Building and Sustaining a Product Differentiation Advantage Through a Community-Focused Strategy

Fosfuri, Andréa; Giarratana, Marco S.; Roca, Esther

doi:10.1080/13662716.2013.771480

Cited by 3 publications

(2 citation statements)

References 48 publications

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“…This evidence alleviates possible endogeneity concerns because it shows that products launched in temporal proximity to sponsored social events are not significantly different in terms of price, product niche, and ingredient usage. This result is also in line with our assumption of independence between sponsored social events and product launches; it is worth noting that while Kiehl's is responsible for the organization of social events, it is L'Oreal's R&D department that manages new product introductions (Fosfuri et al , ).…”

Section: Resultssupporting

confidence: 83%

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Walking a slippery line: Investments in social values and product longevity

Fosfuri

Giarratana

Roca

2014

Strategic Management Journal

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Corporate sponsorship of events that support social values (e.g., human rights) help firms infuse their products with symbolic meaning, prolonging their life cycle. Yet, higher product prices might spark perceptions that the firm invests in social values for calculative or opportunistic motives, in which case event sponsorship is unlikely to deliver the expected benefits in the form of product longevity. This study explores this potential tension empirically, using data related to sponsored social events, entry prices, and product longevity for a U.S. cosmetics producer. Copyright © 2014 John Wiley & Sons, Ltd.

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Section: Resultssupporting

confidence: 83%

“…For example, Kiehl's has sponsored sport contests (e.g., Bad‐Weather Marathon), rallies (Gay Pride), and fundraising events aimed to assist cancer and AIDS patients, the environment, developmentally delayed children, and people with physical disabilities (see also Fosfuri, Giarratana, and Roca, ).…”

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confidence: 99%

Walking a slippery line: Investments in social values and product longevity

Fosfuri

Giarratana

Roca

2014

Strategic Management Journal

Self Cite

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Open strategy-making with crowds and communities: Comparing Wikimedia and Creative Commons

Dobusch

Kapeller

2018

Long Range Planning

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In the wake of new digital technologies, organizations rely increasingly on contributions by external actors to innovate or even to fulfill their core tasks, including strategy-making processes. These external actors may take the form of crowds, where actors are isolated and dispersed, or of communities, where these actors are related and self-identify as members of their communities. While we know that including new actors in strategymaking may lead to tensions, we know little about how these tensions differ when either crowds or communities are concerned. Investigating this question by analyzing open strategy-making initiatives conducted by two non-profit organizations (Creative Commons and Wikimedia), we find that tensions with communities may be resolved with increasing openness in strategy-making, while crowds are better compatible with more exclusive strategy-making practices.

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Product positioning of low-carbon products based on blockchain-enabled product communities

Chen,

Xiong

2024

Technovation

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Building and Sustaining a Product Differentiation Advantage Through a Community-Focused Strategy

Cited by 3 publications

References 48 publications

Walking a slippery line: Investments in social values and product longevity

Walking a slippery line: Investments in social values and product longevity

Open strategy-making with crowds and communities: Comparing Wikimedia and Creative Commons

Product positioning of low-carbon products based on blockchain-enabled product communities

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