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The COVID-19 pandemic has significantly affected service small- and medium-sized enterprises (SMEs), increasing the importance of understanding how these businesses can become more resilient and how service innovation can be an effective strategy to increase their adaptive capacity and survival. This study aims to examine the role of dynamic capabilities in service innovation as a factor explaining the resilience of SMEs in Puerto Rico and the Dominican Republic during the COVID-19 crisis and its impact on service innovation. Additionally, the authors assess whether service innovation has a significant impact on value cocreation in these businesses.

This study used a quantitative method by surveying 118 SME owners in Puerto Rico and the Dominican Republic. The data were analyzed using partial least-squares structural equation modeling.

The results reflect important theoretical contributions by analyzing resilience from an innovation perspective instead of a retrospective approach, which is an area that has not been analyzed in the literature. Additionally, theoretical contributions to marketing services in SMEs are discussed, which is an underresearched topic. The results advance by discussing the role of service innovation through the reconfiguration of resources and how this can be an effective strategy to increase value cocreation with customers during crises.

This study is original in that it analyzes resilience from the perspective of innovation, and not from a retrospective approach. It offers a vision in response to the need for studies that provide a clearer conceptualization of resilience in small businesses. This highlights the importance of considering regional differences and service innovation as effective strategies to enhance resilience and value cocreation with customers.

At the onset of the COVID-19 pandemic, social distancing measures and diffuse communication by media led to consumers’ uncontrolled product purchases worldwide. This phenomenon was described as a psychological effect experienced by fictitious scarcity, anxiety and herd mentality exacerbated by the media. This exploratory study aims to analyze the impact of risk communication on the perceived risk from the psychological dimension of consumer behavior amid the COVID-19 pandemic.

An exploratory study was conducted through an electronic survey one week after implementing social distancing measures in Puerto Rico. With a sample of 353 participants, the data analysis was carried out by PLS-SEM, partial least squares structural equations (PLS-MGA), multi group test (MGA) and hierarchical component models to answer the research hypotheses.

The results revealed that risk communication activates the perceived psychological risk during the COVID-19 pandemic, and the way in which the consumer faces the psychological risk is explained by the perceptions of scarcity and the bandwagon effect.

To the best of the authors’ knowledge, this study is a pioneer in presenting relationships between risk communication and perceived risk in consumer behavior, a topic that needs to be addressed in the academic literature. The research makes significant contributions to the study of consumer behavior by empirically validating the three phases of the Conchar model – risk framing, risk assessment and risk evaluation – where risk communication offers an excellent delineation to understand the consumer’s behavior during a pandemic.

Thousands of supervisors and employees who have direct contact with customers are being trained in customer care. Although an important element in quality initiatives, customer care training is all too often an example of management satisfaction with the quick fix. When senior management is committed to customer focus rather than mere care, the results can be dramatic. Illustrates this concept of customer focus with personal experience of two competing airlines facing a problem. Both are good, efficient companies, interested in their customers. But there is a difference.

The purpose of this paper is to study the effect of various stoichiometric ratios for synthesised epoxy phenolic novolac (EPN) resins on their physicochemical, thermomechanical and morphological properties.

In the present study, EPN (EPN-1, EPN-2, EPN-3, EPN-4 and EPN-5) resins were synthesised by varying five types of different stoichiometric ratios for phenol/formaldehyde along with the corresponding molar ratios for novolac/epichlorohydrin. Their different physicochemical properties of interest, thermomechanical properties as well as morphological properties were studied by means of cured samples with the variation of its stoichiometric ratios.

The average functionality and reactivity of EPN resin can be controlled by controlling epoxy equivalence as well as cross-linking density upon its curing as all of these factors are internally correlated with each other.

Epoxy resins are characterised by a three-membered ring known as the epoxy or oxirane group. The capability of the epoxy ring to react with a variety of substrates imparts versatility to the resin. However, these resins have a major drawback of low toughness, and they are also very brittle, which limits their application in products that require high impact and fracture strength.

Epoxy resins have been widely used as high-performance adhesives and matrix resins for composites because of their outstanding mechanical and thermal properties. Because of their highly cross-linked structure, the epoxy resin disables segmental movement, making them hard, and it is also notch sensitive, having very low fracture energy.

Epoxy resin is widely used in industry as protective coatings and for structural applications, such as laminates and composites, tooling, moulding, casting, bonding and adhesives.

Systematic study has been done for the first time, as no exact quantitative stoichiometric data for the synthesis of EPN resin were available on the changes of its different properties. Thus, an optimised stoichiometric composition for the synthesis of the EPN resin was found.

Opens by exploring the changing relationship between customer value and how it has been traditionally interpreted within the organisation. Business leaders today acknowledge that the traditional 4Ps approach to brand marketing needs to be transformed in order to realise a broader vision of customer value across the organisation. Argues that it is the business leader who should be leading this transformation, as manager of the organisation's brand and its values, as well as challenging the marketing department to redefine its role as brand custodians. Outlines a framework which enables senior management to develop superior customer value through branding and positioning their organisation and to deliver this value through its business processes. Uses practical examples to illustrate the use of this framework and concludes by considering whether or not the traditional marketing department is acting as a barrier when it comes to positioning and branding their organisation.

Calls into question the widespread, and seemingly inevitable, globalization of Western business practices into every corner of the planet. Challenges the assumption that host countries will necessarily benefit from globalization. Stimulates critical thinking and reflection about globalization′s origins, cultural sensitivity, fairness, sources of power and future impact on the wellbeing of our planet. Employs a variation of “deconstruction” and notions of post‐modernism to engender an emancipatory anti‐globalization praxis for teaching and consulting. Offers some preliminary contours of a postmodern anti‐globalization discourse employing examples from The Body Shop International plc.

The concept of Brand Knowledge Management looks to move brand‐led organizations from content to process and from data to tacit knowledge. This paper proposes a manifesto for brand marketing that re‐focuses its activities and challenges the roles, structures and behaviour of its management. Above all, it provides a new framework for developing, exploiting and managing brand knowledge.

The purpose of this paper is to explore consumer behavior regarding women's decisions concerning fashion in the emerging marketing of Kazakhstan.

Literature review formed the basis of the questions asked to several focus groups and in‐depth interviews of 48 Kazakhs representing the average age of Kazakhstan. The approach of the paper is exploratory as there is not a lot of research concerning the Kazakhstani marketplace.

Kazakhstani women are becoming aware of their rights to choose clothing and location of purchase. They expect to be treated with respect. The women are value conscious, thinking brand names enhance the value of clothing and will shop sales regardless of the actual discount. Kazakhstani women are extremely fashion conscious and look to the media for current fashions. They are wary of anything coming out of China. There are five market segments into which these women can be divided.

The study was done in Almaty and may not reflect people outside urban Kazakhstan.

Kazakhstan is opening as a marketplace. In order to understand how to market in Kazakhstan, firms must understand what is wanted and this paper begins this exploration.

This market is unexplored both academically and by many clothing manufacturers. This market is opening and thus information concerning the marketplace is necessary.

The purpose of this paper is to find out what exactly the term business model innovation encompasses and what type yields the best results.

IBM Consulting researchers first identified the main types of business model innovation, which can be used alone or in combination. They then compared these three types of business model innovation across 35 best practice cases.

The study found that all new business models can be classified into three types: innovations in industry models; in revenue models and in enterprise models. A key finding was that each type of business model innovation, with the right strategy and strong execution can generate success.

Researchers found that while network plays are being used by diverse companies in different industries and regions and of varying age, size and other characteristics, this tactic has been a particularly useful strategy for older companies.

The study found that best business model innovation strategies provide a strong fit between the competitive landscape for a particular industry and the organization's strengths, shortcomings and characteristics such as age and size.

Product advantage is consistently identified as the most important product characteristic in explaining the adoption and success of a new product. In small- and medium-size enterprises (SMEs), in particular, improving new product performance is critical in supporting SME survival and growth. Given that SMEs are a vital component of most economies improving their ability to effectively launch new products is an essential activity for sustainability. However, although literature illustrates that developing products with high levels of product advantage and new product development is advantageous, few studies have explored product advantage activities in SMEs and consequently research on product advantage is over-reliant on large firm studies. Given the specific resource constraints which challenge SME new product development (i.e. financial, expertise, access to networks etc.) context-specific research is critical. The purpose of this paper is to address these gaps in literature by exploring the product advantage activities in four manufacturing SMEs actively engaged in product development.

The research question centres on exploring the antecedents of product advantage in SMEs (market uncertainties, competitive intensity, resource uncertainties and technological uncertainties) in the context of multi-dimensional perspective of product advantage (consisting of product innovativeness, product superiority and product meaningfulness). A qualitative interpretivist approach was used to explore the research question exploring the antecedents to, and nature of, product advantage in SMEs. Case studies were used to inductively and holistically view SMEs in their entirety, this approach facilitated in-depth understanding of the reality of the SME and allowed for the interpretation of the SMEs owner/managers perspectives on product advantage.

The empirical findings suggest that the most significant antecedent of product advantage in the case SMEs was competitive intensity followed by technology uncertainty and resource uncertainty and then market uncertainty. Product advantage was found to be strongly based on product meaningfulness with elements of product innovativeness and product superiority also defining their perspective of product advantage.

There are several implications for SME owner/managers arising from this study. In the context of these findings, SMEs need to carefully consider three issues in supporting their new product development: first, their dependence on letting existing customers drives their new product development; second, owner/manager perceptions of product advantage are focused on delivering guaranteed sales, this focus nurtures incremental continuous product development rather than radical discontinuous innovation. While this strategy is low risk and supports SME sustainability, it could lead to less ambitious innovation strategies and slower growth for SMEs; third, antecedents of product advantage such as competitive intensity, technology uncertainty and resource uncertainty and market uncertainty need to carefully managed.

This study illustrates the complex nature of the antecedents and nature of product advantage in SMEs. The study provides insight into the product advantage characteristics that SMEs consider important in the development of new products. Different elements of each of the three product advantage constructs (product meaningfulness, product superiority and customer meaningfulness) are considered important under different conditions. Throughout this analysis, market needs and wants, technology, competitors and resources emerged as the defining conditions upon which product advantage decisions are based. More specifically knowledge regarding the market, technology, competition and the availability of resources dictated the type and levels of advantages that were presented in new products.