Articles scientifiques

Comment le bien-être des salariés génère de la rentabilité

M. ERTZ, D. ROUZIES, E. SARIGOLLU

Harvard Business Review

18 juillet 2017, vol. hbrfrance.fr

Départements : Marketing, GREGHEC (CNRS)

http://www.hbrfrance.fr/chroniques-experts/2017/07/16331-bien-etre-salaries-genere-de-rentabilite/


Incorporating hidden costs of annoying ads in display auctions

V. STOURM, Eric BAX

International Journal of Research in Marketing

septembre 2017, vol. 34, n°3, pp.622-640

Départements : Marketing, GREGHEC (CNRS)

Mots clés : Online advertising, Pricing, Mechanism design

http://www.sciencedirect.com/science/article/pii/S0167811617300071


Media publisher platforms often face an effectiveness-nuisance tradeoff: more annoying ads can be more effective for some advertisers because of their ability to attract attention, but after attracting viewers’ attention, their nuisance to viewers can decrease engagement with the platform over time. With the rise of mobile technology and ad blockers, many platforms are becoming increasingly concerned about how to improve monetization through digital ads while improving viewer experience.We study an online ad auction mechanism that incorporates a charge for ad impact on user experience as a criterion for ad selection and pricing. Like a Pigovian tax, the charge causes advertisers to internalize the hidden cost of foregone future platform revenue due to ad impact on user experience. Over time, the mechanism provides an incentive for advertisers to develop ads that are effective while offering viewers a more pleasant experience. We show that adopting the mechanism can simultaneously benefit the publisher, advertisers, and viewers, even in the short term.Incorporating a charge for ad impact can increase expected advertiser profits if enough advertisers compete. A stronger effectiveness-nuisance tradeoff, meaning that ad effectiveness is more strongly associated with negative impact on user experience, increases the amount of competition required for the mechanism to benefit advertisers. The findings suggest that the mechanism can benefit the marketplace for ad slots that consistently attract many advertisers

Le management face au judiciaire: Un nouveau domaine d’enseignement et de recherche

R. LAUFER, Y. MULLER-LAGARDE

Revue Française de Gestion

novembre-décembre 2017, vol. 43, n°269, pp.11-17

Départements : Marketing

https://rfg.revuesonline.com/articles/lvrfg/abs/2017/08/rfg00209/rfg00209.html


Payment Evasion

S. BUEHLER, D. HALBHEER, M. LECHNER

Journal of Industrial Economics

décembre 2017, vol. 67, n°4, pp.804-832

Départements : Marketing, GREGHEC (CNRS)

http://onlinelibrary.wiley.com/doi/10.1111/joie.2017.65.issue-4/issuetoc


This paper shows that a firm can use the purchase price and the fine imposedon detected payment evaders to discriminate between unobservable con-sumer types. Assuming that consumers self-select into regular buyers andpayment evaders, we show that the firm typically engages in second-degreeprice discrimination in which the purchase price exceeds the expected fine.In addition, we find that higher fines do not necessarily reduce paymentevasion. We illustrate with data from fare dodging on public transportation

The friend or foe fallacy: Why your best customers may not need your friendship

F. DALSACE, S. JAP

Business Horizons

juillet-août 2017, vol. 60, n°4, pp.483-493

Départements : Marketing

Mots clés : Organizational relationships, Customer partnerships, Relational strategies, Mutual value creation, Value co-creation, Customer strategy

https://www.sciencedirect.com/science/article/pii/S0007681317300307


Organizational transactions are handled along a continuum of the firm’s customer relationships, ranging from relational and friendly to more adversarial and us-versus-them in demeanor. For top customers, the approach is almost always close and relational. In this article, we question this view and suggest that it is beneficial to condition the firm’s relationship development efforts on an understanding of the true value to be gained from partnering and increased closeness. We provide a framework with which managers can diagnose their current portfolio of relationships with key customers or suppliers and offer suggestions for action. We provide an empirical illustration of the typical distribution of responses among five regions of the framework and discuss its implications


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