarly implications are discussed.     

The Extent of Overestimation of Small Firm Job Creation – An Empirical Examination of the Regression Bias

Davis, Haltiwanger and Schuh (1993; 1996a; 1996b) suggested that the belief that small firms are major contributors of new jobs is largely based on methodological flaws. In particular, their reasoning about the "regression fallacy", i.e., that temporary fluctuations in size systematically biases estimates in favor of small firm job creation, has caught on interest among researchers and concern among policy makers. In this article we attempt to estimate empirically the extent of overestimation of small firm job creation due to the "regression fallacy". It is concluded that the effect is very small and that correcting for it does not lead to qualitative change of the results. There may be good reasons to question to what extent small firms can lead economic development, and whether it is good or bad if they do create most new jobs, but concern for the "regression fallacy" does not seem to be an important issue in this context.     

Perspective: Changing Product Development Strategy—A Managerial Challenge

By changing its product development strategies to match more closely the wants and needs of the marketplace, a firm can transform product development into a formidable competitive weapon. Just as formidible, however, is the effort that this transformation requires. Established organizational structures and corporate politics present significant barriers to acheiving fundamental changes in product development strategy. Christer Karlsson and Pär Åhlstrom present a case study of one firm's efforts to build capabilities for creating new products quickly and efficiently. Rather than focus on the content of the firm's product development strategies, however, they emphasize the process this electromechanical manufacturing firm used for changing its product development strategy. Drawing on their experiences as clinical researchers in this effort, they describe key lessons learned during the change process, and they offer suggestions for managing the process of changing product development strategy. They highlight five key lessons learned during the strategy development process. First, rather than viewing product development as a line function, a firm should view product development as a key executive area with responsibility for the company's competitive position. Second, market issues are the responsibility, not only of marketing, but also of product development and production. Third, to avoid corporate myopia, management control systems must consider not only time and money, but also acheivement of goals. Fourth, strategic planning flows more smoothly if the participants start by mapping the firm's past and present position before attempting to define the desired position. Finally, formulation of a product development strategy is the responsibility of a multifunctional team of executives. Managers should keep a few rules in mind when devising a process for formulating a product development strategy. First, adopt a learning strategy throughout the change process. Formulation of a product development strategy involves many abstract concepts, and a successful strategy requires cross-functional consensus. Second, combine tangible, direct activities with long-term strategic aims. Third, avoid the pitfall of best practice. The form that the product development organization takes depends, to a great extent, on the type of development work. Finally, before discussing future strategies, the strategy formulation process should focus on analyzing the current situation.     

European SME Financing: An Overview

Small Business Economics -     

Decision Support in Virtual Organizations: The Case for Multi-Agent Support

The new economy, which is being formed by the Internet-based e-commerce and the now emerging mobile commerce, may become what Martin calls a cyber economy. This will combine traditional business with the new e- and mobile business, and will be driven by a new breed of online customers, who operate both wired and wireless networks, who will expect fast delivery, easier transactions and more fact-based information. The cyber economy requires that business is operated with virtual organisations and that decision making in this context – virtual organisations and the cyber economy – will require new and advanced forms of decision support. We have found that a useful decision platform can be built around hyperknowledge and the use of multiple software agents, if the core of these agents is built on fuzzy logic and approximate reasoning.     

Sealed bid auctions versus ascending bid auctions: an experimental study

This paper considers two multi-item auction formats (ascending and sealed bid) which both identify the minimum Walrasian equilibrium prices and where truthful preference revelation constitutes an equilibrium. Even though these auction formats share many theoretical properties, there are behavioral aspects that are not easily captured. To explore this issue in more detail, this paper experimentally investigates what role the design of the auction format has for its outcome. The results suggest that the sealed bid mechanism performs weakly better in all of the investigated measures (consistent reporting, efficiency etc.). In addition, we find that the performance of the ascending auction is increasing over time, whereas the sealed bid auction shows no such tendency.     

Export-led Growth: Application to China's Provinces, 1978–2001

China's economic development has in many ways taken the world by storm, and no part of the country has been left fully unaffected. Many attempts have been made to explain the sources of this rapid, yet uneven, development. Previous studies on the specific relationship between growing exports and economic growth provide important information on the issue, but results from individual provinces are lacking. To fill the gap, this paper reviews the basic empirical question defined by the export-led growth (ELG) hypothesis, i.e. whether growth in exports drives growth in GDP, at the provincial level. The ELG hypothesis is validated in 13 of the 27 provinces in the sample.     

The Chinese electricity industry: supply capacity and its determinants with reference to OECD countries

Empirical evidence suggests that China has benefited from foreign direct investment (FDI). An important question that remains unanswered is whether China has benefited more from FDI than other countries in general, and other transition and developing countries in particular. This paper investigates this issue by performing a meta-analysis on a sample of 67 country-specific studies yielding 137 observations that have gauged the link between FDI and measures of economic growth. The results suggest that the impact of FDI is, on average, more positively significant for China than for the full sample of countries, but that the difference between China and other transition economies is less clear.