Open AccessJournal Article
Bundling--new products, new markets, low risk.
G D Eppen,W A Hanson,R K Martin +2 more
TLDR
Eppen, Hanson, and Martin this paper argue that the best approach is to treat bundles not as marketing gimmicks but as new products, and they offer seven guidelines for creating competitive bundles and a framework for implementing them.Abstract:
It has long been a marketing axiom that customers buy bundles of satisfaction, not products. It follows, then, that they'll respond to certain combinations of products and services--air conditioners with free installation, combinations of software packages, or season tickets with parking privileges. The difficulty is in devising the bundles that both appeal to consumers and give cost or demand enhancing benefits to the producer. Eppen, Hanson, and Martin argue that the best approach is to treat bundles not as marketing gimmicks but as new products. They offer seven guidelines for creating competitive bundles and a framework for implementing them.read more
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The Design Explorer Project: Using a Cognitive Framework to Support Knowledge Exploration
TL;DR: The ‘Design Explorer’ research project is presented, whose goal is to specify requirements for an information system that will effectively help design team members from different domains and organizational cultures to locate and utilize diverse information sources and interact more effectively throughout the design process.
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Learning from critical case reviews: Emergent themes and their impact on practice
TL;DR: The process of conducting critical case reviews as part of a leadership programme for critical care provided an effective medium to both resolve difficulties and model a means through which teams could effectively manage and communicate patient care issues.
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Understanding How Organizational Culture Typology Relates to Organizational Unlearning and Innovation Capabilities
Antonio L. Leal-Rodríguez,Stephen Eldridge,José Antonio Ariza-Montes,Emilio J. Morales-Fernández,Emilio J. Morales-Fernández +4 more
TL;DR: In this paper, the authors focus on the link between organizational unlearning and innovation capabilities and explore how this relationship might be managed within an innovative firm, using the Competing Values Framework (Cameron and Quinn, 1999).
Journal ArticleDOI
Action learning enabled strategy making
TL;DR: The case is made for action learning to feature more prominently in strategic management literature and, particularly, in the Learning School of strategy making, and it is proposed that using an action learning methodology can effectively contribute to the development of business strategy.