ANSARI, A., KOENIGSBERG, O. and STAHL, F., 2011. Modeling Multiple Relationships in Social Networks. Journal of Marketing Research, 48 (4), pp. 713-728.
Firms have been using social networks more and more to market different products. This could be a reason why firms keep putting effort into researching and looking into the future of these networks. They also try to predict the level of interactivity and the factors affecting customers. The models in this journal explore the reasons behind customer relationships and the structural characteristics of both multiplex and sequential networks.
ALEXY, O. and REITZIG M., 2012. Managing the Business Risks of Open Innovation. McKinsey Quarterly, 1, pp. 17-21.
This article explores the risks that can be associated with innovation. Whenever companies are in an open, intellectual-property-free space, they are in a situation called: open competition, which always has several risks for the company. If a firm is really against risks then it will most likely be against innovation as well as the two usually go hand in hand. The ‘safest’ one company can be in a very competitive and innovative environment is when it specializes on a product or on a product range with similar features.
KIM, S. and MCKERCHER, B., 2011. The Collective Effect of National Culture and Tourist Culture on Tourist Behaviour. Journal of Travel & Tourism Marketing, 28 (2), pp. 145-164.
Cross-cultural understanding is greatly researched all across this field, but in spite of all the money and time going into cross-cultural training programs, research still suggests that miscommunication still exists between the host and the guest cultures. This fact is usually visible because of the expected behaviour differs from the actual one, meaning that there is a gap between theory and practice. This article explores this gap, saying that tourists behave differently in other countries than at home, forming a so called ‘tourist culture’. Therefore, their behaviour when they are abroad are a mixture of their own (usual) behaviour mixed with the native one. These findings should have an impact on cross-cultural training.
BAJS, I., 2011. Attributes of Tourist Destination as Determinants of Tourist Perceived Value. International Journal of Management Cases, 13 (3), pp. 547-554.
All companies, products and services have a whole lot of different attributes a customer can evaluate, so it is interesting to know that customers actually only evaluate a couple of these. This is one of the main reasons why we should be able to tell why customers choose which attribute. This could be hard as not only every situation is different, but not all customers think in the same way as well. So this is why finding characteristics that a set group of customers prefer could be just the competitive advantage the company needs. A customer’s perception is intangible and hard to define so it is extremely important to conduct a qualitative research, for the best results possible. When looking at tourist destination, the main research question when evaluating them was: why do they prefer this destination over the other?