Development of internet-based technologies provided companies with an ideal infrastructure for rapid internationalization. The internet era facilitated the emergence of a new type of companies that rapidly develop global presence through the utilisation of various internet-based technologies. According to the traditional internationalization theories, the process of internationalization requires vast amounts of funds, significant time, competent international workforce and network support by suppliers. The so cold born global companies rely far less on these elements (prerequisites). For them, the development of internet infrastructure and the overall market penetration of internet are much more essential. Their process of internationalization (or globalization) is usually rapid, without any preceding longterm domestic or internationalization phase. This paper analyses theoretical framework behind the born global companies' internationalization process in order to shed some light on the recent developments among Croatian digital agencies and their internationalization pathways. Although born global companies are challenging traditional theories, there exists a scope for potential complementarity between these essentially opposite pathways of internationalization.
Purpose -The purpose of this study is to investigate the application of the fast fashion business model outside the apparel industry. The study reviews the business history of Swatch and investigates its business model at the time when the brand was introduced to the market. Swatch repositioned the watch as an accessory or a fashion item, rather than a timepiece, initiating a dramatic strategic shift within a rigid and traditional Swiss watch industry.Design/Methodology/Approach -Due to the limited availability of studies researching applications of the fast fashion business model outside the apparel industry, this study is explorative in its nature and utilizes the case study method. The data necessary for developing a case study originates from secondary sources and from a series of in-depth interviews.Findings and implications -Swatch developed a completely new business model to the watch industry. As the case analysis discusses, this model consisted of several elements commonly related to the fast fashion business model. This extended the fast fashion model across the traditional boundaries of the apparel industry.Limitations -Due to a focus on one case study, which assumes industry specifi c factors, generalization of fi ndings are limited. SažetakSvrha -Svrha ovog rada jest istražiti primjenu poslovnog modela brze mode (fast fashion) izvan odjevne industrije. Ovaj rad analizira poslovnu povijest marke Swatch te istražuje njezin poslovni model u trenutku ulaska na trži-šte. Swatch je repozicionirao ručni sat kao modni dodatak, odnosno dio mode, nasuprot tradicionalnoj percepciji mjerača vremena. Taj je potez uzrokovao dramatičnu promjenu strategije unutar nefl eksibilne i tradicionalne švicarske industrije satova.Metodološki pristup -S obzirom na ograničenu dostupnost znanstvenih studija koje bi obrađivale aplikacije poslovnog modela brze mode izvan odjevne industrije, ova je studija eksplorativnog karaktera i primjenjuje metodu studije slučaja. Podaci potrebni za razvoj studije slučaja prikupljeni su iz sekundarnih izvora te kroz seriju dubinskih intervjua.Rezultati i implikacije -Swatch je razvio potpuno nov poslovni model unutar industrije satova. Kao što analiza poslovne studije sugerira, riječ je o modelu koji se sastoji od nekoliko elemenata koji se vežu uz koncept brze mode (fast fashion). Ovo zapravo predstavlja slučaj korištenja modela brze mode u kontekstu izvan tradicionalnih granica modne industrije. Originality -Fast fashion related research is primarily focused on the apparel industry, as the environment in which the model was originally developed. This study extends fast fashion as a concept with valid applications outside its traditional industry.Keywords -fast fashion, new product development, watch industry, business history, marketing strategy, country-of-origin eff ect Ograničenja -S obzirom na usredotočenost na jednu studiju poslovnog slučaja koja uključuje faktore specifi čne za dotičnu industriju, ograničena je generalizacija rezultata istraživanja. Doprinos -Istraživanje posl...
With the introduction of iPhone, Apple reinvented the mobile phone industry and set new standards in how the smartphones of the future should look like and what should they be capable of. It was at the time considered the pinnacle of smartphone layout and capabilities. As time has shown, it was in a sense quite the opposite, a beginning of the new cycle of product innovation. With first iPhone, Apple has set the design standard for all the future smartphones. As the product innovation gradually subsided, process innovation has increased. Future generations of iPhones have featured, on average, less and less product innovation, especially in product architecture but an increase in the performance of previous features. Additionally, new competitors have started to enter the industry with branded smartphones that in appearance have mimicked the standard set by Apple iPhone. In order to raise barriers to entry and shield off the competition, Apple shifted the competitive battlefield from the devices itself (already exhausted possibilities for product innovation and process innovation) to the (eco)system level. This paper analyses the development of Apple ecosystem and its main challenger Android ecosystem and explores competitive implications of their rivalry.
Authors analize the role of technology in development of retail services. Influence of different types of technology is considered with their benefits for consumers as well as to retailers. Special attention is given to major impediments for increased use of technology mediated services, especially on consumer sides. Recommendations are given to managers so they can ease the process of switching customers from classic service delivery processes to service delivery via technology.
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