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| Gow, Hamish R.; Oliver, Lance D.; Gow, Neil G.. |
| Successful value creation requires not only exploiting productivity gaps but also pursuing the opportunity gaps that technological innovation and changing customer preferences provide. However, the pursuit of opportunity gaps requires firms to refocus their energies toward developing new, innovative, and flexible marketing processes and architectures in which the necessary skills, resources, and core competencies, whether within or outside the firm's boundaries, can be combined. The establishment of flexible modular architectures is not a trivial task; it requires an understanding of the critical processes and constraints driving innovation within a chain. The adoption of modular architectures can provide opportunities to create greater product... |
| Tipo: Journal Article |
Palavras-chave: Marketing. |
| Ano: 2003 |
URL: http://purl.umn.edu/27955 |
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| Oliver, Lance D.; Gow, Hamish R.. |
| Little attention has been given to the process of development that leads to alliance relationships flexible enough to withstand unforeseen environmental shifts and evolve while others fail. We believe that the problem stems from the contractual rigidity imposed by partners in the initial stages to the formation of an alliance. This paper analyzes a process to create self-enforcing agreements that lead to a flexible alliance architecture capable of reconfiguration to meet the demands of environmental change. Using an empirical case study of "Cellars of Canterbury" a New Zealand wine producing and marketing joint venture, we suggest that immediate value creation establishes private enforcement capital in a relationship which allows for critical... |
| Tipo: Conference Paper or Presentation |
Palavras-chave: Agribusiness. |
| Ano: 2002 |
URL: http://purl.umn.edu/19808 |
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| Gow, Hamish R.; Oliver, Lance D.; Gow, Neil G.. |
| Continued value creation is paramount for the survival of firms competing in today's high velocity global business environment. This paper presents a conceptual framework for understanding how firms can create and capture value within a highly volatile and uncertain business environment by exploiting both performance gaps and opportunity gaps through the development and use of flexible supply chain architectures. The choice of flexible organizational architecture allows for the continued reconfiguration of the independent modular components of the supply chain so as to achieve optimal leverage of both the firms core competencies as well as their collaborative partners complementary resources. The case of Cellars of Canterbury, a New Zealand based... |
| Tipo: Conference Paper or Presentation |
Palavras-chave: Industrial Organization; International Relations/Trade. |
| Ano: 2002 |
URL: http://purl.umn.edu/16611 |
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