Marketing in an Information-Intensive Environment: Strategic Implications of Knowledge as an Asset

Glazer, Rashi

doi:10.2307/1251953

Cited by 465 publications

(252 citation statements)

References 0 publications

Supporting

Mentioning

229

Contrasting

Unclassified

Order By: Relevance

“…Intellectual market-based assets consist various types of knowledge or information a firm possesses about the market environment including information about competitors, customers, and channels (Clulow, et al, 2007;Glazer, 1991;Srivastava et al, 1998). Based on this knowledge or information, a firm can develop its own strategy to deal with the strengths and weaknesses of its products or services, and with opportunities and threats within the environment.…”

Section: New Approach: Market-based Assetsmentioning

confidence: 99%

Advertising vs. R&D: Relative effectiveness on brand equity

Jeong

2015

SAJBM

View full text Add to dashboard Cite

This study examines whether advertising can contribute directly to brand equity and, if it can, determines how much value advertising can deliver to brands and firms using the secondary data from various sources. The findings show that advertising can not only work to improve market performance measures but also to develop and maintain brand equity. R&D is also found to positively affect brand equity. With regard to the relative effectiveness of advertising and R&D, R&D is more effective than advertising in contributing to brand equity when measuring absolute effects of expenditures. When measuring simple changes in brand equity, however, changes in advertising are more effective than changes in R&D.

show abstract

Section: New Approach: Market-based Assetsmentioning

confidence: 99%

Advertising vs. R&D: Relative effectiveness on brand equity

Jeong

2015

SAJBM

View full text Add to dashboard Cite

show abstract

“…Indeed, the technology market features intensive information for buyers (Glazer, 1991). Thus, information processing is indispensably embedded in the purchase decision process of a technological innovation (e.g.…”

Section: The Motivation-threat-ability (Mta) Frameworkmentioning

confidence: 99%

Organizational resistance to performance‐enhancing technological innovations: a motivation‐threat‐ability framework

Bao

2009

Journal of Business &Amp; Industrial Marketing

View full text Add to dashboard Cite

Many technological innovations have encountered resistance from organizational buyers despite the fact that they are superior to existing technologies. This study aims at developing a theory for this widespread marketing phenomenon. Guided by the motivation-threat-ability (MTA) framework, I identify a comprehensive set of determinants of organizational resistance to superior technological innovations and the moderating variables that operate to mitigate the effects of these antecedents. The research findings provide strategic views on overcoming organizational innovation resistance and offers marketing insights about segmentation and targeting of organizational buyers in technology markets. The theoretical arguments are supported by real-life business cases.2

show abstract

“…In research focusing on potential competitive niches for smaller retailers in the retail hardware industry, Litz and Stewart (1998) suggest that ''economies of scale are often outweighed by the diseconomies that come from a loss of human scale and the increase in bureaucracy'' (p. 134, see also Bain, 1968). These diseconomies of human scale are particularly relevant for firms engaged in transactions with a high degree of information-intensity (Glazer, 1991), because they are less suitable for large scale transacting (Daft and Lengel, 1990;Litz and Stewart, 1998). Furthermore, retail transactions that have high labor and personal service content would tend to be absent of economies of scale because they are ''intrinsi cally hard to mechanize or routinize'' (Porter, 1980, p. 196).…”

Section: Potential Diseconomies Of Scale In Distribution Servicesmentioning

confidence: 99%

A distribution services approach for developing effective competitive strategies against “big box” retailers

Barber

Tîetje

2004

Journal of Retailing and Consumer Services

View full text Add to dashboard Cite

According to one theoretical approach, the primary economic function of retailers is to deliver products together with distribution services. We use this framework to identify competitive niches for smaller retailers competing against big box stores. We compare the distribution services offered by the Home Depot versus smaller retailers using both in-store measures and consumer perception data, and the relative importance of distribution services as determinants of store choice. The results show that the Home Depot's superiority in pricing and assortment attracts a significant market, but smaller retailers can secure niche markets by delivering higher levels of ambiance and information.

show abstract

Marketing in an Information-Intensive Environment: Strategic Implications of Knowledge as an Asset

Cited by 465 publications

References 0 publications

Advertising vs. R&D: Relative effectiveness on brand equity

Advertising vs. R&D: Relative effectiveness on brand equity

Organizational resistance to performance‐enhancing technological innovations: a motivation‐threat‐ability framework

A distribution services approach for developing effective competitive strategies against “big box” retailers

Contact Info

Product

Resources

About