Analysis of the superplasticizer demand using computer simulation

Heirati, Arian,Zandi, Yousef,Tafreshi, Shahriar Tavousi,Behruyan, Manuchehr Techno-Press 2021 Advances in nano research Vol.11 No.5

The merits of self-consolidating concrete (SCC) such as high deformability, excellent resistance to segregation, and usability without applying vibration is highly common. To gain an environment-friendly approach or improving SCC properties, cement in SCC can be partially replaced with other materials. However, identifying the most effective parameters on the Superplasticizer demand (SP demand) of SSC would not be easy after the replacement. The main aim of this study is to identify the most influencing approaches on SP demand prediction. Hence, five different approaches in SP demand prediction, including Jring test, V funnel test, Ubox test, 3-min slump value, and 50-min slump value have been considered. Then, different models of an artificial intelligence approach are developed and the most influential one in an accurate SP demand prediction was determined. In comparison with other methods, it was indicated that in estimating the SP demand, V-funnel can be a better technique because of producing the lowest RMSE.

DO EXPLORATORY AND EXPLOITATIVE MARKETING CAPABILITIES REALLY BENEFIT FROM MARKET KNOWLEDGE DEVELOPMENT AND EXTERNAL TIES IN NEW PRODUCT SUCCESS?

Nima Heirati,Aron O’Cass 글로벌지식마케팅경영학회 2014 Global Marketing Conference Vol.2014 No.10

While the necessity of closing the marketing capabilities gap is an important issue, little is known about the mechanisms that enable firms create and refine marketing capabilities to market new products. Although it is suggested that market knowledge enables firms to create and refine marketing capabilities, little is known about why some firms are better at generating market knowledge or the extent market knowledge development impacts marketing capabilities. We advance the literature by showing that the development of market knowledge through internal processes is not sole or main foundation, external ties are also required to facilitate closing the marketing capabilities gap. Building on the literature on organizational ambidexterity, relational governance, and positional advantages, we examine the extent that external ties facilitate the effect of the firm’s market knowledge development processes (MKD) on exploratory and exploitative marketing capabilities. We use the positional advantage principle (Day & Wensley, 1988) to uncover the path that exploratory and exploitative marketing capabilities drive new product success through. Data from a sample of 169 industrial firms using a multi-informant design shows that the interplay between MKD and external ties provide the foundation to build exploratory and exploitative marketing capabilities to successfully market new products. Given the differences in the nature (e.g., goal convergence, longevity) and knowledge embedded in business and political ties, we draw attention to the different impacts that business and political ties have in helping to build exploratory and exploitative marketing capabilities. Our findings reveal that business ties promote the positive effect of MKD on exploitative marketing, indicating that business ties promote a firm’s capacity to improve its existing marketing routines. Political ties, however, enhance the positive effect of MKD on exploratory marketing, indicating that political ties provide support required to create new marketing initiatives (e.g., new distribution channel). Further, we show that distinct positional advantages, differentiation and cost efficiency, help explain how exploratory and exploitative marketing capabilities may be more or less effective in driving new product success. Our results suggest that while both new product differentiation and cost efficiency are significant drivers of NPP, their antecedents are different. Hence, achieving fit between the preferred positional advantage(s) and the type of marketing capabilities represents a critical determinant of new product success.

WHEN DO CUSTOMER PARTICIPATION AND SUPPLIER COLLABORATION HELP B2B SERVICE FIRMS OFFER SUPERIOR PERFORMANCE VALUE AND RELATIONAL VALUE?

Nima Heirati,Aron O’Cass,Klaus Schoefer 글로벌지식마케팅경영학회 2014 Global Marketing Conference Vol.2014 No.11

Deciding what value to offer to customers is a key managerial task in differentiating a service in the market and in satisfying customer needs better than competitors. This task is more critical for B2B services because customer satisfaction results from both the customer’s actual experience with the service and the ongoing interactions a customer has with the service provider. Previous research supports this view by showing that a service’s performance and relational value offerings are paramount in driving customer satisfaction; however, the distinct effect of each of these value offerings on customer satisfaction has not been fully explained. Using a multi-informant design and data from 173 B2B service firms, our study provides a deeper understanding of how the outcomes of performance and relational value vary at different levels of customer participation and supplier collaboration in a B2B service project. This deeper understanding helps managers to identify precisely the conditions under which a specific configuration of performance and relational value offerings is more or less influential with respect to customer satisfaction.

WHEN DO CUSTOMER PARTICIPATION AND SUPPLIER COLLABORATION HELP B2B SERVICE FIRMS OFFER SUPERIOR PERFORMANCE VALUE AND RELATIONAL VALUE?

Nima Heirati,Aron O’Cass,Klaus Schoefer 글로벌지식마케팅경영학회 2014 Global Marketing Conference Vol.2014 No.7

Deciding what value to offer to customers is a key managerial task in differentiating a service in the market and in satisfying customer needs better than competitors. This task is more critical for B2B services because customer satisfaction results from both the customer’s actual experience with the service and the ongoing interactions a customer has with the service provider. Previous research supports this view by showing that a service’s performance and relational value offerings are paramount in driving customer satisfaction; however, the distinct effect of each of these value offerings on customer satisfaction has not been fully explained. Using a multi-informant design and data from 173 B2B service firms, our study provides a deeper understanding of how the outcomes of performance and relational value vary at different levels of customer participation and supplier collaboration in a B2B service project. This deeper understanding helps managers to identify precisely the conditions under which a specific configuration of performance and relational value offerings is more or less influential with respect to customer satisfaction.

DO EXPLORATORY AND EXPLOITATIVE MARKETING CAPABILITIES REALLY BENEFIT FROM MARKET KNOWLEDGE DEVELOPMENT AND EXTERNAL TIES IN NEW PRODUCT SUCCESS?

Nima Heirati,Aron O’Cass 글로벌지식마케팅경영학회 2014 Global Marketing Conference Vol.2014 No.7

While the necessity of closing the marketing capabilities gap is an important issue, little is known about the mechanisms that enable firms create and refine marketing capabilities to market new products. Although it is suggested that market knowledge enables firms to create and refine marketing capabilities, little is known about why some firms are better at generating market knowledge or the extent market knowledge development impacts marketing capabilities. We advance the literature by showing that the development of market knowledge through internal processes is not sole or main foundation, external ties are also required to facilitate closing the marketing capabilities gap. Building on the literature on organizational ambidexterity, relational governance, and positional advantages, we examine the extent that external ties facilitate the effect of the firm’s market knowledge development processes (MKD) on exploratory and exploitative marketing capabilities. We use the positional advantage principle (Day & Wensley, 1988) to uncover the path that exploratory and exploitative marketing capabilities drive new product success through. Data from a sample of 169 industrial firms using a multi-informant design shows that the interplay between MKD and external ties provide the foundation to build exploratory and exploitative marketing capabilities to successfully market new products. Given the differences in the nature (e.g., goal convergence, longevity) and knowledge embedded in business and political ties, we draw attention to the different impacts that business and political ties have in helping to build exploratory and exploitative marketing capabilities. Our findings reveal that business ties promote the positive effect of MKD on exploitative marketing, indicating that business ties promote a firm’s capacity to improve its existing marketing routines. Political ties, however, enhance the positive effect of MKD on exploratory marketing, indicating that political ties provide support required to create new marketing initiatives (e.g., new distribution channel). Further, we show that distinct positional advantages, differentiation and cost efficiency, help explain how exploratory and exploitative marketing capabilities may be more or less effective in driving new product success. Our results suggest that while both new product differentiation and cost efficiency are significant drivers of NPP, their antecedents are different. Hence, achieving fit between the preferred positional advantage(s) and the type of marketing capabilities represents a critical determinant of new product success.