Kimberly Lynn Jensen, Karen Lewis DeLong, Mackenzie Belen Gill and David Wheeler Hughes
This study aims to determine whether consumers are willing to pay a premium for locally produced hard apple cider and examine the factors influencing this premium. This study…
Abstract
Purpose
This study aims to determine whether consumers are willing to pay a premium for locally produced hard apple cider and examine the factors influencing this premium. This study examines the influence of hard apple cider attributes and consumer characteristics on consumer preferences for local hard apple cider.
Design/methodology/approach
Data from a 2019 survey of 875 Tennessee consumers regarding their preferences for a local hard apple cider were obtained. Probit estimates were used to calculate the premium consumers were willing to pay for a locally made hard apple cider and factors influencing this premium. A multivariate probit was used to ascertain factors influencing the importance of attributes (e.g. heirloom apples, sweetness/dryness, sparking/still and no preservatives added) on local hard apple cider preference.
Findings
Consumers would pay a $3.22 premium for local hard apple cider compared with a $6.99 reference product. Local foods preferences, urbanization, weekly purchases of other alcoholic beverages and shopping venues influenced premium amounts. Other important attributes were sweetness/dryness and no preservatives. Influence of consumer demographics suggests targeted marketing of local ciders could be successful.
Originality/value
Few studies examine consumer preferences for hard apple ciders. This study represents a cross-sectional analysis of the premium consumers would pay for local hard apple ciders and the importance of other hard apple cider attributes.
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The use of persuasive mass communication techniques by public relations and advertising practitioners, rather than abating in influence as early theorists hoped because of more…
Abstract
The use of persuasive mass communication techniques by public relations and advertising practitioners, rather than abating in influence as early theorists hoped because of more widespread education, is an increasing component of both private and government communication. In an information environment, persuasion serves a public interest when it assists social utility, but there has been no “macro‐ethical” consistency by practitioners. Indeed, today's global business environment demands an ethically conscious corporate attitude since various publics expect business organizations to take on a greater role in solving community problems—they want to see corporations be ethical in word and act. However, the lack of a single common framework for deciding what is ethical and what is not thus ultimately influences the outcome of public policymaking and the reputation of public relations. This article argues that business ethics matter for the bottom line, with ethical practice and openness in communication the keys to survival in the 21st century. Amoral leadership, exemplified by situational management theories, is outdated (and worse, increasingly ineffective). Change, however, also requires action and a willingness to be open to communication to many constituencies and cultures. Old internal divisions in firms also must be dissolved, with more flexible structures and communications interplay encouraged. Experienced international public relations practitioners must be part of this change.
David R. Wheeler and Charles J. Shelley
Forecasts of demand for innovative, high‐technology products in the 1980s have usually erred on the high side, often by as much as 50 percent or more. Business decisions based on…
Abstract
Forecasts of demand for innovative, high‐technology products in the 1980s have usually erred on the high side, often by as much as 50 percent or more. Business decisions based on those inflated forecasts have sometimes spelled disaster: empty plants, layoffs, even bankruptcy. This article examines the problem of overoptimistic forecasting in the high‐technology arena, offers reasons for this bias, and suggests some action recommendations which can be applied by high‐tech decision makers to make forecasts more realistic. These recommendations include getting to know your market better, developing forecasting judgment, and finally, applying a “deflator” of up to 30–50 percent to forecasts that involve an abnormally high level of risk.
Kevin McKague, David Wheeler, Corrine Cash, Jane Comeault and Elise Ray
Martyn Bridges, Paul Atkinson, Robert Rhodes and Rowan Bosworth‐Davies
The case involved four accountants, a barrister and 12 separate tax ‘avoidance’ schemes. The accountants and the barrister were charged on an indictment with 14 counts of cheating…
Abstract
The case involved four accountants, a barrister and 12 separate tax ‘avoidance’ schemes. The accountants and the barrister were charged on an indictment with 14 counts of cheating the public revenue by falsely representing that the apparent purchases by the UK companies were bona fide commercial transactions.
Wayne McPhee and David Wheeler
Porter's value chain has been a keystone of strategic analysis. However, because of processes associated with economic globalization: outsourcing, brand marketing and “knowledge…
Abstract
Purpose
Porter's value chain has been a keystone of strategic analysis. However, because of processes associated with economic globalization: outsourcing, brand marketing and “knowledge economy” phenomena, value drivers have changed dramatically over the last 20 years. The added‐value chain provides an expanded mental model for practitioners and academics to develop and communicate strategies for value creation.
Design/methodology/approach
The expanded set of activities in the added‐value chain was developed based on experience using the value chain in real world situations and analyzing leading business and strategy models that are commonly used by firms today.
Findings
The added‐value chain incorporates new sources of value creation such as the firm's brand, reputation and “social capital” or goodwill in addition to profit margin. The Added‐Value Chain also adds three primary activities.
Practical implications
Managers performing value‐chain analysis need to take into account newly important business drivers.
Originality/value
Expanding the value chain ensures that no potential strategic activity is forgotten and no opportunity for enhancing value is over‐looked.
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Effective international marketing requires collection of large amounts of data from diverse sources and sensitive use of such information in marketing strategy. While marketing…
Abstract
Effective international marketing requires collection of large amounts of data from diverse sources and sensitive use of such information in marketing strategy. While marketing information systems help managers incorporate some kinds of data into their planning, content analysis offers a different set of insights into cultural concepts, themes and trends not usually captured by traditional data systems. Content analysis has evolved as a research technique since the 1920s, largely in social science applications. Today, aided by new analytical techniques and optical scanners, which can read huge volumes of material inexpensively; and state‐of‐the‐art computer software, which can handle languages such as Chinese, Japanese, and Arabic, content analysis has great promise for international marketing applications.
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Chris Browne and David Wheeler
The changing nature of corporate real estate (CRE) management and the realignment of its goals has meant that about a third of corporations have now outsourced much of their…
Abstract
Purpose
The changing nature of corporate real estate (CRE) management and the realignment of its goals has meant that about a third of corporations have now outsourced much of their facilities management activities. The purpose of this paper is to explore the experiences of successful real estate outsourcing models and discuss how this experience could be applied more widely in the industry.
Design/methodology/approach
Research was conducted by CB Richard Ellis among 32 corporations, which showed a wide range of approaches to retained CRE organizations. Further analysis was made of a number of relationships between CB Richard Ellis and their existing clients in order to determine a “best practice” organizational structure.
Findings
There were a wide variety of organizational questions that impacted on the size of the retained team and the conclusion was that, “No one size fits all”. The number of CRE personnel varied significantly, based largely on the company's approach to and degree of, outsourcing. In order for the client to receive innovative and cost effective solutions to its real estate service requirements, a collaborative and strategic partnership is critical. The “best practice” structure is flexible, stimulates cooperation and creates an environment of strategic partnership to ensure a productive level of communication and collaboration where ideas can be rewarded.
Originality/value
This paper provides useful insight into how the combined organization of client and service provider can be optimized in order to maximize the efficiency of the outsourcing process.
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The purpose of this paper is to describe Mibanco's challenges in offering credit to individuals who have never had access to the formal banking system in Peru. The purpose of the…
Abstract
Purpose
The purpose of this paper is to describe Mibanco's challenges in offering credit to individuals who have never had access to the formal banking system in Peru. The purpose of the case is to explain how Mibanco's innovative products and services have contributed to its success in enabling thousands of Peruvians to gain access to banking services. The paper also describes Mibanco's latest adaptations in response to growing competition to provide banking services to the lower income segments of the market.
Design/methodology/approach
The case study research methodology combines primary data from key informant interviews with Mibanco's CEO Rafael Llosa and other senior executives as well as academics and investment professionals familiar with Mibanco's operations. Secondary data were also collected from Mibanco's annual reports and other published sources.
Findings
The paper describes Mibanco's innovations in overcoming constraints in its operating environment. The case also documents the important role that Mibanco has played in transforming the Peruvian financial market through its pioneering development of financial products and services for the poor.
Originality/value
The paper describes Mibanco's role in influencing the Peruvian financial system as a whole and specifies the strategies that Mibanco's executive management has established to overcome the risks and challenges faced by the institution.
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The purpose of this paper is to determine the contribution of grassroots (mostly informal) businesses to post‐conflict, socio‐economic development in Liberia.
Abstract
Purpose
The purpose of this paper is to determine the contribution of grassroots (mostly informal) businesses to post‐conflict, socio‐economic development in Liberia.
Design/methodology/approach
The research findings are based on quantitative data from a survey of 1,823 grassroots business owners from the central region of Liberia and qualitative data from 48 key informant interviews and 22 focus groups.
Findings
Grassroots businesses ensured access to goods and services in remote towns and villages, a key component of post‐conflict development. Although they were usually profitable and had high loan repayment rates, inadequate loan opportunities undercut their contributions to private sector growth and capacity development.
Originality/value
This research points to the contribution of grassroots businesses to post‐conflict social and private sector development, a relatively unexplored area of research in Liberia. The study reveals how grassroots businesses provide needed goods, services, and livelihoods in inaccessible parts of Liberia. This research can be used by government and non‐governmental organization to contribute to improve the economic situation for grassroots businesses in Liberia.