This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/10610429610119405. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/10610429610119405. When citing the article, please cite: Alan Dick, Arun Jain, Paul Richardson, (1996), “How consumers evaluate store brands”, Journal of Product & Brand Management, Vol. 5 Iss: 2, pp. 19 - 28.
Paul Richardson, Arun K. Jain and Alan Dick
Points out that, although blind tests have generally revealed that consumers can detect little difference between store brand and national brand products, private brands still…
Abstract
Points out that, although blind tests have generally revealed that consumers can detect little difference between store brand and national brand products, private brands still only have a small market share (14.9 percent). Using an environmental psychology model as the study framework, which postulates a stimulus‐response process, examines the effects of store atmosphere on consumer evaluations of private brand grocery products. Analyzes the results which show that store aesthetics do influence consumer perceptions of store brand quality. Discusses the managerial implications of the findings and the limitations of the study, and makes suggestions for future research.
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Ajay Kumar Singal and Arun Kumar Jain
The purpose of this paper is to understand and map the global competitiveness of firms in emerging markets. The authors refine a framework (called the “strategic control map”, or…
Abstract
Purpose
The purpose of this paper is to understand and map the global competitiveness of firms in emerging markets. The authors refine a framework (called the “strategic control map”, or SCM) that looks at market capitalization – using two parameters of book equity (size) and price to book ratio (performance) – as a key driver of the competitiveness of firms. However, the SCM has limited value in the context of smaller and largely domestic firms, as is the case in emerging markets. To develop a more comprehensive understanding, additional vital metrics such as the degree of internationalization need to be considered.
Design/methodology/approach
The authors compare top 100 Indian firms against global firms on four dimensions – i.e. market price to book ratio, book equity, scope and scale of international operations. The authors consider data for the year 2009-2010 to make comparisons.
Findings
The SCM, formulated with a developed market focus, is not suitable in the context of emerging markets as it fails to consider internationalization as essential to compete at the global level. Accordingly, the authors propose a new conceptual framework, referred to as the “strategic positioning map” (SPM).
Originality/value
In this paper, the authors argue that “international intensity” and “market capitalization” can be two important dimensions to map the relative paths of growth for firms from emerging markets.
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Arun K. Jain, Christian Pinson and Naresh K. Malhotra
The usefulness of loyalty as a construct for understanding and analysing the market for banking services is here discussed. Using empirical data, the socio‐demographic…
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The usefulness of loyalty as a construct for understanding and analysing the market for banking services is here discussed. Using empirical data, the socio‐demographic, attitudinal and behavioural characteristics of loyal versus non‐loyal bank patrons are described. Bank loyalty can be measured and is useful in explaining differences in banking skills, expected benefits and attitudes towards banks and level of utilisation of banking services.
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Arun Kumar Jain and Ajay Kumar Singal
This paper aims to look at corporate vulnerability – a concept unexplored in literature. It analyzes how firms develop vulnerability as a result of past strategic decisions and…
Abstract
Purpose
This paper aims to look at corporate vulnerability – a concept unexplored in literature. It analyzes how firms develop vulnerability as a result of past strategic decisions and business practices like global sourcing, outsourcing, business models, manufacturing practices, diversification, etc.
Design/methodology/approach
This paper relies on cross-disciplinary theories from natural hazard management and strategy literature to put forth a definition of strategic vulnerability and its dimensions.
Findings
Strategic vulnerability is seen as a multidimensional construct having at least three attributes: Tangible resources that capture the physical assets dimension; Capabilities are the skills, learning and knowledge part; and Fitness that represents the collective ability of an organization to cope with external and internal challenges. Further, vulnerabilities remain inherent in the firm, and may not be visible until organizations face some external stress or adverse scenario.
Research limitations/implications
The framework needs further empirical testing through case studies or other methodologies to bring forth managerial reflections on the three dimensions identified in the paper.
Originality/value
Strategic vulnerability framework helps managers to analyze the dimensions that make strategic position of firms vulnerable to existing or emerging competition. Based on the vulnerability analysis, managers can initiate actions to improve competitive positioning of their firms.
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It is a great honor to be selected as a marketing legend, and 117 of my refereed journal articles are published in nine volumes by Sage India as part of the Legend series. In this…
Abstract
It is a great honor to be selected as a marketing legend, and 117 of my refereed journal articles are published in nine volumes by Sage India as part of the Legend series. In this chapter, I discuss my preparation for an academic career and the trajectory my research has followed. I reflect on my research contributions to marketing by selectively summarizing the key contributions in each of the nine volumes and draw out some lessons and principles I have learned in the process.
Ajay Singal and Arun Kumar Jain
The purpose of this paper is to understand the int4ernationalization path(s) of emerging multinational corporations (MNCs) from India applying the existing theories. Later on, the…
Abstract
Purpose
The purpose of this paper is to understand the int4ernationalization path(s) of emerging multinational corporations (MNCs) from India applying the existing theories. Later on, the paper aims to check for newer explanations using fresh concepts, if required.
Design/methodology/approach
The paper relies upon information from published sources and company annual reports. The authors took CNX100 firms operating in three sectors: viz. automotive, pharmaceuticals and information services, and studied their path of internationalization to draw conclusions.
Findings
Existing theories do not fully explain the internationalization process of emerging MNCs from India. The paper develops a fresh capability‐based model based on the trends that Indian firms build strategic capability before going for asset accumulation to compete at global levels. For this they use various approaches including strategic alliances, joint ventures, and technology acquisition.
Research limitations/implications
The conceptual framework has not been empirically tested.
Originality/value
The paper suggests a fresh conceptual framework “capabilities‐then‐size” that defines the strategic path firms from emerging economies can take to internationalize and compete at global level.
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Alan Dick, Arun Jain and Paul Richardson
Profiles heavy buyers of store brand products and compares themwith light buyers in terms of demographics, socio‐economic, andattitudinal variables. The results suggest that…
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Profiles heavy buyers of store brand products and compares them with light buyers in terms of demographics, socio‐economic, and attitudinal variables. The results suggest that younger, unmarried, and smaller sized households tend to avoid store brands. As compared with heavy buyers, light buyers of store brands are less familiar with them and perceive them to be of lower quality, less value for money and as riskier choices.
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Alan Dick, Arun Jain and Paul Richardson
Using a sample of 872 shoppers and data for 14 products, tests the degree to which extrinsic cue reliance differs between “store brand” versus “non‐store brand” prone consumers…
Abstract
Using a sample of 872 shoppers and data for 14 products, tests the degree to which extrinsic cue reliance differs between “store brand” versus “non‐store brand” prone consumers. Results indicate that store brand prone consumers exhibit significantly less reliance on extrinsic cues in quality assessment. Reliance on brand name had an especially strong effect in forming taste expectations. Price reliance had a marked effect in determining perceptions of quality and reliability of ingredients. Discusses the implications for management.
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Naresh K. Malhotra, Arun K. Jain, Ashutosh Patil, Christian Pinson and Lan Wu
This chapter addresses one aspect of the broad issue of the psychological foundations of the dimensions of multidimensional scaling (MDS) solutions. Using empirical data from…
Abstract
This chapter addresses one aspect of the broad issue of the psychological foundations of the dimensions of multidimensional scaling (MDS) solutions. Using empirical data from three independent studies, it is shown that the dimensionality of MDS solutions is negatively related to individual differences in the level of cognitive differentiation and integrative complexity of individuals and positively related to the individual's ability to discriminate within dimensions. MDS dimensionality is also shown to be affected by a variety of task-related variables such as perceived task difficulty, consistency in providing similarity judgments, confidence, familiarity, and importance attached to the stimuli. The chapter concludes by raising the issue of whether MDS can be validly used to describe complex cognitive processes.