Collaboration, communication, support, and relationships in the context of e-commerce within the franchising sector

Kremez, Zhanna; Frazer, Lorelle; Quach, Sara; Thaichon, Park

doi:10.1080/0965254x.2020.1733051

Cited by 7 publications

(8 citation statements)

References 59 publications

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“…Del Vecchio et al (2020), in fact, also suggests that knowledge sharing is an important driver of the successful facilitation of a consumer's journey. Sharing detailed knowledge about products and services should ensure value for customers and also complement the relational strategies of marketers (Kremez et al, 2020).…”

Section: Discussionmentioning

confidence: 99%

“…Relationship marketing-oriented knowledge sharing can be promoted through collaborative communication systems, such as e-mails, social media (Khodakarami and Chan, 2014) and many other modes, thus complementing the relational strategies of organizations. In the case of technically complex products or services (m-banking apps), relational communication and knowledge sharing might also assume the role of customer hand-holding (Kremez et al, 2020). This can be a potent way of strengthening customer relationships by providing betterdesigned and customized products (Trkman et al, 2015), thereby fulfilling the dynamic and ever-changing customer needs as also increasing customer value (Tseng, 2016).…”

Section: Relationship-marketing Orientation and Knowledge Sharingmentioning

confidence: 99%

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Examining the role of customers' intrinsic motivation on continued usage of mobile banking: a relational approach

Banerjee

Sreejesh

2021

IJBM

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PurposeThis research seeks to establish the roles of marketer-driven relationship-building strategies – relationship-marketing orientation and knowledge sharing with customers on intrinsic customer motivation and the continued usage of mobile banking apps.Design/methodology/approachAn online survey was conducted among 342 m-banking users in India. Data were analyzed and the hypotheses were tested using structural equation modeling.FindingsRelationship-marketing orientation was found to have a positive and significant influence on customer intrinsic motivation and knowledge sharing with customers. Customer intrinsic motivation was found to play a dual role as a driver of continued mobile banking usage and as an intervening mechanism between relationship-marketing orientation and continued usage of mobile banking.Research limitations/implicationsThis research was conducted only in one country. It was therefore not possible to consider varying regulations across markets and their effects on continued usage of mobile banking.Originality/valueFirst time in the m-banking literature, this research establishes the pivotal role of intrinsic customer motivation in the continued usage of mobile banking. While evaluating drivers of continued usage of m-banking, most studies considered various aspects of the technology itself. This research instead evaluates consumer-centric and marketer-led antecedents in driving the continued usage of mobile banking.

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Section: Discussionmentioning

confidence: 99%

Section: Relationship-marketing Orientation and Knowledge Sharingmentioning

confidence: 99%

Examining the role of customers' intrinsic motivation on continued usage of mobile banking: a relational approach

Banerjee

Sreejesh

2021

IJBM

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“…This study plans to explore the effects of COO among consumers of the food retailing industry in the context of Australian franchises' expansion into China. The franchising sector, both domestically and internationally, has made a significant contribution to the Australian economy, with an estimated sales revenue of AU$154 billion ( Kremez et al , 2020; Roberts et al , 2020a, b; Thaichon et al , 2020). As the Australian market is becoming saturated, franchisors have been exploring ways to expand overseas and ensure continual system growth (Frazer et al , 2016).…”

Section: Introductionmentioning

confidence: 99%

Understanding Chinese consumers' pre-purchase value expectations: the role of country of origin effect

Quach

Thaichon

et al. 2021

APJML

Self Cite

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PurposeThis study aims to examine the effect of country of origin (COO) on customers' value expectation and willingness to pay by employing signalling theory and cue utilisation.Design/methodology/approachThe data were collected from 386 customers via an online survey in the context of Australian food retail franchise stores in China.FindingsThe findings indicate that COO origin is an important determinant of customer expectations including service quality, social value, emotional value, monetary price, behavioural price and reputation. Furthermore, the only social value was a significant predictor of willingness to pay. Although the direct effect of COO on willingness to purchase was not significant, the COO had a significant indirect effect on willingness to pay via social value. Finally, the COO has a stronger effect on monetary price expectation among customers who were aware of the country brands than those who were unaware.Originality/valueThe study extends the body of knowledge related to the effect of COO during the pre-purchase process and provides important implications for retailers who are looking to enter an overseas market such as China.

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“…Carr, Hawkins, and Westberg, 2017;Luo, 2002;Yeniyurt, and Carnovale, 2017), franchising (e.g. McDonnell, Beatson, and Huang, 2011;Terry and Di Lernia, 2013;Kremez et al, 2020), clusters (e.g. Najib and Kiminami, 2011;Schröder, 2014;Scheffi et al, 2019), consortium (e.g.…”

Section: Introductionmentioning

confidence: 99%

How Firms Cooperate in Business Groups? Evidence from Poland

Mierzejewska¹,

Dziurski²

2021

CEMJ

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Purpose: The study aims to identify the main directions of intragroup cooperation, along with crucial areas of cooperation in business groups, and develops theoretical models of cooperation in a business group. Methodology: The qualitative approach is applied in the study that is based on the cross-case analysis of four business groups operating in Poland. Findings: Results indicate that business groups cooperate mainly vertically (cooperation between the core company and affiliates) in operations. Horizontal (among affiliates) and vertical cooperation in other areas – marketing, R&D, finance, and human resources – are not so intense. The study enables us to propose a theoretical framework of cooperation models in business groups based on two dimensions – the direction of cooperation and the number of cooperation areas. It leads to the identification of four models: two-sided loose cooperation, two-sided tight cooperation, multi-sided loose cooperation, and multi-sided tight cooperation. Implications: Identification of main directions of cooperation in business groups, along with areas of cooperation have implications for both researchers and managers. Findings of the study and the theoretical framework of cooperation models in business groups can be used as a basis for the further theoretical exploration of the organization and functioning of business groups in the economy and a strategic decision guideline for managers. Originality: The literature focuses mainly on the interorganizational cooperation between dispersedly owned standalone entities. Studies on intraorganizational cooperation in business groups are limited. The study aims to provide a better understanding of cooperation between entities in business groups.

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Collaboration, communication, support, and relationships in the context of e-commerce within the franchising sector

Cited by 7 publications

References 59 publications

Examining the role of customers' intrinsic motivation on continued usage of mobile banking: a relational approach

Examining the role of customers' intrinsic motivation on continued usage of mobile banking: a relational approach

Understanding Chinese consumers' pre-purchase value expectations: the role of country of origin effect

How Firms Cooperate in Business Groups? Evidence from Poland

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