Survival of high tech firms: The effects of diversity of product–market portfolios, patents, and trademarks

High tech firms can mitigate potential risks by diversifying their product–market portfolios. A key research question is how such diversification influences firm survival. A firm exits the market in two ways, specifically, dissolution and acquisition. Here, we model how the diversity of a new firm's product–market portfolio influences the times to both types of exits. Specifically, we allow for interaction effects of the competitive intensity of a firm's environment and the diversity of a firm's product–market portfolio with its patents and trademarks. Using a competing risk hazard model, we estimate the effects of various covariates on the time to exit for 1435 US high tech firms.We observed that a more diverse product–market portfolio, in conjunction with a larger number of patents, hastens the time to a firm's exit by dissolution (9% decrease in survival duration), while in conjunction with a larger number of trademarks, portfolio diversity delays the time to exit by dissolution (12% increase). A more competitive firm environment results in a greater effect on the portfolio's diversity in delaying its exit by dissolution (7% increase). On the other hand, a diverse product–market portfolio, combined with either a larger number of patents or trademarks, hastens the firm's exit by acquisition (19% and 11% decrease respectively).     

Forecasting volatility in the Indian equity market using return and range-based models

In this article, we assess the time-varying volatility of the National Stock Exchange in the Indian equity market using unconditional estimators and asymmetric conditional econometric models. The volatility estimate and forecast is computed from the interday return and intraday range-based data of the exchange’s flagship index, CNX NIFTY, for the time period spanning 1 January 2009 through 31 December 2013. These are our findings: First, we determine that the time-varying volatility of the index is asymmetric with qualities of stationarity and leptokurtic distribution. Second, the one-step-ahead volatility forecast derived from the univariate time series parameters through the GJR-GARCH ?????process indicates that the model evaluation criteria of the autoregressive process tends towards range-based models vis-à-vis a return-based model. The validity of this methodology is further analysed with the superior predictive ability test, the outcome of which supports the use of range-based conditional models. Finally, among the evaluated range-based model variants, the model confidence set procedure favours the Yang–Zhang estimator as being better suited to forecast the exchange’s volatility than the ones by Parkinson, Garman–Klass and Rogers–Satchell.     

Choice in Interactive Environments

In the early 21st century, firms are thinking seriously and practically about an interactive marketing paradigm—one that integrates mass scale with individual responsiveness. The focus of this paper is on how this interactive environment is changing the customer decision-making process. With the increased amount of information available, the existence of sophisticated decision aids such as intelligent agents, and more latitude in how to interact beyond the basic desktop and laptop computers (e.g., personal digital assistants, cellular phones, tablet computers), customers have more choices than ever about how, when, and how much to interact with companies and each other. In this paper, we attempt to cover a few of the major areas of research on how customers make decisions in these environments.     

Choice in Computer-Mediated Environments

In the last several years, the increased diffusion of computer andtelecommunications technologies in businesses and homes has produced newways for organizations to connect with their customers. These computermediated environments (CMEs) such as the World Wide Web raise new researchquestions. In this paper, we examine the potential research issuesassociated with CMEs in five areas: (1) decision processes, (2) advertisingand communications, (3) brand choice, (4) brand communities, and (5)pricing.     

An experimental study of alternative preparation aids for international negotiations

We test the relative effectiveness of alternative preparation aids in the context of an international negotiation. We consider three forms of training: reading material, a course on negotiation, and an expert system (NEGOTEX) expressly designed to train negotiators. We conducted a laboratory experiment involving 66 pairs of negotiators—one of each pair being American and the other Chinese. Results suggest that in this context, the course had the greatest effect on performance, followed by NEGOTEX, and then followed by reading material. In addition, we found that training effects were additive: multiple forms of training lead to better results than individual forms of training, suggesting that (1) training forms complement and do not substitute for one another, and (2) multiple forms of training should be considered, especially when stakes are high.     

The Total Product Design Concept and an Application to the Auto Market

As traditional sources of competitive advantage shrink, firms seek new ones. One such source of competitive advantage is product design because of its effects on customer experience. To understand the role and impact of product design on customer experience, we propose an integrated, customer‐based framework for product design that we call the total product design concept (TPDC). We define a product's TPDC as consisting of three elements, namely functionality, aesthetics, and meaning, each of which arises from more elemental product characteristics. We elaborate on the structure of a product's TPDC, its three elements, and the links between those elements and customers' experience with a product. We provide an illustrative application of the TPDC using data from the U.S. auto market. The findings from that application support the proposed three‐dimensional view of the TPDC, and demonstrate heterogeneity both in the TPDC's structure and its effects on customer satisfaction. For all three segments, functionality enhances customer satisfaction. For the largest segment of customers, functionality is the most important factor, followed by aesthetics. For the other two segments, customer satisfaction is most influenced by the meaning element of TPDC. We discuss the implications of these findings for the auto industry in particular, and the potential use of the TPDC more generally.     

A Strategic Perspective on Search Engines: Thought Candies for Practitioners and Researchers

Search engines, such as Google and Yahoo! Search, are more than just portals or information tools. In fact, they are agents of a transformation that is making the business environment more transparent, and thus, potentially more competitive. This new environment is creating opportunities and challenges for businesses of every stripe. In this paper, we explore the following topics: (1) what are search engines exactly, (2) what businesses can do with search engines, (3) how are, and how should, senior executives be viewing the strategic impact of search engines, and (4) what are some important research issues for academics and practitioners that would help us gain a better understanding of the strategic impact of search engines.     

Innovations in Retail Business Models

A retail business model articulates how a retailer creates value for its customers and appropriates value from the markets. Innovations in business models are increasingly critical for building sustainable advantage in a marketplace defined by unrelenting change, escalating customer expectations, and intense competition. Drawing from extant strategy and retailing research, we propose that innovations in retail business models are best viewed as changes in three design components: (1) the way in which the activities are organized, (2) the type of activities that are executed, and (3) the level of participation of the actors engaged in performing those activities. We propose six major ways in which retailers could innovate their business models to enhance value creation and appropriation beyond the levels afforded by traditional approaches to retailing. We also describe the drivers of business model innovations, the potential consequences of such innovations, and numerous examples from retail practice that highlight our concepts and arguments. In doing so, we provide a starting point for academic research in a domain that is deficient in theoretical and empirical research, and offer retailing managers a framework to guide retail business model innovations for sustainable competitive advantage.