Breaking the barriers of animosity: innovation in business models as a positioning strategy

Abstract

Consumer animosity is often studied in the large economies of the world, in order to explain the negative feelings generated by an individual towards another country and its products, due to various political, economic and social conflicts. This study presents three specific developments in this field. First, to demonstrate how companies in the retail sector have been able to develop innovations in their business models through their shops and virtual channels, which generate a positive positioning in the mind of the consumer, capable of minimizing animosity towards them. In this way it is shown that a consumer can have strong feelings of patriotism, animosity and ethnocentrism, and yet a positive image towards a brand or product of the country with which the conflict takes place. Second, a contribution to literature regarding the scant research on consumer animosity in developing countries, and specifically in Latin America. Third, an analysis of animosity under a current context of conflict between countries, and not of studies carried out taking situations or facts from the past. In this way, a contribution is generated that allows to understand more the behavior of the consumer and his animosity in societies with emerging economies and as the innovations in business models allow to improve both the economic profitability of a company, as its brand image.

Examining the factors shaping consumer attitude towards the popular alcoholic beverages in Hungary

“…The most important result of the research is that CE has a strong attitude-shaping effect in the case of homemade distillate, despite the fact that the difference between homemade distillate and pálinka is primarily of legal origin (Harcsa, 2016) and that pálinka is Hungary's national drink (Hungarikum), not homemade distillate. Our study showed the opposite effect of consumer ethnocentrism in the case of whisky, which did not confirm the research of Areiza-Padilla et al (2021). The consumer attitudes of ethnocentric Hungarian respondents towards whisky were counteracted by consumer ethnocentrism.…”

“…Like in the case of the study of Areiza-Padilla et al. (2021) , the hypotheses follow the chapters of the literature.…”

“…According to Siamagka and Balabanis (2015) , ethnocentric consumers perceive foreign products as a threat to the domestic economy and jobs, ethnocentrism is also related to patriotism ( Balabanis et al., 2001 ). However, according to Areiza-Padilla et al. (2021) , strong ethnocentric emotions do not preclude a consumer from having a positive attitude towards a brand or a product.…”

“…In our view, this problem also stems from the impact of factors influencing the components of consumer attitudes, and therefore it is necessary to explore these relationships. Like in the case of the study of Areiza-Padilla et al (2021), the hypotheses follow the chapters of the literature. H1 hypothesis was formulated to answer which one of the three drinks is associated with the most favorable consumer attitude (Q1).…”

7 topics that business ecosystems navigate: Assessment of scientific activity and future research agenda

“…Business ecosystems are the set of organizations made up of government agencies, customers, suppliers, competitors, distributors, among others, which manage to cooperate at the time of a delivery of product and/or service ordered by resorting to competition. Organizations achieve innovation through collaborations with adjunct organizations; this is how companies move beyond their traditional habitat forming organizations with different interests where they interact thanks to the Internet, creating opportunities for innovation and new challenges for well-established companies [ 1 ]. Innovative business ecosystems or also the so-called disruptive business models, are specific environments where a set of elements converge such as the availability of talented professionals, generation of knowledge, stakeholders, proximity to suppliers, among others [ 2 ].…”