ABSTRACT
PurposeHumane entrepreneurship (HumEnt) has been theoretically proposed as a new model of entrepreneurship supporting the idea of an enlarged entrepreneurial strategic posture. The aim of paper is to frame humane entrepreneurial orientation's (HEO) characteristics by showing how firms apply the HumEnt approach, and to offer suggestions to build an HEO measurement scale.Design/methodology/approachThe study adopts a case study approach, focusing on five Italian small and medium enterprises (SMEs).FindingsThe study (1) identifies which are the characteristics of HEO strategic posture in the enterprises under examination;(2) shows that entrepreneurs' personal values and credos are fundamental to having an HEO strategic posture adopted;(3) provides indications on the development of a measurement scale through a discussion of emerging HEO themes.Originality/valueThe value of the study is that emerging themes of HEO strategic posture was derived from the analysis of five Italian SMEs. Entrepreneur's personal values have been proven to be relevant in the implementation of HEO. Based on the emerging HEO themes, the study contributes to the literature opening the way toward the building of an all-encompassing HEO measurement scale.
ABSTRACT
Purpose>From an international retailing perspective, this empirical study aims to examine luxury fashion retailers' changing marketing strategies in China.Design/methodology/approach>Using case studies of 14 luxury fashion retailers, qualitative data were collected via 31 semi-structured executive interviews.Findings>Both standardised global and localised multinational marketing strategies were found to have initially been employed by luxury fashion retailers entering into China. Subsequently, localised multinational strategies became increasingly important for their post-entry operations and business development, particularly in terms of their product strategies. More specifically, as well as the introduction of Chinese brand names, product design has been adapted according to Chinese market conditions, and product portfolios have been adapted to satisfy regional differences. However, localised product sourcing in China is far less common.Research limitations/implications>As the findings are generated from China, they may not explain luxury fashion retailers' marketing strategies in other markets. Despite the relatively small sample size, the 14 luxury fashion retailer case studies originate from across a wide range of countries, retail formats and ownership structures and are therefore considered to be varied enough to represent the market.Practical implications>The study offers practitioners insights into the success that can be generated by the manipulation of marketing strategies, particularly product strategies, within the world's second biggest luxury market.Originality/value>This paper extends the current international retailing literature by examining and comparing the motives and practices of luxury fashion retailers and the increasing localisation of their marketing strategies in China as they move from initial market entry into their post-entry operations.