Category Captainship in the Presence of Retail Competition

Nakkaş, Alper; Alan, Yasin; Kurtuluş, Mümin

doi:10.1111/poms.13109

Cited by 9 publications

(12 citation statements)

References 30 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Applying S-D logic demonstrates how the collaborative and co-operative challenges inherent in the CC system can be re-structured and reframed. Transforming the current highly competitive RCM and CC environment (Nakkas et al, 2020) by moving from the individual capabilities and goals of individual CCs onto developing a more effective category service eco-system for all actors (Sands et al, 2020).…”

Section: Theoretical Implications: S-d Logicmentioning

confidence: 99%

Service-dominant logic: reframing category captainship and retailer category management

Benson

Glanfield

Hirst

et al. 2023

IJRDM

View full text Add to dashboard Cite

PurposeThe category captain system (CC) of retailer category management (RCM) is established, accepted, and widely adopted. The paper empirically assesses the application of this system in building collaborations between retailers and their suppliers to generate growth following COVID-19. This study applies service-dominant logic (S-D logic) to RCM and establishes the current ‘practical’ application of the five axioms of S-D logic within the CC system.Design/methodology/approachThe researchers adopted a qualitative research design which examined both category managers and retail buyers currently involved in the CC system, using thematic analysis of transcripts from 25 practitioner participants.FindingsThe study reveals service is not a fundamental basis of exchange in the CC system. Value is uniquely, independently, and separately created by the retailer that significantly restricts the scope of the category service eco systems and the opportunity to innovate through value co-creation.Practical implicationsSignificant change is required to realise value co-creation and innovation applying S-D logic to RCM. The study indicates there is potential to start this change by the formalisation of wider informal category relationships between non-captain suppliers and retailers through consumer insight technology, and by aligning suppliers and retailers to make more effective and sustainable trading decisions.Originality/valueThe study indicates that certain elements of the CC system proposed by the literature's games-based theoretic models, are not applied in practice. The lived experiences of practitioners suggest informal ways of by-passing the formal system using S-D logic.

show abstract

Section: Theoretical Implications: S-d Logicmentioning

confidence: 99%

Service-dominant logic: reframing category captainship and retailer category management

Benson

Glanfield

Hirst

et al. 2023

IJRDM

View full text Add to dashboard Cite

show abstract

“…Previous literature in marketing and operations management has looked at captainship arrangements where duties focus on (i) price‐related decisions such as pricing and promotional schedules (Kurtuluş & Toktay, 2005; Nijs et al., 2014; Wang et al., 2003), (ii) assortment decisions (Alan et al., 2017; Kurtuluş & Nakkas, 2011; Kurtuluş et al., 2014; Nakkas et al., 2020; Viswanathan et al., 2021), or (iii) nonprice demand‐enhancing decisions such as the allocation of promotional shelf space and shelf organization (Kurtuluş et al., 2014; Kurtuluş & Toktay, 2011; Özer et al., 2018; Subramanian et al., 2010; Wright, 2009). The findings provide evidence that retailers can benefit from captainship arrangements despite concerns about captain' s opportunism and rival suppliers' push‐back (Bandyopadhyay et al., 2009; Gooner et al., 2011; Gruen & Shah, 2000; Lindblom & Olkkonen, 2006; Morgan et al., 2007; Özer et al., 2018; Subramanian et al., 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

Should the fox guard the henhouse? Category captainship arrangement as a strategic information transmission mechanism

Timoumi,

Esseghaier,

Koçkesen

2023

Production and Operations Management

View full text Add to dashboard Cite

Retailers may collaborate with key suppliers to manage some specified categories. This collaboration is often formalized as a “captainship arrangement” between the retailer and her leading supplier in the category. The designated “category captain” assists the retailer with category management decisions. We show that captainship arrangements have the potential to generate a valuable information effect for the retailer: nonprice decisions by the category captain can reveal information that allows the retailer to improve profit through better retail pricing decisions. We also show that captainship arrangements have the greatest potential to make the retailer better off in categories where the retailer is highly uncertain about the impact of category resources on brands' demand. Moreover, the more substitutable the brands in the category, the more valuable a captainship arrangement is to the retailer. The information effect of category captainship is robust to a variety of arrangements. It is present under delegation arrangements (where the retailer delegates the task of category resources deployment to the captain), as well as under advisory arrangements (where the retailer retains control over category decisions, relying on the captain for advice). Interestingly, we find that delegation has a “better” potential to transmit information than advisory. Furthermore, in case of an advisory arrangement, the retailer is better off keeping the captain's advice confidential rather than sharing it with the other suppliers.

show abstract

“…many different breakfast cereals) (Huffman and Kahn, 1998; Morales et al. , 2005; Nakkas et al. , 2020).…”

Section: Theoretical Developmentmentioning

confidence: 99%

“…a certain breakfast cereal), or a variety of substitute products from within the same category (e.g. many different breakfast cereals) (Huffman and Kahn, 1998;Morales et al, 2005;Nakkas et al, 2020). By contrast, shopper solutions offer an assortment of complementary products that are also most often cross-categorical in nature (a display of breakfast cereals, pastries, jams fruits, assorted juices, etc.…”

Section: Ijlm 346mentioning

confidence: 99%

A multi-tier approach to supply chain collaboration: implications of shopper solutions

Newman

Gligor

Cho

2022

IJLM

View full text Add to dashboard Cite

PurposeThe authors explored the impact of a popular supply chain collaboration initiative – the shopper solution – on both retailers and manufacturers, as well as on the shopper.Design/methodology/approachThe authors conducted a quasi-experimental field study, an experimental online study and an experimental behavioral lab study.FindingsOverall, results revealed that shopper solutions increase the quantity and breadth of displayed products sold, along with sales totals. Shoppers also expressed higher willingness-to-pay (WTP) for products displayed in solutions. Shoppers positively (negatively) attributed the presence (absence) of solutions more strongly to retailers than to manufacturers due to perceived differences in manufacturers' concern for shoppers. Specifically, shoppers expressed higher (lower) word-of-mouth (WOM) and loyalty intentions toward retailers than manufacturers when solutions were (not) provided.Originality/valueThe authors provide a more holistic view of supply chain collaboration by showing how different chain members (retailers vs manufacturers) can experience disparate benefits from collaboration. The authors explain this within the context of shopper solutions by demonstrating that differences in perceived concern for shoppers underlies these effects. Thus, findings suggest that shopper marketing initiatives, such as solutions, are not always “win-win-win” outcomes for retailers, manufacturers and shoppers as intended. Overall, this is the first research to assess the implications of shopper solutions for retailers, manufacturers and shoppers, alike.

show abstract

Category Captainship in the Presence of Retail Competition

Cited by 9 publications

References 30 publications

Service-dominant logic: reframing category captainship and retailer category management

Service-dominant logic: reframing category captainship and retailer category management

Should the fox guard the henhouse? Category captainship arrangement as a strategic information transmission mechanism

A multi-tier approach to supply chain collaboration: implications of shopper solutions

Contact Info

Product

Resources

About