INSIGHTS INTO THE INTERFACE BETWEEN ENTREPRENEURIAL AND DIGITAL MARKETING

Simone Guercini,Matilde Milanesi,Silvia Ranfagni 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

This paper builds on issues that surround the interface between entrepreneurial and digital marketing. In particular, it proposes a conceptual framework that relates digital market knowledge, market representation and decision making in the context of entrepreneurial SMEs. Thus, the paper contributes to the understanding of how entrepreneurs deal with digital market knowledge, and how such knowledge contributes to changes in representing markets and decision making. A growing awareness of the importance of entrepreneurship and innovation to marketing, and of marketing to successful entrepreneurship, has led to attempts to combine the two disciplines as “entrepreneurial marketing”. Scholars debate on the role of marketing in the entrepreneurial process (Schindehutte et al., 2009), and consider the marketing content of the entrepreneurial role (Guercini, 2012). It is argued that entrepreneurial marketing emphasizes the adaptation of marketing to forms that are appropriate to small and medium‐sized enterprises (SMEs), even if entrepreneurial relates more in general to the marketing-entrepreneurship interface and the idea that marketing and entrepreneurship are fundamentally intertwined and necessary to the other. Marketing and the entrepreneurship take place in a context in which information technologies, data communication and data processing technologies are tools to manipulate, organize, transmit, and store information in digital form. More specifically, one of the major changes undergone by traditional marketing is determined by the emergence of digital marketing, which provides several tools and metrics, such as web analytics, for decision makers. However, it is yet not sufficiently clear how entrepreneurs deal with this type of knowledge emerging in a digital context, and how they use it in their decision making. The paper proposes a cross-case analysis based on in-depth interviews with entrepreneurs from SMEs in the fashion industry, a relevant empirical context that has experienced, before others, the implementation of digital marketing strategies. The analysis suggests the existence of different entrepreneurial profiles based on the approach adopted in dealing with digital market knowledge, as well as the existence of different types of relationships between entrepreneurs and digital market knowledge and alternative consequences in terms of decision-making processes.

항공 요구조건에 따른 TruPrint 5000 에 대한 Ti6Al4V의 기계적 특성 평가

Simone Koummarasy,Jan Christian Schauer,Matthias Mueller 한국레이저가공학회 2021 Laser Solutions Vol.24 No.10

본 보고서는 Toolcraft와 TRUMPF가 TRUMPF에서 출시한 최신 설비 중 하나인 TruPrint 5000에서 Ti6Al4V시편의 초기 검증에 어떻게 접근했는지에 대한 방법을 소개하는 내용으로 구성되어 있다. Laser Powder Bed Fusion (LPBF) 기술을 사용하여 적층 제조된 부품에 대한 항공 요구 사항에 따라 Toolcraft에서 산업용 항공 우주 환경 내 TruPrint 5000에서 테스트 빌드 작업을 설계 및 생산했다. 본 자료의 주 내용인 재료 특성 관련 결과(CT 촬영, 미세구조 및 입자 크기, 인장시험, 피로시험, 파괴인성 등)는 정식 인가를 보유한 외부 시험 기관을 통하여 평가 및 확인하였다.

Developing fashion retail operations to growth in emerging markets

Simone Guercini,Andrea Runfola 한국마케팅과학회 2019 Journal of Global Fashion Marketing Vol.10 No.2

This paper looks at the relations between the rise of emerging markets and the store openings of marketers from advanced countries. It focuses on the retail operations of Italian fashion brands that have opened sales points in order to gain entry into foreign markets. The paper presents an analysis of an expressly developed database of 2,141 store openings by 311 Italian fashion brands in 322 cities in 82 countries over the period 2006–2015. The analysis highlights a shift of brands stores openings from the developed countries toward emerging markets and discusses the impact of such trend and its relations with the heterogeneity of the firms and markets involved. Some propositions are then formulated regarding the consequences for brand marketers in the developed nations of this ongoing shift of wealth towards the emerging countries.

A local authority governance model: the case of Parma and ‘MasterTown’

Simone Fanelli,Gianluca Lanza 한국행정학회 2017 International Review of Public Administration Vol.22 No.1

In recent decades, the role and power of local authorities in their relations with citizens has changed. Today, new competences and resources, not usually owned by local authorities, are being embedded into the decision-making process, which necessitates the involvement of local stakeholders. A set of different tools (public-private partnership, project financing, etc.) and purposes (urban renewal, territorial marketing, etc.) has been developed to improve this relationship. This paper presents the experience of Parma, an Italian municipality, where a project called ‘MasterTown’ has been developed with the aim of involving different stakeholders in identifying and planning urban renewal. Analysis shows four key factors for the success of MasterTown project: sharing competences and resources, involving citizens, finding alternative financial resources, and assessing social outcomes. The results could be useful to policy-makers in developing renewal processes meeting the needs of all local stakeholders.

Spaces frame interactive emotions, the ELASTICO principle - Architecture designs the interaction of people, compressing or releasing emotions -

( Simone Carena ) 한국감성과학회 2004 추계학술대회 Vol.2004 No.-

New marketing in fashion e-commerce

Simone Guercini,Pedro Mir Bernal,Catherine Prentice 한국마케팅과학회 2018 Journal of Global Fashion Marketing Vol.9 No.1

This paper introduces a special issue devoted to the emergence of new marketing models and tools within a fashion e-commerce context. Despite the importance of physical stores, in recent years, we have witnessed substantial development regarding the electronic trade in fashion products. In eff ect, fashion products represent a major category within e-commerce and have witnessed the development of a “new” form of online marketing. Special attention should be paid to the internationalization of e-commerce within the fashion industry. New models and tools have emerged in relation to: the technology/ consumption interface and the strategies of the diff erent players within the business sector; the integration of online and offl ine fashion marketing; the impact of new IT technologies and new marketing on preexisting fashion marketing policies, such as customization; and the role of new emerging players such as fashion bloggers and infl uencers. In this period of change, new and traditional marketing tools co-exist. The fi ve articles in this special issue seek to contribute to research whose aim is to systemize new models and tools that may be useful for practitioners and marketing researchers working in this fi eld.

A bounded Kohn Nirenberg domain

Simone Calamai 대한수학회 2014 대한수학회보 Vol.51 No.5

Building on the famous domain of Kohn and Nirenberg we give an example of a domain which shares the important features of the Kohn Nirenberg domain, but which can also be shown to be ø-bounded. As an application, we remark that this example has compact automor- phism group.

카사 디 콘핀

Simone Subissati Architects 현대건축사 2019 월간 CONCEPT Vol.- No.248

Heuristics in decision-making by exporting textiles SMEs

Simone Guercini,Runfola Andrea 한국마케팅과학회 2021 Journal of Global Fashion Marketing Vol.12 No.1

This article deals with the use of heuristics in the decision-making process of entrepreneurial exporting Small and Medium-Sized Enterprises (SMEs) in business-to-business settings. It specifically considers the textile industry. Heuristics can be defined as “simple rules” for cognition and action. The article points out the presence of a research gap in the literature on the decision-making of exporting SMEs and deals with the following research question: What heuristics are used in exporting decisions by SMEs in business-tobusiness markets? Empirically, it discusses the findings of seven case studies of Italian exporting textiles SMEs in business-tobusiness markets. The results reveal the widespread use of heuristics and formulate propositions about their features. Findings show that heuristics in exporting SMEs in the textile industry are perceived as effective tools for export decisions, corresponding to personal beliefs of the single decision-maker, intentionally built through experience, generalizable to different export markets, and time tested.

RETAIL STORES OPENINGS AND CUSTOMER EXPERIENCE IN INTERNATIONAL MARKETS. THE CASE OF ITALIAN LUXURY MANUFACTURING COMPANIES

Simone Guercini,Andrea Runfola 글로벌지식마케팅경영학회 2015 Global Fashion Management Conference Vol.2015 No.06

Introduction This article analyzes retail store openings of luxury fashion brands in international markets. Our aim is to point out the relevance of this market entry strategy as well as to highlight the main destination markets and different trends over the 2004-2013 period. More precisely, this article analyzes the role of the retail direct channel as a means to manage relationships with consumers in international markets. The choice to develop retail operations in international markets is considered in this article as one of the key strategies implemented by luxury manufacturing companies. However, it seems to have received minor attention in the academic literature dealing with internationalization (Guercini and Runfola, 2014). Consequently, the main aim of this article is to propose empirical evidence to support the widespread use of this strategy by luxury firms, proposing the analysis of an original database built on the retail store operations of a sample of Italian fashion luxury companies over the period 2004-2013. The retail marketing strategy is a peculiar strategy within the luxury marketing strategies. As stated by Kapferer and Bastien (2012), in fact, through retail store openings (and distribution in general), luxury companies may implement and take advantage from what has been defined by the authors the “watchword of luxury brand management” (p. 233) namely “experience”. In fact, the literature in the field of luxury retailing has pointed out the role of the point of sale from a consumer point of view to experience the value of a company. The discussion on the consumer perspective is increasing in the literature as testified by various contributions aimed at analyzing and discussing how and what kind of experiences could be transferred by the opening of retail stores and in what terms the luxury retail strategy differs from other retail marketing strategies (Dion and Arnould, 2011). The opening of retail stores from luxury companies has been considered within the stream of research on the internationalization of the company. It has been pointed out that companies with luxury positioning can differentiate their offering with respect to mass market retailers and open retail stores even in culturally distant markets (Hutchinson et al. 2009). These openings, however, are considered more as ways of promoting the brand, rather than a structural international retail development (Moore et al., 2010). In fact, it has been noticed that luxury griffes open retail stores quite exclusively in primary locations (Hutchinson et al. 2009) and that most of the internationalization literature on retail stores openings by luxury firms is referred to the opening of flagship stores (Moore et al., 2010), a specific retail store format that from its nature, is mostly related to brand promotion than to an effective and stable retail development. In fact, retailing as international market entry strategy implies significant investment both in economic and cognitive terms (Mattila el al., 2002; Guercini and Runfola, 2010). The study of retail stores opening as an entry strategy in international markets remains an understudied field of study in the academic literature, as evidenced for example by Ilonen et al. (2011) in their study on the importance of branded retail in manufacturers' international strategy. Moreover, the authors point out that among other things, this remains a topic of interest but not yet analyzed in the case of the fashion industry. Following this reasoning, our article aims to answer to the subsequent research questions: RQ1 - What is the evolution over time of the distribution investments of luxury fashion manufacturing companies? RQ2 - Is there a difference between emerging markets and advanced markets for luxury retail store openings? RQ3 - What is the role of metropolitan areas and how does this evolve over time? Methodology and discussion We investigate these research questions in the case of Italian luxury manufacturing companies. In order to study the expansion of Italian luxury companies, we have exploited the information contained in the database that we have created expressly for the purposes of this research. The database has been compiled by examining any news contained in two specialized and highly recognized national fashion-sector publications - Fashion and Pambianco Week - regarding the opening of retail outlets in foreign countries by Italian luxury firms in the decade 2004-2013. For the purpose of this research we have considered as luxury brands those brands that are members of Altagamma, a association whose members are Italian companies that operate at the highest end of the market, and those brands that are recognized globally and by academics and empirical press as luxury brands, although not being members of Altagamma. The above process has identified 594 sales points opened by 39 Italian brands in 62 countries over the period 2004-2013. The top 10 brands for number of store openings over this period are the followings: Prada (64), Salvatore Ferragamo (59), Miu Miu (51), Ermenegildo Zegna (31), Valentino (29), Armani (26), Versace (26), Gianfranco Ferrè (25), Brioni (22), Etro (22). Hereafter we try to describe some preliminary findings regarding the three research questions advanced previously. RQ1 – What is the evolution over time of the distribution investments of luxury fashion manufacturing companies? Our analysis seems to show an evolution in this growth strategy over the period 2004-2013. In fact, if during the period 2004-2008 our analysis shows the opening of 261 single-brand outlets by the enterprises of our sample, during the period 2009-2013 the number of operations became 333 stores. This seems to highlight how, even in a period of international crisis, the retail strategy for luxury companies remained fundamental for growing abroad. The year 2008 is the year with the maximum number of stores opened by our companies (95 stores, roughly 16% of the total 594 stores opened), while the year 2004 is the one with the minimum number of stores opened, only 35 stores (roughly 6%). Moreover, each year from 2009-2011 accounts for over 70 stores. RQ2- Is there a difference between emerging markets and advanced markets for luxury retail store openings? In order to distinguish between “mature”, developed countries and “emerging” ones, we considered the first 24 countries that joined firstly the OCSE as “mature”, while all the remaining countries have been considered “emerging”. Our analysis reveals during the period analyzed a growing incidence by emerging markets compared to mature markets, given that emerging markets account for 60.9% of the openings. Moreover, in each year analyzed emerging markets overcome advanced markets for number of stores opened. However, traditional mature markets for Italian luxury (such as USA or Japan) as well as new emerging markets (such as China and Russia) are within the top destinations all over the period. If we consider only the first three markets for number of retail operations we may note some differences between the two sub-periods. In fact, during the period 2004-2008 the first three markets listed for decreasing number of operations were the USA (45 retail stores opened, 17,2% of the total number of stores), China (29 stores, 11,1% of the total) and India (19 stores, 7,3% of the total). During the period 2009-2013, China increased the number of operations, becoming the leading market with 74 stores, representing 22,2% over the total, followed by the USA (46 stores, 13,2% of the total) and United Arab Emirates (15 stores, 4,5%). The rising of China in the second period, is associated with an increasing importance of other emerging markets such as Brazil and South Korea, that in the previous period were not within the top international destinations. We should however stress that other mature markets, such as France and Japan still have key roles for Italian luxury companies. RQ3 – What is the role of metropolitan areas and how does this evolve over time? Our analysis shows that the major cities world-wide are present in our database. In total the companies in our sample have opened stores in 163 cities. Over the period 2004-2013 the top 10 cities listed for decreasing number of stores are the following: Shanghai (30), Hong Kong (28), New York (25), Moscow (24), Tokyo (22), Paris (21), Dubai (20), London (20), Los Angeles (20), Beijing (20). However, as evidenced by the data, while in the period 2004-2008, the total number of cities targeted by the companies were 83, in the following period 2009-2013 the number cities targeted became 127. This data seems to highlight how, over time, the presence of luxury firms is not only concentrated in the top cities around the world neither only in luxury streets, but affects a larger number of cities and locations. Take for example the case of the new rising Chinese cities of the II, III and IV tiers. To conclude, our research points out how retail strategy implemented by luxury manufacturing companies is one of the driving strategy for relating the company with consumers in international markets. This strategy seems to represent a relevant and widespread used strategy to enter in foreign market and to develop the brand further. Some considerations are due on the limitations inherent in the present study, which can also furnish some useful indications as to future work. The empirical evidence reported here is based on secondary research in market publications. Aside from collecting further, more up-to-date information, future research should be addressed to performing a number of enterprise case studies in order to acquire a better understanding of the phenomena at play through contacts with luxury enterprise managers with whom to share the main aspects involved in establishing sales networks in foreign countries. Moreover, the considerations advanced are based on empirical evidence drawn solely from study of the Italian luxury fashion industry. In this sense, future research should aim to check if any differences exist in retail store openings between the Italian fashion system and the luxury fashion industries of other economically mature nations (e.g., France, the UK, Japan or the USA). Although, our empirical analysis has some limitations, it seems to confirm that the retail market strategy is a key strategy to relate with consumers in international markets and to let them “experience” the brand. For manufacturing companies in the luxury field this strategy should not be considered only in terms of promotion, as typically associated with the opening of flagship stores abroad. Rather, it represents an effective retail strategy with important implications from a managerial point of view. Considering this latter point, future research should be directed towards the study of the different strategic behaviors aiming at pointing out different strategic groups within our companies, for example in terms of company size or destination markets. In general terms, future research should be directed towards the study of the link between retail stores openings and customer experience in international markets. This issue has a particular relevance in the case of the Italian fashion industry, where understanding the retail strategy of luxury companies may contribute to recognize potential bandwagon effects of other companies in this sector, such as small and medium sized companies with other positioning.