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Results of co-occurrence network analysis of Kayoi customers’ comments

Results of co-occurrence network analysis of Kayoi customers’ comments

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This study explores the value co-creation framework to revive tradition-bound products using rhetorical history and service-dominant logic. This framework shows the effects of using historical significance to enable value co-creation in a new ecosystem by engaging consumers and local communities without eliminating their traditions. Existing studie...

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... Sake has been analyzed from various perspectives, including its history (Kitagaki and Kitamoto, 2013), corporate survival (Sasaki and Sone, 2015), marketing (Lee and Shin, 2015), tradition and new value-creation (Ishizuka et al., 2022), apprenticeship (Hori et al., 2020), and recent influence of wine culture (Tseng and Kishi, 2023;Wang, 2019) https://doi.org/10. 1017/jwe.2024.36 ...
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Using longitudinal data on teams and quality competition results, this study examines the impact of team and task familiarity on brewing excellence in the Japanese sake industry from 1956 to 2018. Sake production involves teamwork at every stage, but while some teams work together long term, others experience high turnover. The study highlights two factors: team familiarity, the collective experience of working together, and task familiarity, the individual experience of the task. High familiarity can strengthen team bonds and improve teamwork, but it can also limit the inflow of new knowledge and thus hinder innovation. This study uses data from national quality competitions and brewer lists, and considers the Great East Japan Earthquake of 2011 as an external shock to address endogeneity and estimate the causal relationship between familiarity and competition outcomes. The empirical results show that increases in both team and task familiarity are negatively associated with quality superiority.
... Business landscapes nowadays are painted by the co-creation of value with customers (Frow et al. 2016;Li et al. 2021;Prahalad and Ramaswamy 2004), which drives the firm's innovative initiatives and attainment of strategic advantage and sustainability (Barrett et al. 2015;Ishizuka et al. 2022;Lusch et al. 2007). Along this surging wave of value co-creation, service-dominant logic (SDL) has become an influential school of thinking (Karpen et al. 2012;Tregua et al. 2021;Vargo and Lusch 2017), triggering a paradigm shift in the areas of marketing and service. ...
... The firm then can turn the insights of bringing the customers benefits into a value proposition (Vargo et al. 2008), which is the central component of its business model that can generate fresh impetus to corporate growth (Osterwalder et al. 2015;Wieland et al. 2017). Despite the increased understanding of SDL (Ishizuka et al. 2022;Tadajewski and Jones 2021;Tregua et al. 2021), little is known concerning how SDL becomes a firm's dominant thinking in leading its development, especially given the fact that such development requires the operation of both service logic and goods logic. ...
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Service-dominant logic (SDL) has become an important thinking, in which service fuels growth of the firm. However, existing evidence offers little explanation of how service emerges as dominant logic. This paper investigates how a firm evolves to become an SDL enterprise. Drawing on theoretical notions of SDL and actor engagement, a case study of Homekoo is performed. The findings show that “service mindset” is the key that drives a firm to embrace SDL, and that technology can act as a “boundary spanner” to coordinate value co-creation practices across different levels, which enhances existing knowledge of actor-to-actor (A2A) interaction.
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Studies have suggested borrowing concepts from the wine industry for saké marketing communication. In fact, saké breweries attempt to expand consumer reach by adopting wine-centric terms like terroir. Furthermore, the terms premium and luxury are used synonymously to describe certain saké brands without proper definitions. However, Japanese saké is not a wine but a distinct alcoholic beverage unique to Japan, and undefined and borrowed terms fail to convey its distinct character. Discussion on what criteria to apply when conveying the luxury value of saké to consumers is lacking. Therefore, this study aims to discover what constitutes “luxury” in the unique context of saké by conducting unstructured interviews with three well-established breweries. The larger question this study explores is how the luxury value of experiential products closely linked to a nation’s culture can be conveyed to consumers in foreign markets. The findings indicate that while authenticity applies to local saké and wine alike, saké exists within a different ecosystem marked by harmony among saké production, nature conservation and community building. Thus, the luxury value of saké is tied to sustainability and regional preservation.
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To establish the framework for the research of the value co-creation process in the retail sector, the study merges the Service Dominant Logic of Marketing (S-DL) and Consumer Culture Theory (CCT). S-DL is widely adopted, criticized, developed, and coupled with many disciplines on a global scale. This logic heavily relies on the concept of value co-creation (VCoC), which outlines the overarching objective of marketing interactions and partnerships. S-DL offers a framework for actors' actions and reactions when they collaborate to integrate resources with the intention of creating experiences. Further, thirty-eight interviews were conducted to find out the type of resources that are part of cocreated retail process. The study found out two main resources hard skills and soft skills. The largest frequencies scored was by soft skills. Further, hard skills got four sub themes. They are availability of the stock and on logging it on e-live, smooth operations, marketing research, evaluation and comparison with other brands, and good understanding and knowledge about the products they are selling. However, soft skills depicted thirteen sub themes. They are selling, vision, see the picture in long term, innovative people, adaptable, fresh ideas and new way of doing things, communication, build relation, judge the psychology of customer, creating value, experience to co-create value, try to build a good relationship, and honesty and integrity.