Skip to main content

Consumer Synergies: Simultaneous Utilities and Multi-Sided Markets

  • Chapter
  • First Online:
Value in Business

Part of the book series: Contributions to Management Science ((MANAGEMENT SC.))

  • 1003 Accesses

Abstract

By employing a systemic approach, which is completely dissimilar to those used in the literature, this chapter, which is mainly based on (Forrest et al., 2019, Proceedings of the 2019 annual meeting of national association of business, economics and technology (pp. 101–121)), scrutinizes issues related to the following problems: (1) What are the most fundamental decisions a retailer can make in terms of its offers to consumers? (2) When can simultaneous consumer utilities be produced by collocating products and/or services? (3) When can a positively correlated multi-sided market be formed? And (4) without particular talent and luck how can a synergistic innovation be introduced? Due to the specific approach taken, we are able to describe how simultaneous consumer utilities, two-sided markets, and consumers’ willingness to pay additional react with one another and how the previous problems can be addressed by establishing a series of 6 propositions. To explore the possibility of systemically generating new ideas instead of waiting for the seemingly sudden and random appearance of disruptive technologies, a mechanical procedure is developed for the potential of producing synergistic innovations on either the producer or the demand side. Because of the certainty systems science offers, the general conclusions developed in this chapter are expected to provide practically useful recommendations for entrepreneurs, managers, and retailers to create and to capture values for consumers and their companies.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 119.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 159.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 159.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Aas, T. H., Breunig, K. J., Hydle, K. M., & Pedersen, P. E. (2015). Innovation management practices in production-intensive service firms. International Journal of Innovation Management, 19(05). https://doi.org/10.1142/S1363919615500553

  • Adner, R., & Levinthal, D. (2001). Demand heterogeneity and technology evolution: Implications for product and process innovation. Management Science, 47(5), 611–628.

    Article  Google Scholar 

  • Adner, R., & Snow, D. (2010). Old technology responses to new technology threats: Demand heterogeneity and graceful technology retreats. Industrial Corporate Change, 19(5), 1655–1675.

    Article  Google Scholar 

  • Adner, R., & Zemsky, P. (2006). A demand-based perspective on sustainable competitive advantage. Strategic Management Journal, 27(3), 215–239.

    Article  Google Scholar 

  • Alchian, A. A., & Woodward, S. (1987). Reflections on the theory of the firm. Journal of Institutional and Theoretical Economics, 143(1), 110–136.

    Google Scholar 

  • Armstrong, M. (2006). Competition in two-sided markets. RAND Journal of Economics, 37(3), 668–691.

    Article  Google Scholar 

  • Augier, M., & Teece, D. J. (2008). Strategy as evolution with design: The foundations of dynamic capabilities and the role of managers in the economic system. Organization Studies, 29(8–9), 1187–1208.

    Article  Google Scholar 

  • Baker, T., & Nelson, R. E. (2005). Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3), 329–366.

    Article  Google Scholar 

  • Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.

    Article  Google Scholar 

  • Barney, J. B. (2001). Is the resource-based “view” a useful perspective for strategic management research? Yes! Academy of Management Review, 26(1), 41–56.

    Google Scholar 

  • Barney, J. B., & Arikan, A. (2001). The resource-based view: Origins and implications. In M. Hitt, R. Freeman, & J. Harrison (Eds.), Handbook of strategic management (pp. 124–185). Blackwell.

    Google Scholar 

  • Barney, J., & Hesterly, W. (2012). Strategic management and competitive advantage: Concepts and cases (4th ed.). Pearson.

    Google Scholar 

  • Becheikh, N., Landry, R., & Amara, N. (2006). Lessons from innovation empirical studies in the manufacturing sector: A systematic review of the literature from 1993 to 2003. Technovation, 26(5), 644–664.

    Article  Google Scholar 

  • Bernheim, B. D., & Whinston, M. D. (1990). Multimarket contact and collusive behavior. RAND Journal of Economics, 21(1), 1–26.

    Article  Google Scholar 

  • Betancourt, R., & Gautschi, D. (1990). Demand complementarities, household production, and retail assortments. Marketing Science, 9(2), 146–161.

    Article  Google Scholar 

  • Buffington, J. (2016). The future of manufacturing: An end to mass production. In J. Buffington (Ed.), Frictionless markets (pp. 49–65). Springer.

    Chapter  Google Scholar 

  • Caputo, A., Marzi, G., & Pellegrini, M. M. (2016). The internet of things in manufacturing innovation processes: Development and application of a conceptual framework. Business Process Management Journal, 22(2), 383–402.

    Article  Google Scholar 

  • Clark, C. L., Shaver, P. R., & Abrahams, M. F. (1999). Strategic behaviors in romantic relationship initiation. Personality and Social Psychology Bulletin, 25(6), 709–722.

    Article  Google Scholar 

  • Conner, K. R., & Prahalad, C. K. (1996). A resource-based theory of the firm: Knowledge versus opportunism. Organization Science, 7(5), 477–501.

    Article  Google Scholar 

  • Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. The Academy of Management Journal, 34(3), 555–590.

    Google Scholar 

  • Drucker, P. F. (1954). The practice of management. Harper & Row.

    Google Scholar 

  • Eisenhardt, K., & Martin, J. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10/11), 1105–1121.

    Article  Google Scholar 

  • Evans, D. S., & Schmalensee, R. (2007). Catalyst code: The strategies behind the world’s most dynamic companies. Harvard Business School Press.

    Google Scholar 

  • Forrest, J. Y. L., Buttermore, J., & Wajda, T. A. (2017). At Nash equilibrium when new market competitions appear? Kybernetes, the International of Cybernetics, Systems and Management Science, 46(2), 256–271.

    Article  Google Scholar 

  • Forrest, J. Y.-L., Dang, Y. G., McCarthy, L., Liu, S. F., & Liu, Y. (2019). Simultaneous consumer utilities, multi-sided markets and consumer synergies. Proceedings of the 2019 annual meeting of national association of business, economics and technology (pp. 101–121).

    Google Scholar 

  • Foss, K., Foss, N. J., Klein, P. G., & Klein, S. K. (2007). The entrepreneurial organization of heterogeneous capital. Journal of Management Studies, 44(7), 1165–1186.

    Article  Google Scholar 

  • Gans, J. S., MacDonald, G., & Ryall, M. D. (2008). The two sides of competition and their implications for strategy. Working paper, Melbourne Business School. https://works.bepress.com/michael_ryall/15/

    Google Scholar 

  • Grant, R. M. (2008). Contemporary strategy analysis: Concepts, techniques, applications (6th ed.). Blackwell Publishing.

    Google Scholar 

  • Harmancioglu, N., Droge, C., & Calantone, R. (2009). Strategic fit to resources versus NPD execution proficiencies: What are their roles in determining success? Journal of the Academy of Marketing Science, 37(3), 266–282.

    Article  Google Scholar 

  • Holcomb, T. R., Holmes, R. M., Jr., & Connelly, B. L. (2009). Making the most of what you have: Managerial ability as a source of resource value creation. Strategic Management Journal, 30(5), 457–485.

    Article  Google Scholar 

  • Jullien, B. (2005). Two-sided markets and electronic intermediaries. CESifo Economic Studies, 51(2–3, 233), –260.

    Google Scholar 

  • Kanter, R. M. (2001). Evolve! Succeeding in the digital culture of tomorrow. Harvard Business School Press.

    Google Scholar 

  • Kirzner, I. M. (1973). Competition and entrepreneurship. University of Chicago Press.

    Google Scholar 

  • Kirzner, I. M. (2018). The ethics of pure entrepreneurship: An Austrian economics perspective. The Review of Austrian Economics. https://doi.org/10.1007/s11138-017-0412-1

  • Kor, Y. Y., Mahoney, J. T., & Michael, S. C. (2007). Resources, capabilities and entrepreneurial perceptions. Journal of Management Studies, 44(7), 1187–1212.

    Article  Google Scholar 

  • Kozlenkova, I. V., Samaha, S. A., & Palmatier, R. W. (2014). Resource-based theory in marketing. Journal of the Academy of Marketing Science, 42, 1–21.

    Article  Google Scholar 

  • Li, S. X., & Greenwood, R. (2004). The effect of within industry diversification on firm performance: Synergy creation, multi-market contact and market structuration. Strategic Management Journal, 25(12), 1131–1153.

    Article  Google Scholar 

  • Lieberman, M. B., & Montgomery, D. B. (1988). First-mover advantages. Strategic Management Journal, 9, 41–58.

    Article  Google Scholar 

  • Lin, Y. (1999). General systems theory: A mathematical approach. Kluwer Academic/Plenum Publishers.

    Google Scholar 

  • Lin, Y. (2009). Systemic yoyos: Some impacts of the second dimension. CRC Press (an imprint of Taylor and Francis).

    Google Scholar 

  • Lockwood, T., & Papke, E. (2017). Innovation by design: How any organization can leverage design thinking to produce change, drive new ideas, and deliver meaningful solutions. Career Press.

    Google Scholar 

  • Madhok, A., Li, S., & Priem, R. L. (2010). The resource-based view revisited: Comparative firm advantage, willingness-based isolating mechanisms and competitive heterogeneity. European Management Review, 7(2), 91–100.

    Article  Google Scholar 

  • McGrath, R. G. (2013). The end of competitive advantage: How to keep your strategy moving as fast as your business. Harvard Business Review Press.

    Google Scholar 

  • McMullen, J. S. (2015). Entrepreneurial judgment as empathic accuracy: A sequential decision-making approach to entrepreneurial action. Journal of Institutional Economics, 11(3), 651–681.

    Article  Google Scholar 

  • Messinger, P. R., & Narasimhan, C. (1997). A model of retail formats based on consumers’ economizing on shopping time. Marketing Science, 16(1), 1–23.

    Article  Google Scholar 

  • Moreau, C. P., & Dahl, D. W. (2005). Designing the solution: The impact of constraints on consumers’ creativity. Journal of Consumer Research, 32(1), 13–23.

    Article  Google Scholar 

  • Penrose, E. T. (1959). The theory of the growth of the firm. John Wiley & Sons.

    Google Scholar 

  • Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.

    Google Scholar 

  • Powell, T. C. (1992). Strategic planning as competitive advantage. Strategic Management Journal, 13(7), 551–558.

    Article  Google Scholar 

  • Priem, R. L. (2007). A consumer perspective on value creation. The Academy of Management Review, 32(1), 219–235.

    Article  Google Scholar 

  • Priem, R. L., & Butler, J. E. (2001a). Is the resource-based “view” a useful perspective for strategic management research? The Academy of Management Review, 26(1), 22–40.

    Google Scholar 

  • Priem, R. L., & Butler, J. E. (2001b). Tautology in the resource-based view and the implications of externally determined resource value: Further comments. The Academy of Management Review, 26(1), 57–66.

    Article  Google Scholar 

  • Ridley, M. (2016). The evolution of everything: How new ideas emerge. Harper Perennial.

    Google Scholar 

  • Rochet, J. C., & Tirole, J. (2003). Platform competition in two-sided markets. Journal of the European Economic Association, 1(4), 990–1029.

    Article  Google Scholar 

  • Rochet, J. C., & Tirole, J. (2006). Two-sided markets: A progress report. RAND Journal of Economics, 37(3), 645–667.

    Article  Google Scholar 

  • Sakhartov, A. V., & Folta, T. B. (2014). Getting beyond relatedness as a driver of corporate value. Strategic Management Journal, 36(13), 1939–1959.

    Article  Google Scholar 

  • Santalo, J., & Becerra, M. (2008). Competition from specialized firms and the diversification-performance linkage. Journal of Finance, 63(2), 851–883.

    Article  Google Scholar 

  • Sawhney, M., Verona, G., & Prandelli, E. (2005). Collaborating to create: The internet as a platform for customer engagement in product innovation. Journal of Interactive Marketing, 19(4), 4–17.

    Article  Google Scholar 

  • Shah, S. K., & Tripsas, M. (2007). The accidental entrepreneur: The emergent and collective process of user entrepreneurship. Strategic Entrepreneurship Journal, 1(1–2), 123–140.

    Article  Google Scholar 

  • Sirmon, D. G., Gove, S., & Hitt, M. A. (2008). Resource management in dyadic competitive rivalry: The effects of resource bundling and deployment. The Academy of Management Journal, 51(5), 919–935.

    Google Scholar 

  • Smith, A. (1776). The wealth of nations, books I-III, (1986 printing). Penguin Books.

    Google Scholar 

  • Smith, W. K., & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization Science, 16(5), 522–536.

    Article  Google Scholar 

  • Sobel, R. (1999). When giants stumble: Classic business blunders and how to avoid them. Prentice Hall.

    Google Scholar 

  • Sun, M., & Tse, E. (2009). The resource-based view of competitive advantage in two-sided markets. Journal of Management Studies, 46(1), 45–64.

    Article  Google Scholar 

  • Thomas, A. B. (1988). Does leadership make a difference to organizational performance? Administrative Science Quarterly, 33(3), 388–400.

    Article  Google Scholar 

  • Tripsas, M. (2008). Customer preference discontinuities: A trigger for radical technological change. Managerial Decision Economics, 29(2–3), 79–97.

    Article  Google Scholar 

  • Veugelers, R., & Cassiman, B. (1999). Make and buy in innovation strategies: Evidence from Belgian manufacturing firms. Research Policy, 28(1), 63–80.

    Article  Google Scholar 

  • Visnjic, I., Wiengarten, F., & Neely, A. (2016). Only the brave: Product innovation, service business model innovation, and their impact on performance. Journal of Product Innovation Management, 33(1), 36–52.

    Article  Google Scholar 

  • Wagner, P., Olsen, J., & Thach, L. (2007). Wine marketing & sales: Success strategies for a saturated market (2nd ed.). Board and Bench Publishing.

    Google Scholar 

  • Williamson, O. E. (1979). Transaction cost economics: The governance of contractual relations. Journal of Law Economics, 22(2), 233–261.

    Article  Google Scholar 

  • Yang, C. Y., & Cai, W. (2013). Extenics: Theory, method and application. Science Press.

    Google Scholar 

  • Ye, G. L., Priem, R. L., & Alshwer, A. A. (2012). Achieving demand-side synergy from strategic diversification: How combining mundane assets can leverage consumer utilities. Organization Science, 23(1), 207–224.

    Article  Google Scholar 

  • Zollo, L., Marzi, G., Boccardi, A., & Ciappei, C. (2016). Gli effetti della Stampa 3D sulla competitivita aziendale. Il caso delle imprese orafe del distretto di Arezzo. Piccola Impresa/Small Business, 2(2), 80–100.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Rights and permissions

Reprints and permissions

Copyright information

© 2022 The Author(s), under exclusive license to Springer Nature Switzerland AG

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Forrest, J.YL., Liu, Y. (2022). Consumer Synergies: Simultaneous Utilities and Multi-Sided Markets. In: Value in Business. Contributions to Management Science. Springer, Cham. https://doi.org/10.1007/978-3-030-82898-1_9

Download citation

Publish with us

Policies and ethics