Angelo Cavallo, Silvia Sanasi, Antonio Ghezzi and Andrea Rangone
This paper aims to examine how competitive intelligence (CI) relates to the strategy formulation process of firms.
Abstract
Purpose
This paper aims to examine how competitive intelligence (CI) relates to the strategy formulation process of firms.
Design/methodology/approach
Due to the novelty of the phenomenon and to the depth of the investigation required to grasp the mechanisms and logics of CI, a multiple case study has been performed related to four companies located in Brazil that adopted CI practices within dedicated business units to inform and support strategic decision-making.
Findings
The authors provide detailed empirical evidence on the connection and use of CI practices throughout each stage of the strategy formulation process. Moreover, the study suggests that CI practices, despite their strategic relevance and diffusion, are still extensively adopted for tactical use.
Originality/value
This study sheds light on how CI practices may inform, support, and be integrated in the strategy formulation process, as few studies have done before.
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Antonio Ghezzi, Angelo Cavallo, Silvia Sanasi and Andrea Rangone
This study aims at exploring how small and medium enterprises (SMEs) can implement a more open and co-creational business model by actively collaborating with startups.
Abstract
Purpose
This study aims at exploring how small and medium enterprises (SMEs) can implement a more open and co-creational business model by actively collaborating with startups.
Design/methodology/approach
Because of the novelty of the SME–startup collaboration phenomenon and to the depth of the investigation required to grasp the mechanisms and logic of an open and co-creational business model, a single-case study has been performed related to investigating a collaboration between an SME and a startup.
Findings
The authors provide detailed empirical evidence on how SMEs may structure a “systematic” approach to design and execute an open business model enabled by startup collaboration. Moreover, this study suggests that the business model innovation process represents a necessary forerunner of an open business model. Finally, the authors contend that research on open business models should entail a broader perspective beyond the innovation process, to include business model validation through testing approaches like the lean startup.
Originality/value
This study takes as the locus of investigation the original perspective of the external partner of a focal firm willing to innovate. This study offers a unique contribution because, to date, few studies adopted such view within a relevant and under-remarked empirical setting linking SMEs and innovative startups.
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Antonio Ghezzi, Raffaello Balocco and Andrea Rangone
This study aims to recognize the growing importance of Open Innovation (OI) theory and practice in the broader fields of Management and Information Systems, and focuse on the…
Abstract
Purpose
This study aims to recognize the growing importance of Open Innovation (OI) theory and practice in the broader fields of Management and Information Systems, and focuse on the relationship existing between OI and a firm’s Business Strategy. Hence, the study aims at investigating the multifaceted OI – Strategy nexus at a business level, assessing how OI initiatives influence Strategy within the Mobile Telecommunications Industry and thus contributing to framing and classifying such inherent relationship.
Design/methodology/approach
A data-driven research approach is used, based on 45 qualitative interviews on firms operating in the Mobile Industry and involved in OI initiatives.
Findings
Six cross-themes the OI–Strategy relationship in the Mobile Industry revolves around are identified, i.e. OI and Competitive Advantage; OI and Strategic Positioning; OI and Business Models; OI in Networks; OI and Co-opetition; and OI and Resilient Business Advantages. For each theme, examples from the sample of interviewed Mobile firms are organized and reported. The key managerial issues emerging in the attempt to relate OI initiatives and the firm’s overarching Strategy are also underscored and organized in three streams, namely, designing an open business model; achieving competitive advantage through value capture; and nurturing OI as a dynamic capability.
Originality/value
The proposed reorganization of real-world OI and strategic initiatives in the Mobile Industry, together with the underscoring of key managerial issues, constitutes a comprehensive research agenda or roadmap, with value for both academics and practitioners.
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Cristina Masella and Andrea Rangone
Literature on supply chain management has been recently stressing the need for co‐operation and integration between suppliers and customers, highlighting the critical role played…
Abstract
Literature on supply chain management has been recently stressing the need for co‐operation and integration between suppliers and customers, highlighting the critical role played by the supplier in contributing to the overall performance of the purchaser. Consequently supplier selection is one of the purchasing manager’s most critical tasks, as demonstrated by the number of articles that have dealt with vendor selection criteria and techniques in the light of the requirements of the new environment. The paper proposes four different vendor selection systems (VSSs) depending on the time frame (short‐term versus long‐term) and on the content (logistic versus strategic) of the co‐operative customer/supplier relationships. More precisely, the suggested VSSs consider, in an analytic hierarchy process framework, different sets of measures, deriving from a non‐conventional model of the supplier based on the dynamic system and on the resource‐based approach.
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Giovanni Azzone, Umberto Bertelè and Andrea Rangone
Draws attention to the recent emergence of a new model of how firmscompete – known as the resource‐based approach – which viewsthe firm as a set of critical resources, defined as…
Abstract
Draws attention to the recent emergence of a new model of how firms compete – known as the resource‐based approach – which views the firm as a set of critical resources, defined as resources which are scarce, defendable, difficult to market and initiate and hence usable as the basis for long‐term competitive advantage. Offers a reference framework for creating a resource measurement system and links the resource measures to the overall performance of the company in terms of shareholder value.
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Andrea Rangone and Filippo Maria Renga
The paper presents an exploratory study to investigate the impact of B2e MI applications and, in particular, an empirical analysis of the main features of Italian B2e MI…
Abstract
Purpose
The paper presents an exploratory study to investigate the impact of B2e MI applications and, in particular, an empirical analysis of the main features of Italian B2e MI applications for automating sales‐ and field‐force activities.
Design/methodology/approach
The study has been carried out with 16 case studies of B2e MI applications employed in different Italian companies.
Findings
The paper describes the main features and impacts of the applications, showing how the network is utilized, how the device and the usage mode (online or offline) affect these applications and indicating the major opportunities for improvement.
Practical implications
Some indications for management regarding B2e mobile applications are the need: to develop simple applications; and to start mobilizing the sales‐force, because this provides faster pay‐back and easiest implementation.
Originality/value
The paper provides material to illustrate the current situation and serve as a starting point for scientific analysis. Findings regarding the use of mobile phones and mobile networks as compared to fixed‐line solutions are presented and explained. Differences in the use patterns of the applications are also discussed with real case examples.
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Marta Valsecchi, Filippo Maria Renga and Andrea Rangone
The paper's aims are to estimate the size of the Italian market for mobile customer relationship management (mCRM) services and to try to evaluate some benefits that can be…
Abstract
Purpose
The paper's aims are to estimate the size of the Italian market for mobile customer relationship management (mCRM) services and to try to evaluate some benefits that can be obtained through the use of mCRM applications by companies.
Design/methodology/approach
The research involved a census of mCRM applications in order to construct a typology of mCRM applications being used and the analysis of some case studies to assess the impact of such applications on the perspective adopted by the company. This second phase involved interviews with managers of the companies.
Findings
In 2005, 1,077 mCRM services were used by 405 companies in Italy. The main benefits found were the improvement of customer satisfaction, an increase in the efficiency of internal processes and an increase in revenue.
Research limitations/implications
The present research considers only Italian services based on data and not on voice. Future research will be required to investigate end‐user needs and wants (which are not treated in this paper) and to make a comparison between the Italian market and other markets.
Practical implications
This research is the first step towards the generation of a systematic study of mCRM applications and their future development. The hope is that other companies could benefit from the use of these kinds of technologies.
Originality/value
The present research focuses upon companies that give a strategic role to their relationship with customers. The results provide a systematic typology of current services for those companies that do not know about opportunities offered by the mobile channel.
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Andrea Rangone and Alessandro Turconi
The television business, traditionally static and conservative, is undergoing a deep transformation process in the multimedia age. Technological (r)evolutions are driving…
Abstract
The television business, traditionally static and conservative, is undergoing a deep transformation process in the multimedia age. Technological (r)evolutions are driving important changes in the market offer and broadening the boundaries of the television business. These are becoming fuzzier and fuzzier and opportunities for new entrants have been largely increasing. This article provides an exhaustive review of the ongoing processes changing television and proposes a strategic reference framework for comprehending the new structure of the television business.
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Many authors have suggested including non‐financial measures, besides traditional cost measures, in manufacturing performance measurement systems, in order to control the correct…
Abstract
Many authors have suggested including non‐financial measures, besides traditional cost measures, in manufacturing performance measurement systems, in order to control the correct implementation of the manufacturing strategy with respect to all competitive priorities (quality, timeliness, flexibility, dependability, etc.). But the use of non‐financial performance measures makes it difficult to assess and compare the overall effectiveness of each manufacturing department, in terms of support provided to the achievement of the manufacturing strategy, since to this aim it is necessary to integrate performance measures expressed in heterogeneous measurement units. Aims to show the potential of the analytical hierarchy process (AHP) for assessing and comparing the overall manufacturing performance of different departments. Does not report the detailed analytical description of the AHP but focuses on the practical problems and managerial implications related to its application to performance measurement, pointing out also its assumptions and limitations.
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Antonio Batocchio, Antonio Ghezzi and Andrea Rangone
The purpose of this paper is to identify and discuss the reasons why business models fail, while also identifying the features necessary to develop a method that enables the…
Abstract
Purpose
The purpose of this paper is to identify and discuss the reasons why business models fail, while also identifying the features necessary to develop a method that enables the evaluation of the implementation process of the business model, and is able to help in its development.
Design/methodology/approach
The proposed method (roadmap for implementation of business models – RIBM) is composed of nine steps, and seven initials conditions (limitations). Such conditions reduce its complexity (e.g. performance management system is defined in the company).
Findings
Some reasons why business models fail (alignment between value proposition and customer segment (value proposition); business model financial viability (costs and revenue); environmental constraints not fully integrated with the design of the business model (environment); business model execution (management), etc.) and made some considerations about the implementation of business models.
Research limitations/implications
This work was developed in a small business (with a small team and the external member). The business complexity level and number of processes involved are much smaller when compared with a mid-size or large company. Another factor that contributed to mitigating the problem is that the enterprise had a well-structured report once the owners had made annual analysis and discussed how to improve and expand the business.
Practical implications
In this application, RIBM showed a potential tool to minimize flaws in implementation processes of business models.
Originality/value
The business model concept is relatively new in the literature. And because of its strategic importance has been the target of all major schools in the area. This work, in particular, deals with the question-related failures that occur in the process of implementing business models.