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In the contemporary business landscape characterized by global economic uncertainty and rapid technological advancements, companies face increasing complexity in meeting their innovation targets. To address this challenge, established firms are engaging in collaborative partnerships with external entities, particularly startups, to leverage their knowledge and capabilities to gain a competitive advantage. Despite the growing popularity of corporate-startup collaboration (CSC), there remains a noticeable gap in the literature regarding the analysis of the dynamics and key success factors that are relevant to enhancing the collaborative process between these asymmetric entities. This study aims to fill this research space by investigating the dynamics, motives, objectives, and challenges of CSC, with a specific focus on identifying the success factors crucial for achieving favorable outcomes. Drawing upon insights from eight expert managers using a mixed-method approach, the study highlights the significance of addressing internal barriers and prioritizing key success factors to ensure successful outcomes in CSC. The research methodology involves a literature review, a pre-stage questionnaire, and semi-structured interviews to gather comprehensive data. The researchers have synthesized the findings to enhance an existing Co-Canvas model in a way that it is specifically tailored for CSC, thereby offering managers a practical framework to effectively navigate the complexities of CSC. The findings of this research hold implications for scholars, corporate leaders, and entrepreneurs, enabling them to evaluate past collaboration initiatives, identify potential sources of errors, and devise strategies to enhance their collaboration performance. By shedding light on the dynamics and success factors of CSC, this study contributes to the existing body of knowledge and offers valuable insights for strategically enhancing collaboration performance. However, the study refrains from making broad generalizations of the model due to the small sample size of experts.
Can the different framing of price promotions decrease consumer value perception and their willingness to pay? Prior research provides evidence of differences in consumer perception of economically equivalent monetary and non-monetary price promotions. In detail, many research works suggest that non-monetary promotions positively affect consumer perception and are therefore preferred over monetary ones that are associated with a drop in quality. Results suggest that this biased consumer behavior is caused by the framing of the promotion, causing difference in cognitive processing and dissimilarities in perception of benefits and product quality. We put this theoretical foundation to the test on the Turkish consumer market of non-durable goods, in order to contrast effects on consumers of the economically equivalent formats ‘50% discount’ as a monetary and ‘buy-one-get-one-free’ as a non-monetary promotion. In particular, the focus was set on analyzing attractiveness perception of the two promotion types and the development of WTP pre- and post-promotion. To achieve this, the non-durable goods rice and antibacterial soap were selected as product stimuli to stage scenarios before, during and after a promotion period. Four sets of questionnaires were shared on social media and distributed to a total of 919 participants via randomization generator. The survey results put forward empirical validation of product-related decrease in value perception as a consequence of both promotion types, namely the ‘promotional effect’. Nevertheless, our data provide no evidence for the ‘framing effect’ in neither attractiveness perception nor post-promotional WTP. This paper aims to bridge the gap on empirical research of key theoretical implications of promotional impact on consumer behavior and to benefit domestic and foreign marketing managers conducting business operations on the Turkish market.