Research on the operational strategies of data products under China's data element policy: Subsidizing service providers or manufacturers?

Marketing educational services is a crucial aspect in creating value for education providers and prospective students. The right product and distribution strategy can influence the competitiveness of educational institutions in an increasingly competitive market. This article examines the four main components in the educational services marketing mix, namely the elements of the marketing mix, the educational services product mix, the creation of educational service products, and the distribution of educational services. With this approach, universities can design marketing strategies that are effective, relevant and responsive to market needs. This article also discusses the challenges faced by educational service providers in implementing effective marketing strategiesproduct strategy

Impact of carbon tax on enterprise operation and production strategy for low-carbon products in a co-opetition supply chain

This article investigates the impact of Data Element Marketization (DEM) on corporate Environmental, Social, and Governance (ESG) performance, using a quasi‐natural experiment based on China's data trading platforms pilot policies. Employing a Difference‐in‐Differences (DID) framework, we find that DEM significantly enhances ESG outcomes by alleviating financing constraints, promoting digital transformation, and strengthening external supervision. Our results highlight that firms with higher intangible asset intensity and those located in more marketized regions experience stronger improvements in ESG performance. Additionally, DEM also helps mitigate greenwashing behaviors. This study contributes to the understanding how market mechanisms for data circulation can drive corporate sustainability and offers policy implications for advancing DEM reforms.

The correlation between public data accessibility and the adoption intensity of artificial intelligence (AI) in Chinese enterprises remains systematically understudied. By leveraging the rollout of municipal public data platforms as a quasi-natural experiment, this study demonstrates that enterprises in cities with such platforms exhibit significantly stronger AI adoption than those in non-platform regions. Mechanistically, this effect operates through dual pathways: significant reductions in operational expenditures and structural upgrades in specialized AI workforce allocation. This study elucidates the action pathway of China's data platform opening up in facilitating the application of artificial intelligence within enterprises. Furthermore, it offers a universal analytical framework for examining the coupling mechanism between data elements and industrial digital transformation during the technological transition in developing countries. These findings also suggest that improving public data accessibility contributes to sustainable digital transformation by aligning technological diffusion with efficient and inclusive resource utilization.

Proceedings of the 1989 Academy of Marketing Science (AMS) Annual Conference

PurposeThe purpose of this paper is to present strategic responses of leading Indian pesticide manufacturers to the voice of stakeholders and regulatory authorities regarding environment friendly products and processes. The study has made a unique attempt to analyze the product portfolio of selected Indian vs multinational companies with respect to market attractiveness as well as environmental attractiveness.Design/methodology/approachA comparison of corporate, business and operational level strategies of domestic vs multinational companies impacting environment has been made by selecting two companies of each type from the industry on the basis of their turnover. The product portfolios of selected companies have been analyzed on the basis of a matrix constructed for market attractiveness and environmental attractiveness.FindingsThe study finds that both domestic and multinational companies have been making efforts to reorient their product strategy towards a relatively greener portfolio. Also, multinationals are having more environmentally safer products than their domestic counterparts. Indian firms have been catching up by acquiring brands/companies to expand/reorient their product portfolios, whereas multinationals have been adopting merger and acquisition strategies as well as launching new products using indigenous research and development of their parent companies. Related diversification is the preferred strategic move by both the groups, though in different areas.Practical implicationsThe study classifies the products of various companies on the basis of market as well as environmental attractiveness and also recommends the strategies to manage a product portfolio. Similar kind of portfolios could be constructed and used for analyzing the product mix of firms in other sectors.Originality/valueThe originality of the study lies in the fact that, although the pesticide industry is very important to study from both an environmental and a strategic perspective, no effort has ever been made to study the environmental strategies of firms and also the comparison of domestic as well as multinational firms. The product portfolio based on market as well as environmental attractiveness devised in the study is novel in nature.

Companies today are switching towards data-driven product strategies to keep pace with the rapidly evolving marketplace, where consumer demands and ever-changing business objectives need to be met. The formulation of these strategies is incomplete without a market, which serves as the backbone and provides information regarding consumer preferences, trends within the market, competition details, and a complete breakdown of product attributes. The pace of technological advancement has enabled businesses to discover an enormous pool of data that can be analyzed for strategic decision-making. The following paper outlines these fundamental principles and practices in market research for building data-driven product strategies, discussing how insights gleaned from market research inform product development, identify new opportunities, refine pricing strategy, and improve customer satisfaction. This paper goes on to discuss different methods of research, such as surveys, focus groups, customer interviews, and secondary research, that make data work in improving product positioning while focusing on the needs of the audience. It also discusses the impact of emerging tech, like big data analytics and AI-driven insights, over the market research practice. Last but not least, this paper provides recommendations for how businesses can incorporate market research into each step of developing a product strategy so as to sustain in the complex and competitive environment of modern product management. They also note that the increasing role of real-time data and customer feedback in perfecting product strategies underlines a long-term competitive edge, with market trends being continuously monitored by companies who live on their ability to act fast. Predictive analytics will allow for even better prediction of customer needs, giving businesses a much more proactive approach to product development. This is essential for success in the long run. Within the modern data-driven business ecosystem, as companies unlock this capability through these advanced tools, the part played by market research in innovation and product lifecycle optimization will only be amplified. Keywords Market Research, Data-Driven Product Strategy, Customer Insights, Product Development, Competitive Analysis, Big Data Analytics, Consumer Behavior, AI-driven Insights, Strategic Decision-Making, and Product Positioning.

The globalization strategies of business-to-business born global firms in the wireless technology industry

The Tangibles in Operations Strategy (TANGOS) exercise provides students with the direct experience of designing a firm’s operations function. Specifically, students must engage in decision making with respect to the structural decision areas in a firm’s operations strategy, by considering the firm’s product strategy and span of control, process choice, capacity, and layout. The exercise, divided into three parts, spans a period of 6–8 weeks, to coincide with the teaching of these operations management topics. Part 1 involves deciding on the product models to be made, the span of control, and the process choice. Part 2 examines capacity issues. Part 3 deals with the plant layout. The exercise is not resource intensive, and it offers flexibility, where instructors could choose to focus on any single part of the exercise, as well as alter constraints to limit or expand the scope of each decision. Student feedback reflects a high rating of the exercise.

The increasing demand for and availability of (geo-)data products in the EC-ESA conjoint Copernicus initiative has boosted geospatial information services in a range of societal domains. Addressing the domain of human security we developed a validation strategy for user-specific map products. This validation strategy is based on four categories (relevance, impact, readability, transferability) that each consists of selected validation attributes. The developed expert-based scaling approach follows the Likert scale, which results in an individual grading per product. In addition to the quantitative assessment, also verbal descriptions of positive and negative aspects, as well as recommendations are provided. All validation outcomes are communicated via a web-based platform, which was developed using open-source software environments. The presentation of the validation outcomes in this intuitive manner supports the continuous improvement of the production within the service. In addition, the validation strategy is intended to be adaptive to different contexts. This assures the implementation in operational services and further application fields, where it is necessary to assure, maintain, and improve the quality of the products in the long run.

Legislative Trends in the Personal Information Protection Act according to China's Data Element Policy

The search for continuous improvement in product development forces companies to look for new competitive capabilities based on a redesign of their product strategies. In particular, the role of product architectures, product platforms and modularisation, becomes important in shaping the development and operations strategies. The paper offers a general framework explaining the relevant product structure concepts that could be used to improve product strategies and the management of the development process. The main relationships between these concepts are analysed, highlighting major constraints and opportunities.

Title: Understanding Millennial & Gen Z Buying Behaviour: A Study on Starbucks In today’s rapidly evolving consumer landscape, brands must understand generational differences to remain relevant. Starbucks, a globally recognized coffeehouse chain, has emerged as a cultural icon—especially among younger generations. This study focuses on understanding the buying behaviour of Millennials (born 1981–1996) and Gen Z (born 1997–2012) in the context of Starbucks’ branding, product strategies, and consumer engagement initiatives. These two generational cohorts represent a significant portion of Starbucks’ consumer base, and their behavioural traits are influenced by unique life experiences, technological immersion, and growing concerns about ethics and sustainability. Study Background and Objectives The research explores the key factors that influence Millennials and Gen Z in their decision-making processes when purchasing Starbucks products. These include brand perception, digital convenience, sustainability and ethical concerns, social media influence, and peer-driven consumption patterns. The objective is to assess how these factors differ between the two cohorts and what this implies for Starbucks’ future marketing and operational strategies. Key research questions investigated include: • What motivates Starbucks purchases among Millennials and Gen Z? • How do digital platforms and mobile apps influence loyalty and purchase behaviour? • What role do sustainability and ethical sourcing play in consumer decision-making? • How does social media advertising impact these cohorts differently? The primary objectives are: 1. To identify the most influential purchase drivers among Millennials and Gen Z. 2. To evaluate the role of digital engagement and convenience in brand loyalty. 3. To assess the impact of sustainability practices on brand perception. 4. To recommend marketing and operational strategies tailored to each cohort. Research Design A mixed-method research methodology was used to obtain comprehensive insights. • Quantitative data was collected via an online structured survey (N=300) targeting Starbucks consumers aged 18–42, evenly divided between Millennials and Gen Z. • Qualitative data was gathered through in-depth interviews and focus groups to extract emotional, psychological, and value-driven factors influencing behaviour. • A descriptive and exploratory research design was implemented, and the data was analysed using SPSS, employing regression analysis, ANOVA, and thematic coding techniques for qualitative inputs. Major Findings 1. Brand Loyalty and Digital Convenience: Millennials showed higher loyalty toward Starbucks’ reward programs, while Gen Z preferred seamless app-based ordering and mobile payments. 2. Sustainability and Ethical Sourcing: Gen Z consumers 4. Experiential Consumption: Both cohorts value the “third place” experience (between home and work), but Millennials showed more nostalgia and emotional connection to store ambiance. Conclusions The study confirms that while Millennials and Gen Z share common ground in valuing quality, convenience, and innovation, their motivations and media consumption habits differ significantly. Starbucks’ current strategies align well with both generations but need deeper personalization and purpose-driven communication to sustain long-term loyalty—especially among Gen Z. Recommendations for Action • Personalization via Technology: Enhance mobile app functionality with AI-driven suggestions and personalized offers. • Sustainability Transparency: Communicate sustainability efforts through storytelling and influencer partnerships to better connect with Gen Z. • Platform-Specific Campaigns: Develop content tailored to TikTok and Instagram Reels for Gen Z while maintaining loyalty programs and email campaigns for Millennials. • In-Store Experience Innovations: Blend traditional ambiance with modern digital features (AR menus, digital walls) to cater to both generations. • Feedback Loops: Encourage participative feedback from both cohorts to co-create new products and experiences.

The Geostationary Operational Environmental Satellite-R series (GOES-R) will be the next generation of NOAA geostationary environmental satellites. The first satellite in the series is planned for launch in November 2016. The satellite will carry six instruments dedicated to the study of the Earth’s weather, lightning mapping, solar observations, and space weather monitoring. Each of the six instruments require specialized calibration plans to achieve their product quality requirements. In this talk we will describe the overall on-orbit calibration program and data product release schedule of the GOES-R program, as well as an overview of the strategies of the individual instrument science teams. The Advanced Baseline Imager (ABI) is the primary Earth-viewing weather imaging instrument on GOES-R. Compared to the present on-orbit GOES imagers, ABI will provide three times the spectral bands, four times the spatial resolution, and operate five times faster. The increased data demands and product requirements necessitate an aggressive and innovative calibration campaign. The Geostationary Lightning Mapper (GLM) will provide continuous rapid lightning detection information covering the Americas and nearby ocean regions. The frequency of lightning activity points to the intensification of storms and may improve tornado warning lead time. The calibration of GLM will involve intercomparisons with ground-based lightning detectors, an airborne field campaign, and a ground-based laser beacon campaign. GOES-R also carries four instruments dedicated to the study of the space environment. The Solar Ultraviolet Imager (SUVI) and the Extreme Ultraviolet and X-Ray Irradiance Sensors (EXIS) will study solar activity that may affect power grids, communication, and spaceflight. The Space Environment In-Situ Suite (SEISS) and the Magnetometer (MAG) study the in-situ space weather environment. These instruments follow a calibration and validation (cal/val) program that relies on intercomparisons with other space-based sensors and utilize special spacecraft maneuvers. Given the importance of cal/val to the success of GOES-R, the mission is committed to a long-term effort. This commitment enhances our knowledge of the long-term data quality and builds user confidence. The plan is a collaborative effort amongst the National Oceanic and Atmospheric Administration (NOAA), the National Institute of Standards and Technology (NIST), and the National Aeronautics and Space Administration (NASA). It is being developed based on the experience and lessons-learned from the heritage GOES and Polar-orbiting Operational Environmental Satellite (POES) systems, as well as other programs. The methodologies described in the plan encompass both traditional approaches and the current state-of-the-art in cal/val.

Technology licensing has gained significant attention in literature and practice as a rapid and effective way to improve firm’s capability of technology innovation. In this paper, we investigate a duopolistic service provider competition market, where service providers develop and sell a kind of network product. In this setting, we analyze the innovating service provider’s four licensing strategies: no licensing, fixed fee licensing, royalty licensing, and two-part tariff licensing. The literature suggests that when the network products can be completely substituted, two-part tariff licensing is the optimal strategy of the innovating service provider. We find that when the network products cannot be completely substituted, two-part tariff licensing is not always optimal. The degree of the product differentiation, the intensity of the network effects, and the R&D cost of the potential licensee play a key role in determining the innovating service provider’s optimal licensing strategies.