Showing papers by "Werner Reinartz published in 2017"
TL;DR: In this paper, the authors test hypotheses developed from the resource-based theory and transaction cost economics, supplemented with in-depth theory-in-use interviews, on primary and secondary data collected from 175 manufacturers.
Abstract: Manufacturers invest in customer solutions to differentiate their offerings and sustain profitability despite declining margins from goods sales. Notwithstanding strong managerial and academic interest, an examination of whether and explanations for when and why solutions translate into superior performance are lacking. We test hypotheses developed from the resource-based theory and transaction cost economics, supplemented with in-depth theory-in-use interviews, on primary and secondary data collected from 175 manufacturers. From a model that corrects for endogeneity, the findings suggest that, compared with other service offerings, solutions are associated with increased return on sales. This positive profitability effect is enhanced in firms with greater sales capabilities; it is stronger in industries with greater buyer power but weaker in technology-intensive industries. These results caution against the simplistic view of solutions as a universal route to gaining competitive advantage and aid in better identifying the role of solutions in a manufacturer’s offering portfolio.
91 citations
TL;DR: The ability to innovate is thus more important than ever as mentioned in this paper, and handling speed and providing real-time solutions is therefore one of the most critical skills in a digital world. But the changes do come with certain costs and risks, sometimes unforeseen.
Abstract: Abstract Digital transformation is taking place all around us and there is hardly a single aspect of life that has not been affected. It has an obvious, lasting, and even revolutionary impact, not only on the economic systems and commercial players, but also on the lives of individuals and on society at large. Digital transformation will bring greater tangible and intangible value, but the changes do come with certain costs and risks, sometimes unforeseen. In terms of business strategy, digital technology has been transforming businesses dramatically. Even young companies that have been at the forefront of digital disruption are forced to reinvent and transform themselves and their businesses permanently in order to survive and thrive. If incumbents themselves don’t take advantage of this digital progress to innovate, others will. A new wave of digital disruptors is changing the face of industries. The ability to innovate is thus more important than ever. Entire industries may be threatened if they do not react quickly, while others are emerging almost instantly as if out of nowhere. Handling speed and providing real-time solutions is therefore one of the most critical skills in a digital world.
72 citations
TL;DR: In this article, the authors analyzed the impact of banner advertising on consumers' online and offline behavior across multiple distinct campaigns for one focal firm, which predominantly sells through the offline channel and found that banner and TV advertising increase website visit incidence for consumers who have not visited the focal firm's website in the previous four weeks.
Abstract: Many firms are allocating increasing parts of their advertising budgets to banner advertising. Yet, for firms that predominantly sell offline, existing research provides little guidance on online advertising decisions. In this study, the authors analyze the impact of banner advertising on consumers’ online and offline behavior across multiple distinct campaigns for one focal firm, which predominantly sells through the offline channel. Results suggest that banner and TV advertising increase website visit incidence for consumers who have not visited the focal firm’s website in the previous four weeks (nonrecent online consumers). For these consumers, banner and TV advertisements indirectly increase offline sales through website visits. For consumers who have visited the firm’s website in the previous four weeks (recent online consumers), the authors find evidence for a cross-campaign, brand-building effect of banner advertising, and TV ads also directly affect offline purchases. Overall, the finding...
34 citations
TL;DR: In this article, the authors consider the need occurrence, shopping and consumption are moving much closer in time and space and are being naturally integrated into our daily routine and propose an ecosystem of presence and organize themselves around consumption and lived reality of their consumers.
Abstract: Abstract Digital transformation has a strong impact on the retail industry. Activities that were once retail sector are moving to online stores, and specialized third parties are taking over physical distribution and payment. Naturally, store-based retailers are not taking this sitting down and many are reacting by starting to “digitalize” their point of sale. But in order to understand the true impact of digitalization and to react adequately, one needs to think backwards from the consumer and enter the scene at a much earlier stage. In our digital age, need occurrence, shopping and consumption are moving much closer in time and space and are being naturally integrated into our daily routine. If retailers still want their share, they have to build an ecosystem of presence and organize themselves around consumption and lived reality of their consumers. They have to be present in the mind of the consumer at the very instance a need arises. Being recalled in time matters now more than ever.
9 citations
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TL;DR: In this article, the authors analyzed corporate and consumer behavior and macroeconomic effects of pricing decisions under various conditions (static/dynamic, isolated/within market competition) and showed that differentiated prices can have a welfareenhancing effect when companies are customer-oriented and rules of fair competitive policy are in place.
Abstract: Determining the “right” product price is one of the most dazzling challenges of modern retailing. Although the price as a marketing instrument has enormous infl uence on consumer decisions and corporate profits, those responsible for effective pricing and profitable price management continue to face significant difficulties. Progress in the field of digitization allows to set prices more dynamically and individually than ever before. This expands the decision-making space of companies and at the same time increases consumers’ concerns about excessive and unfair prices. However, the question arises whether everything that is technically possible can also be successfully implemented in the market. The present study analyses corporate and consumer behavior and macroeconomic effects of pricing decisions under various conditions (static/dynamic, isolated/within market competition). The results show that the current debate about individualized prices expands well beyond the field of current corporate practice. Retailers are particularly conservative towards certain types of price differentiation such as short-term adjustments depending on the time of day or even customer specific prices. In addition, there is a large number of market barriers that conflict with particularly controversial practices of price differentiation. The study provides insights on how price differentiation can be used to achieve a balance between company interests and consumer protection. Finally, differentiated prices can have a welfareenhancing effect when companies are customer-oriented and rules of fair competitive policy are in place.
1 citations