هم رقابتی و کووید ۱۹: استراتژی های بازاریابی تجارت به تجارت (B2B)
Abstract
1- Introduction
2- Review of the pertinent literature
3- Coopetition and COVID-19
4- Managerial implications and recommendations
5- Directions for future research
6- Conclusions
References
Abstract
Although coopetition (simultaneous cooperation and competition) should positively affect company performance, it is unclear how implementation of these business-to-business marketing strategies can take place during large-scale emergencies. Therefore, guided by resource-based theory and the relational view, this investigation examines how organisations have used coopetition to cope with the novel Coronavirus (COVID-19) pandemic. Key examples include retailers sharing information about stock levels, pharmaceutical organisations working together to develop a vaccine, technological giants collaborating for the greater good, and charities forming alliances for a joint cause. This paper strengthens the extant literature by highlighting the heterogeneity of coopetition strategies that firms can use within a global crisis. Practitioners must balance the risks and rewards of coopetition activities. In turn, they should decide whether to continue to cooperate with their competitors once the pandemic has ended, or resume operating under individualistic business models. This article ends with some future research directions.
Introduction
“The basic aim of collaboration is to pursue goals collaboratively that otherwise would be difficult to pursue” (Di Benedetto, Lindgreen, Storgaard, & Clarke, 2019, p. 1). While the health-related shocks associated with the novel Coronavirus (COVID-19) are well known, the disease has caused commerce to change in unprecedented ways (Cortez & Johnston, 2020). Most employees are working from home (instructed by policy-makers to self-isolate), demand for home deliveries has risen substantially, restaurants and many other establishments have closed their doors to the public, and business failure rates have increased exponentially (Washington Post, 2020). That said however, certain sectors are performing better in comparison to others, such as food and beverage retailers that have served as substitutes for the now-closed bars and restaurants (MSN, 2020). Various recommendations exist for preparing a business for a post-pandemic world, including open innovation and horizon planning (Chesbrough, 2020; Lund Pedersen & Ritter, 2020). For example, Ritter and Lund Pedersen (2020) noted the importance of decision-makers reviewing their business models, focusing on customers, value propositions, value demonstrations, and capabilities, together with the connections between these issues. They add that decision-makers need to define realistic objectives for their organisations, during and after the crisis. In fact, a number of firms (e.g., Coca-Cola, Chevron, and Ford) have changed their business models, through producing aspects of personal protective equipment (as opposed to their normal products) to contribute to the global effort to fight COVID-19 (Fortune, 2020).