Introduction to the special section on subsistence marketplaces

We provide an introduction to the special issue on subsistence marketplaces. We briefly describe the stream of subsistence marketplaces, and the conference series associated with the call for papers. We provide a brief overview of the diverse set of papers in the special section.     

When natural resources run out,market knowledge steps in: Lessons on natural resource deployment from a longitudinal study in a resource-scarce region of Ethiopia

With the increasing scarcity of natural resources, the ability to maintain quality standards during resource-scarce times becomes more critical for business performance. Theories on managing resource scarcity cannot be easily tested in contexts where resources are still abundant. This study therefore turns to an emerging market context in which natural resource availability naturally varies strongly between seasons, namely, that of Ethiopian pastoralists who for many generations learned to adapt to natural resource scarcity. Central to our theory is the natural resource deployment capability, which is the ability of a business to make efficient and effective use of available resources to maintain business performance during resource-scarce times. Using three-wave longitudinal data from 120 pastoral family-based livestock businesses, the study shows that when resources are scarce or extremely scarce, market knowledge helps to better deploy the scarce natural resources, leading to higher product quality. The findings imply that businesses with a better understanding of markets have stronger natural resource deployment capability. The lesson for businesses that are confronted with approaching resource scarcity is therefore to strengthen their ability to deploy resources efficiently and effectively by strengthening their market knowledge in which such capability is rooted.     

Positioning Strategies for Animal-Friendly Products: A Social Dilemma Approach

Many consumers express concerns about the welfare of animals in agriculture, but often refrain from purchasing animal-friendly alternatives that address their concerns. To support consumers in making choices in line with their values and attitudes, this study approaches consumer animal-friendly product choice as a dilemma between maximizing the buyer's self-interest and maximizing societal interest. To address this social dilemma, we developed and tested positioning strategies that reinforce the animal welfare label with complementary consumption values (functional, emotional, social, and epistemic). The results from a choice experiment with Dutch chicken meat shoppers showed that two strategies—emotional and epistemic—effectively increase consumer value perceptions. These insights imply that animal-friendly products positioned to invoke emotion or curiosity drive consumers towards animal-friendly product choices, and that these strategies are most effective for consumers who base their choice solely on maximizing either self-interest or societal interest.     

EU animal welfare policy: Developing a comprehensive policy framework

Many EU citizens are concerned about animal welfare. The policy literature has responded to these concerns by suggesting a variety of policy instruments to policy makers. However, a gap in knowledge exists regarding which instrument should be applied under which conditions in the policy environment. This article presents the results of multiple inductive case studies of eight European countries to better understand the contingencies to animal welfare policy instruments and to further complement the framework of policy instruments available to policy makers. The qualitative evidence from this study is presented in the form of a policy decision tree indicating instruments likely to be effective under given conditions. The findings suggest that a “one size fits all” solution for animal welfare in the EU is unlikely to be effective and that although a market-based policy within the current EU context is in many cases inevitable, the barriers are numerous and require policy instruments tailored to the specific context.     

Step-Change: Micro-Entrepreneurs’ Entry into the Middle-Class Market

ABSTRACT

With upcoming middle classes in Africa, micro-entrepreneurs witness new opportunities that can potentially lift them out of poverty. Exploiting these opportunities requires entrepreneurs to make a ‘step-change’ away from the bottom of the pyramid to middle-class markets. This process hosts potential conflicts between informal-sector and formal-sector stakeholders as it requires both new resources and continued access to existing resources. By taking a strategic marketing perspective, this study labels and defines the phenomenon of step-change and offers an explanatory conceptual framework for it. The article draws implications for business development, the gender debate, as well as academic research.     

Best Practices for New Product Pricing: Impact on Market Performance and Price Level under Different Conditions

To date, research on new product pricing has predominantly been approached as a choice between market skimming and penetration pricing. Despite calls for research that addresses other complexities in new product pricing, empirical research responding to these calls remains scarce. This paper examines three managerial price‐setting practices for new products, i.e., value‐informed, competition‐informed, and cost‐informed pricing. By engaging in these practices, managers can develop and compare quantifications in order to attain an introduction price for the product. The authors draw on consumer price perception literature, Monroe's pricing discretion model, and numerical cognition literature to develop hypotheses about the impact of price‐setting practices on new product market performance and price level. By studying the effects on market performance and price level, the paper provides insights that may help explain the growth of new products and address the problems of underpricing. The hypotheses are tested in a management survey of 144 production and service companies. The results indicate which pricing practices are superior for the achievement of either higher market performance or higher prices in specific product and market conditions. Whereas value‐informed pricing has an unambiguous positive impact on relative price level and market performance, the results also suggest that in many cases engaging in value‐informed pricing is not enough. The effects of cost‐informed and competition‐informed pricing may differ depending upon the objective (market performance or higher prices), product conditions (product advantage and relative product costs), and market condition (competitive intensity). Engaging in inappropriate pricing practices leads to a decline in new product performance. Moreover, bad pricing practices make the positive effect of product advantage on the outcome variables disappear. The latter finding suggests that companies can jeopardize their efforts and investments in the new product development process if they engage in the wrong price‐setting practices. The findings imply that managers should consider different factors in new product pricing. First, when launching a new product, they should determine their explicit pricing objective, either stressing market performance or a higher price level. To determine the most appropriate pricing practices, however, they should next assess their situation in terms of product advantage, relative product costs, and competitive intensity. Together with the pricing objective, these conditions determine the best pricing practice. On a higher level, the findings imply that companies should invest in knowledge development in order to engage in the appropriate pricing practices for each product launch.     

Successful New Product Pricing Practices: A Contingency Approach

The purpose of this study is to examine the success of new product pricing practices and the conditions upon which success is contingent. We distinguish three different pricing practices that refer to the use of information on customer value, competition, and costs respectively. Following Monroe's (1990) price discretion, we argue that the success of these practices is contingent on relative product advantage and competitive intensity. The hypotheses are tested on pricing decisions for new industrial products. Our results show that there are no general best or bad practices, but that a contingency approach is appropriate. These results may help reduce the complexity that managers experience in pricing new products.     

The Swedish automobile portfolio in 1977

Abstract

In a recent paper (Hallin & Ingenbleek, 1981a), the selection procedure proposed in (Hallin, 1977) was applied to the study of the claim probability in the motor third party portfolio of an important Belgian company. The number of observations, however, did not allow for an investigation of the claim amount. The data we study here consist of the entire Swedish portfolio (more than two millions of policies). An adapted version of the selection procedure provides a good insight into the structure of the risk, hence into what the tariff structure should be ¹ The rating system used for the Swedish Automobile Insurance Portfolio is based on the factor method. This paper should be looked upon as a critical discussion of the practical application of this method and of its statistical significancy.      

The Endogenous African Business: Why and How It Is Different,Why It Is Emerging Now and Why It Matters

ABSTRACT

Africa is currently undergoing a transition that is unprecedented in its history. For the first time, the demand of urban populations pulls business development, thus creating economies with higher levels of specialization than before. This essay highlights the phenomenon of the endogenous African businesses that are arising in this process. These businesses tap into the natural resources and the social, economic, and cultural systems that build upon them. These resources and systems make the African business environment different from business environments in other parts of the world. Furthermore, the endogenous businesses have access to knowledge on how to manage modern businesses in the formal sector of the economy. In combination with African resources and systems, such knowledge enables them to create and sustain and competitive advantage in modern dynamic marketplaces. Endogenous African businesses are important because they have the potential to fuel economic growth, to revitalize rural areas, to contribute to food security and healthy diets, and to provide role models of which Africans can be proud. Hence, these businesses deserve our attention in the next two decades of scholarly research and education on African business.     

The Role of Value‐Informed Pricing in Market‐Oriented Product Innovation Management*

Although the positive effect of a market orientation on new product success is widely accepted and the market orientation literature has increased its understanding of how a market orientation leads to performance, the extant literature has overlooked the role of value‐informed pricing in the relationship. Value‐informed pricing is a pricing practice in which the decision makers base the price of the new product on the customers' perceptions of the benefits that the product offers and how these benefits are traded by customers against the price (that has yet to be determined). Considering that pricing mistakes may hit hard on the profitability of product innovations, it is important to firms to have a good understanding of its role. This study develops a framework in which value‐informed pricing is integrated in the relationship between market orientation and new product performance. A distinction is made between customer and competitor orientations, and relative product advantage is also included in the conceptual model. The model is tested on data obtained from managers based on a cross sectional sample of 144 firms. The respondents were involved in a decision‐making process of the pricing of a new product. The model is tested using structural equations modeling. The results show that value‐informed pricing has a strong effect on new product performance. It also reveals that each component of a market orientation fulfills a specific role in a market‐oriented organization. Value‐informed pricing is found to have important mediating effects in the market orientation–new product performance relationship. Results show that firms with a strong customer orientation engage in value‐informed pricing and develop superior benefits to customers in an advantageous product. In turn, both value‐informed pricing and relative product advantage positively affect new product market performance. However, no significant effect of competitor orientation on value‐informed pricing is found. Combined with the finding that competitor orientation negatively affects relative product advantage, this suggests that competitor orientation may hurt new product performance when this orientation is not balanced with a strong customer orientation. The results also portray that value‐informed pricing leads to higher product advantage. Interestingly, this relation is contingent on the degree of interfunctional coordination within the firm. This suggests that the relationship between market orientation and new product performance is strongest if firms integrate value‐informed pricing in the new product development process. In this sense, a market‐oriented firm mirrors the customer value perception that makes a trade‐off between benefits and price.