Collective action for smallholder market access

The opportunity for smallholders to raise their incomes increasingly depends on their ability to compete in the market; yet there are many failures in rural markets in developing countries that make it difficult for them to do this. Understanding how collective action can help address the inefficiencies, coordination problems or barriers to market access is particularly important. This paper draws on the case studies in this special issue and on other literature to examine the conceptual issues and empirical evidence on the role of collective action institutions in improving market access for the rural poor. Applying insights from studies of collective action in natural resource management, the paper examines what conditions facilitate effective producer organizations for smallholders’ market access, with special attention to the characteristics of user groups, institutional arrangements, types of products (staples, perishables and other commodities), markets (local, domestic and international), and external environment. The paper also identifies policies and interventions that facilitate collective action for market access among smallholders, and examines whether the public sector, private sector and/or civil society is best positioned to provide such interventions.     

Financial and operational instruments for commodity procurement in quantity competition

We analyze a commodity procurement problem under uncertain future procurement prices and product demands. An optimization model is presented that finds the best mix of advance procurement, spot market procurement, and financial options to satisfy demand in an asymmetric and duopolistic sales market. One firm can only procure just-in-time whereas the other can additionally procure in advance via inventories or option contracts. We show that even under arbitrage-free procurement prices, inventories and option contracts both provide an advantage in comparison to pure just-in-time procurement. However, inventories turn out to dominate option contracts due to a stronger capacity commitment.     

Innovation,R&D productivity,and global market share in the pharmaceutical industry

In this paper, we estimate two empirical models using a pooled, cross-section sample of international pharmaceutical firms for the period 1987 to 1989. The first model tests the relationship between R&D productivity and a vector of firm-specific characteristics. The second model tests the determinants of global market share. The empirical analysis reveals three findings. First, we find evidence that there are diminishing returns in the pharmaceutical R&D process. Second, we find that firm size has a positive effect on average R&D productivity and a positive impact on the marginal R&D productivity for plausible R&D staff sizes. And third, we find evidence that R&D productivity and the number of sales employees have a positive effect on the firm's global market share.The views presented in this paper reflect those of the authors and do not necessarily reflect the views of the U.S. International Trade Commission or any of its individual commissioners. We thank William Comanor, Daniel Gropper, Daniel Hamermesh, Susan Pozo, Paul Thistle, and Mark Wheeler for their comments and suggestions on an earlier draft of this paper. We assume all responsibility for any errors contained herein.     

Local network externalities and market segmentation

This paper models interaction between groups of agents by means of a graph where each node represents a group of agents and an arc represents bilateral interaction. It departs from the standard Katz–Shapiro framework by assuming that network benefits are restricted only amongst groups of linked agents. It shows that even if rival firms engage in Bertrand competition, this form of network externalities permits strong market segmentation in which firms divide up the market and earn positive profits. The analysis also shows that some graphs or network structures do not permit such segmentation, while for others, there are easy to interpret conditions under which market segmentation obtains in equilibrium.     

Order, positioning, scope and outcomes of market entry

This research aims to analyze the relationships between three dimensions of the market entry strategy for new products - order, positioning and scope - and four dimensions of performance - customer satisfaction, competitive position, costs and profitability. The consideration of internal links between the entry dimensions, together with their effect on the different performance variables, will enable us to determine the existence of mediating effects, which up until now have barely been examined in the literature. We test our model on a cross-sectional sample of 136 manufacturing firms, applying structural equation modeling based on the Partial Least Squares (PLS) methodology. Our findings reveal that all the three strategic decisions included in our model of market entry do affect performance, although their influence changes according to the performance dimension being measured.     

From products to services and back again: Towards a new service procurement logic

This paper explores patterns in the process of buying complex services. While there is currently hype about a service-dominant logic, there are also indications of a diametrically opposed logic implying the objectification of services; a goods-dominant logic. This paper investigates how buyers of different kinds of services relate to these logics and how the degree of objectification of services varies during different stages of the procurement process. By highlighting the buyers' perspectives and how services are transformed over time, the paper expands on the current knowledge of service-dominant logic. The paper is based on individual and focus group interviews with buyers at eighteen large industrial firms.     

Constructing and contesting markets through the market object

This paper focuses on the work that market actors undertake in order to stabilize and de-stabilize market objects. We briefly revisit Igor Ansoff's classic product–market strategy matrix to show how marketing management literature typically equates stability in markets with commodification and inertia. To escape this inertia, marketers often ‘warm up’ or destabilize existing market objects by changing the material bases of the object, for instance in incremental product development. But this ‘warming up’ invites other market actors to also question or destabilize the networks that are supposed to hold the market object in its new (market) space. We utilize archival research to trace one case each of market and product development within the pharmaceutical realm, demonstrating: first, the effort market actors put into ‘cooling down’ and ‘warming up’ market objects; second, how contested such efforts can be; and third, how the object's material attachments may limit its symbolic malleability.     

Implementing market segmentation using full-refund and no-refund customer returns policies in a dual-channel supply chain structure

Products returned by customers are common in the retail industry and result in costs to both the supplier and the retailer. In practice, retailers implement returns policies that may give customers a full, partial, or no refund for returned products. In this paper, we examine how a firm that faces customer returns can enhance profit by using different customer returns policies, full-refund and no-returns, as a device to segment its market into a dual-channel structure. We also show the impact of customer returns on the firm's pricing and ordering decisions, as well as on the firm's profit in such a dual-channel structure.     

Firm innovativeness and business performance: The joint moderating effects of market turbulence and competition

To clarify the nature of the effect of firm innovativeness on business performance, this study draws on contingency theory and an interactional perspective to develop a conceptual framework to investigate how the interaction between market turbulence and competitive intensity moderates the relationship between firm innovativeness and business performance. This study used survey data from a sample of 154 high-tech manufacturing firms in Taiwan and employed hierarchical moderated regression analysis to test the hypotheses developed. The results reveal that the effect of firm innovativeness on business performance varies across the different configurations of market turbulence and competitive intensity. Specifically, the performance effect of firm innovativeness is most positive under high market turbulence and high competitive intensity; the performance effect is least positive under low market turbulence and low competitive intensity. However, the performance benefits of firm innovativeness fail to materialize under low market turbulence and high competitive intensity. Overall, these findings highlight that market turbulence and competition jointly influence the direction and strength of the performance effect of firm innovativeness. This study advances firm innovativeness research by identifying the configurational market conditions that augment or limit the value of firm innovativeness.     

Fertilizer market liberalization and private retail trade in Kenya

This paper examined the factors influencing the entry and sales decision of private traders in fertilizer retail trade in a liberalized market using survey data from Kenya. A two-stage econometric model is used to examine traders’ entry and sales decision. The results provide insights into factors that are associated with private retail traders’ entry and sales decisions in an era of liberalized fertilizer markets. It shows substantial entry into fertilizer retail trade following market liberalization. Relatively limited investments in trading assets and equipment are predicted to hold back firm expansion. Implications drawn from the study provide insights into likely research and policy interventions.     

Are market pioneers intrinsically stronger than later entrants?

Are market pioneers more successful because they started with superior skills and resources? The absolute pioneer advantage hypothesis is that because market pioneering is desirable, firms with superior skills and resources naturally choose to pioneer new markets. The comparative advantage hypothesis is that market evolution changes success requirements. Market pioneer skills and resources differ from, but are not superior to later entrants. Empirical results across 171 diversification entrants tend to support the comparative advantage hypothesis. Skill and resource profiles are provided for market pioneers, early followers, and late entrants.     

Demand for coffee in Sweden: The role of prices, preferences and market power

There is a widespread belief that consumer coffee prices are high relative to bean prices and that lower consumer prices would lead to substantial increases in bean exports from Third-World countries. This issue is evaluated by analysing how retail prices, preferences and market power influence coffee demand in Sweden. A demand function is estimated for the period 1968–2002 and used, together with information on import prices of coffee beans, to simulate an oligopoly model. This approach gives estimates of the maximum average degree of market power and shows how coffee demand would react to reductions in marginal cost to its minimum level. The maximum level of market power is found to be low, but it generates large spreads between consumer and bean prices because the price elasticity has low absolute values. Moreover, the impact of a price decrease would be small because long-run coffee demand is dominated by changes in the population structure in combination with different preferences across age groups. Hence, a change to perfect competition would only have a negligible effect on bean imports.     

Multiple versions of markets: Multiplicity and performativity in market practice

Recent research efforts in economic sociology have attended to the performativity of economic sciences, that is, to the import of various economic theories on economic reality. Hitherto, these efforts have been limited to idiosyncratic market situations such as financial and auction markets. Moreover, the efforts have largely focused on the performativity of economics and financial economics (narrowly defined). This paper argues for the need to broaden the discussion on performativity to take into account multiple theoretical influences and for the importance of studying performativity in more mundane markets. The paper contributes to this endeavor by developing a practice-based framework that deals with the multiple theoretical influences that can be expected to take part in the shaping of markets.     

ICT-based market information and adoption of agricultural seed technologies: Insights from Uganda

Access to ICT-based market information is crucial to the adoption of agricultural seed technologies for maize, beans and groundnut and to improve smallholder farmer yields and income. This ICT-based market information is provided by FM radio stations and by market information centers through media such as mobile phones and internet facilities, etc. Factors that positively affect the probability of access to ICT-based market information include access to microfinance loans, membership in a farmer association, government awareness campaigns, and wealth. Distance to the trading centers or district capital negatively affects this access. The likelihood of access to ICT-based market information declines with female-headed households. Access to market information has a positive and significant impact on the intensity of adopting improved seed for all crops. Adoption of improved seed has a positive and significant effect on farm yields and gross farm returns. This research shows that in order to generate meaningful improvements in food security and farm incomes, there must be commensurate efforts to promote ICT-based market information along with yield-augmenting agricultural seed technologies.     

Business groups and market failures: A focus on vertical and horizontal strategies

Drawing from transaction cost economics and strategic management, this paper develops a series of propositions that link market failure with corporate strategy. In doing so, the paper focuses on both vertical and horizontal strategies as strategic approaches that could be used to address different types of market failure. The significant contribution of the paper lies in its deconstruction of the various types of market failure and developing a theoretically grounded set of propositions that identifies appropriate corporate strategic responses that can be used to ameliorate the negative consequences of each type of failure. In doing so it also explores the evolution of business groups and the viability of strategic choices that groups are likely to make as they navigate the emerging market terrain.

The performance effect of organizational learning and market orientation

In recent decades an important set of articles on management has focused upon the marketing concept and the related construct of market orientation. The next challenge is to understand how this organizational orientation can be achieved and maintained. Using data from 451 companies and through structural equation models, this study considers that organizational learning represents the capacity of a company to move from a given situation to another desired situation of market orientation and performance. The results suggest that the influence of market orientation on performance is only significant when it is mediated by organizational learning. The results also indicate that organizational learning has a positive effect on performance.     

Joint determination of inventory replenishment and sales effort with uncertain market responses

An optimal joint operational and marketing decision is crucial for robust supply chain management. This paper addresses concurrent determination of inventory replenishment and sales effort decisions such as price, incentives to salesforce, and short-term promotions, or a combination of them. Market responses to sales efforts are typically highly uncertain, and demand in each period has its distribution dependent on the selected sales effort. In each period a replenishment order may be issued, which incurs both fixed and variable ordering costs, and at the same time the sales effort is also determined, the execution of which may incur costs. For such a model, the previously developed methods which are used for the joint inventory-pricing models become inadequate. A computational procedure for obtaining an optimal joint policy is addressed, and the conditions for the optimality of that policy are identified.     

Product price and performance level in one market or two separated markets under various cost structures and functions

Market characteristics, including intrinsic demand and customer sensitivity on price and product performance level, are distinct at different markets. Comparisons of various product development strategies in one market or two geographically separated markets are conducted for three classes of products: development intensive products (DIPs) with constant unit cost, marginal cost-intensive products (MIPs) with constant fixed cost, and marginal and development intensive products (MDIPs) with non-constant unit cost and fixed cost. Results show that larger demand size, less customer sensitivity on price and/or more sensitivity on performance level lead to more profit, a higher sale price and a not-lower product performance. The customer reservation or the saturation performance level should be generally adopted though the optimal performance level does exist occasionally. Unit cost and/or fixed cost must increase in performance at an increasing rate for the existence of one optimal performance level. Due to the impact of demand size, one high-end (low-end) MDIP or DIP could be introduced into one low-end (high-end) market at a different price if the demand size is significantly large in the low-end market. For DIPs, offering one niche high-end product is not worse than offering the low-end product into two markets. For MIPs with negligible fixed cost, the product line strategy is not worse than the standard product development strategy. Additionally, the product cost reduction approach adopted in one product line has significant effects on the best product development strategy and sequence.     

Organizational learning and market orientation: interface and effects on performance

This paper discusses the relationship between market orientation and organizational learning and, in particular, the former's contribution to the generation of double-loop learning. Although prior contributions on this topic have been controversial, the authors, departing from the principles of RBV, consider market orientation a resource capable of generating higher order organizational learning and, in this way, capable of additionally reinforcing firms' sustainable competitive advantage. The empirical study provides evidence on the existing relationship between a firm's learning and market orientation degree and the organization's economic and non-economic results. Findings indicate that learning orientation stimulates the market-oriented behavior and that it also positively affects the establishment of long-term relationships with strategic clients. Contrary to prior research a significant and positive effect on business performance is only contrasted in the case of market orientation.