Category - Brian BARNARD

Wits Business School, University of the Witwatersrand (WITS), South Africa

Brian BARNARD Dithebe MENOE

Online Shopping: Motivation, Loyalty and Process

The study’s objective was to understand the motivation and loyalty of online shoppers in South Africa, and to understand the process undertaken by online shoppers in procuring products and services online. The literature review covered benefits and factors that influence online shopping, online shopping behaviour and patterns, and products offering suitability for online sales. But, did not cover the consumers’ view and approach to online shopping, and the deeper decisions engaged during the process of shopping online. The study utilised the qualitative approach and semi-structured interviews were used to extract data from online shoppers. The study found that online shoppers viewed shopping as utilitarian activity for acquiring products. The activity did not provide any enjoyment or opportunity for human interaction. Online shopping value proposition anchored on efficiency in getting best product information, offering variety and purchasing the products. The study identified gaps in...

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Brian BARNARD Sebenzile DLAMINI

Entrepreneurship, Innovation, and Value Creation: Customer Benefits Entrepreneurs and Innovators Build into New Products

The study investigates how sophisticated and advanced entrepreneurs are in terms of customer benefits (CB), and examines how entrepreneurs incorporate CB in products and unique value propositions. The basic CB set: functional, symbolic, experiential and cost, is expanded to an extensive array of 16 CB. It is found that all CB are generally already established or implemented. Some CB are well-known, common, well-implemented, and elementary to implement, while others are not. The implementation of certain CB may require original and innovative thought. Not all CB are well understood or grasped. A number of CB can still be exploited and developed further. It commonly occurred that one customer benefit was (mis)taken for another. Entrepreneurs are not necessarily well-trained and well-informed about CB, and generally have need of learning and developing further in terms of CB, and their application. CB are not that application-specific or -dependent. Many of the CB are possible for many...

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Dylan WALLACE Brian BARNARD

Perceptions of Entrepreneurs and Innovators regarding Radical Innovation: Fundamentals, Requirements, and Method

The study examines the perceptions of entrepreneurs and innovators regarding radical innovation (RI). Emphasis was squarely on the perceptions innovators hold of RI, to lay bare psyche and mindset in this regard. Given this specific focus, experience of RI was not deemed necessary, only general entrepreneurship and innovation experience. It is believed that any sufficiently experienced innovator would have constructed some perception of RI, and that this greatly impacts attitude towards RI. The study considers comprehension regarding general RI principles, perceived requirements for RI, and general knowledge of RI method. Overall, incremental innovation (II) dominates, and RI enjoys little regard and preference. This is due to the perceived risk, lack of support, and consequently, the cost to the entrepreneur. It may also be impacted by innovation style, and broader factors, like innovation culture and environment. Understanding of RI is simultaneously promising and lacking. There are...

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Brian BARNARD

Benefit as a Medium for Value Creation and Innovation

Grounded theory is used to examine the relationship between benefit and innovation. The benefits of a broad array of products were considered, and a list of benefit and functionality categories was devised. 84 products were considered, with little (no) restriction on brand, industry, or time frame. From this 16 benefit categories and 17 functionality categories were listed. These benefit and functionality categories are seen as universal, and not product or industry or time specific. Benefit was equally examined and categorized from the vantage point of market entry and the replacement of existing or incumbent products. The notions of core benefit/ functionality, as well as necessary and redundant benefit/ functionality, were also used. Universal benefit and functionality categories should aid innovators and entrepreneurs, and bring greater coherency to their efforts. Also, benefit and functionality may equally reflect on customer satisfaction.

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