Andy Wei Hao

Name-Your-Own-Price seller’s information revelation strategy with the presence of list-price channel

This study examines the Name-Your-Own-Price (NYOP) retailer’s information revelation strategy when competing with list-price channel. We propose an integrated economic framework focusing on the comparison of expected consumer surplus from bidding at NYOP auction and guaranteed consumer surplus from buying at a list price. We then conduct an empirical study to examine the effects of seller-supplied price information on NYOP bidding outcome (especially on expected winning probability and the number of bidders). The results of our study strongly indicate the effects of seller-supplied information on expected winning probability (as well as the expected consumer surplus) in a NYOP auction. We also illustrate the strategic implications of seller-supplied price information via a revenue simulation for the NYOP seller. Our results suggest that NYOP seller may increase his expected revenue by (1) provide only the upper bound of its threshold price when list price is high (low expected consumer surplus from buying at list price); (2) provide only the lower bound of its threshold price when list price is low (high expected consumer surplus from buying at list price); (3) provide both the upper and lower bound of its threshold price when consumer surplus of buying at list price is unknown.

The Impact of Congruity and Country Image on Global Brand Alliance Evaluation

Abstract The article explores the meaning of congruency in relation to global brand alliances and finds that congruence between partner brands decomposes into two major subdimensions (relevance congruence and expectancy congruence). In addition, the article examines the effect of congruence on consumers’ responses toward the brand alliance in terms of two conceptually distinct constructs: attitude and product evaluation. The results indicate that both relevance and expectancy congruence affect global brand alliance assessments. The results also reveal a significant spillover effect and that country-of-origin image is a significant covariate in determining global brand alliance assessments. As such, in selecting potential brand partners, managers should ensure that the host and partner brands are relevant in the purchase context according to past consumer experiences.

Strategic positioning, timing of entry, and new product performance in business-to-business markets: do market-oriented firms make better decisions?

ABSTRACT Purpose: The mechanism by which market orientation contributes to positional strength of a new product, appropriate timing of entry to the market, and new product performance is examined in a business-to-business (B-to-B) context. Methodology/Approach: We examine the role of new product positional strength and the role of timing of entry in the market orientation—new product performance relationship using 178 firms operating in the B-to-B market. Findings: The results show that establishing a new product’s positional strength is a key step in the success of the new product. Market orientation does not directly influence new product performance. Instead, it shapes a new product’s positional strength, which, in turn, positively influences new product performance in the B-to-B market. Timing of entry decision for the new product, shown to be an outcome of its positional strength, is not a determinant of new product performance. Research implications: We depict the tactical process in new product success and highlight the role of new product positional strength in linking market orientation and new product performance. Practical implications: The findings reveal that market-oriented firms achieve superior new product performance through well-defined positioning strategy for a new product, not rapidity of action. Originality/Value/Contribution: This study explains how market orientation influences new product performance in the B-to-B market, taking into consideration new product positional strength and timing of entry.

Streamlining interfunctional coordination in industrial SMEs: Insights from market-oriented managers

Although the pattern of interfunctional coordination for large firms has been described and studied, little attention is paid to its fit to industrial small and medium-sized enterprises (I-SMEs). This research updates the conventional understanding by investigating the interfunctional coordination pattern in market-oriented I-SMEs, taking into account the customer environment and the organizational environment. Using a multiple case studies method, this study describes the market-oriented practices of interfunctional coordination in I-SMEs. Drawing upon the findings, this study proposes a useful guideline, namely, streamlined interfunctional coordination, for I-SMEs to improve the marketing outcomes. It suggests that, to enhance the effectiveness of interfunctional coordination, I-SMEs should reduce their coordinative intensity in information exchange and limit the amount of relational flows in relationship exchange. This research offers insights into managing organizational culture and market orientation for I-SMEs.