Beyond Brands: Happy Adolescents See the Good in People


Journal of Positive Psychology

2010, vol. 5, n°5, pp.342-354

Départements : Marketing, GREGHEC (CNRS)

Channel Design, Coordination, and Performance: Future Research Directions

A. Sa Vinhas, S. Chaterjee, S. Dutta, A. Fein, J. LAJOS, W. Ross, L. Scheer, Q. Wang, S. Neslin

Marketing Letters

septembre 2010, vol. 21, n°3, pp.223-237

Départements : Marketing

The marketing literature has made significant progress towards a better understanding of how firms can effectively design and manage their channels of distribution. However, the complexity of today's channel systems raises additional issues that remain unaddressed. The purpose of this article is to suggest promising research directions in this domain. We suggest several possible avenues to relate multiple channel design and management to channel-system, channel-relationship and customer-level outcomes. In particular, we see a great opportunity to integrate multichannel customer management and traditional channel design research. We argue that future research should account for cross-level effects and incorporate variables at more than one relationship level.Channels of distributionCustomer relationship management

Do I Really Have to Prove Who I Am? The Impact of Identity Denial and Targeted Ads

B. KOCHER, D. Luna

Advances in Consumer Research

2010, vol. XXXVII

Départements : Marketing

Firm downsizing and satisfaction among United States and European customers

W. Biemans, J. Lewin, W. ULAGA

Journal of Business Research

juillet 2010, vol. 63, n°7, pp.697-706

Départements : Marketing

Mots clés : Value, Satisfaction, Loyalty, Downsizing, Cultural differences

This study examines the impact that downsizing of suppliers' sales and support personnel has on business customers' satisfaction. The study investigates what influence cultural differences may have on business customers' evaluations of satisfaction with and loyalty toward downsized suppliers. Survey data collected from 435 purchasing professionals in the United States, France, and The Netherlands provide answers to these research questions. Findings indicate that business customers are not satisfied with downsized suppliers' performance. However the results relating to cultural influence are mixed. This report suggests possibilities for future research efforts in this area

How HRM Control Affects Boundary-Spanning Employees: Behavioural Strategies and Satisfaction: The Moderating Impact of Cultural Performance Orientation

V. Onyemah, D. ROUZIES, N. Panagopoulos

The International Journal of Human Resource Management

septembre 2010, vol. 21, n°11, pp.1951-1975

Départements : Marketing, GREGHEC (CNRS)

Mots clés : Boundary-spanning employees, HRM control, National culture, Performance orientation, Sales force control systems, Salespeople

This study examines how cultural performance orientation moderates the influence of human resource management (HRM) controls on boundary-spanning employees' behavioural strategies and satisfaction. Based on primary data obtained from 1,049 salespeople in six countries and secondary data on cultural performance orientation, multilevel regression analyses show that national culture has a strong effect on the way boundary-spanning employees allocate their effort in response to HRM control. In particular, our results suggest that the more behaviour controls are used with boundary-spanning employees, the less attention they pay to customers and the more emphasis they place on their supervisors and non-selling tasks. Specifically, cultural performance orientation is shown to moderate significantly those relationships. Furthermore, results indicate that cultural performance orientation heightens boundary-spanning employees' job satisfaction resulting from behaviour control. Preliminary explanations for the differing impact of HRM control efficiency across cultures can be proposed.Keywords HRM control; national culture; performance orientation; boundary-spanning employees; salespeople.

Luxury after the crisis: Pro logo or no logo?


European Business Review

septembre-octobre 2010, pp.42-46

Départements : Marketing

The economic recession has hit luxury, as most other sectors. Many luxury brands have reeled by lack of clients and cash. Since then, many experts have predicted that post crisis luxury would be of a totally different kind. It was the end of luxury, as we knew it, the end of bling-bling, of prominent logos and high prices excesses.It is chorused everywhere in the media that this new luxury will be modest, bespoke. It should be the demise of conspicuous consumption. For the author, luxury companies would be very cautious in giving faith to this unanimous and trendy opinion, especially if it is backed by cursory polls where respondents tend to give socially acceptable answers. Based on a deep understanding of the dynamics of luxury and on consumer research worldwide, one thing is sure: conspicuousness is here to stay, of course with differences within the luxury population. The future belongs to companies who understand this need for status and adopt a true luxury strategy, very different from a premium strategy. Those who already did it are the ones, which in fact profitably grew during the crisis.

Malleability of attitudes or malleability of the IAT?

S. CZELLAR, R. Fazio, M. Olson, H. Anna Hana

Journal of Experimental Social Psychology

mars 2010, vol. 46, n°2, pp.286-298

Départements : Marketing

Mots clés : Implicit Association Test, Attitudes, Attitude change, Extrapersonal associations

In the current set of experiments, we establish, and explore the consequences of, the imprecision that characterizes the attribute response labels typically employed in the Implicit Association Test (IAT). In Experiment 1, we demonstrate the malleability of the IAT, as conventionally implemented. IAT scores are shown to be influenced by perspective mindsets induced by an unrelated preceding task. Then, we explore how the malleability of the IAT can lead to the inference that attitude change has occurred even when there is very good reason to believe it has not (Experiment 2), and conversely, how it can obscure the detection of attitude change when such change is indeed likely to have occurred (Experiment 3). We provide conceptual explanations for these discrepancies and suggest methodological improvements to enhance the specificity of IAT measures.Keywords: Implicit Association Test; Attitudes; Attitude change; Extrapersonal associations

Managing customer share in key supplier relationships

A. Eggert, W. ULAGA

Industrial Marketing Management

novembre 2010, vol. 39, n°8, pp.1346-1355

Départements : Marketing

Mots clés : Customer share, Customer value, Key supplier relationships, Supply base consolidation

Supply base consolidation is an important issue in many business markets. Against this background, the allocation of purchasing budgets across vendors becomes an area of vital interest to suppliers. In the present research, we argue that customer share is a key decision variable in business marketing settings and investigate how a supplier can proactively manage the share of its customer's business. We report the results of a cross-sectional study among purchasing managers in U.S. manufacturing industries. Our findings confirm the role of customer value as an antecedent to customer share in business relationships. The study further shows that customer share influences the stability of key supplier relationships. Rather than displaying a direct impact, our results suggest that trust mediates and dependence moderates the link between customer share and search for alternative suppliers. Based on these findings, we propose a framework for managing customer share in key supplier relationships. Four approaches of how industrial vendors can proactively manage customer share are discussed

Mindset Metrics in Market Response Models: An Integrative Approach

S. Srinivasan, M. VANHUELE, K. Pauwels

Journal of Marketing Research

août 2010, vol. 47, n°4, pp.672-684

Départements : Marketing, GREGHEC (CNRS)

Mots clés : Customer mind-set metrics, Market response models, Time-series models, Vector autoregressive models, Forecast error variance decomposition, Leading indicators

Demonstrations of marketing effectiveness currently proceed along two parallel tracks: Quantitative researchers model the direct sales effects of the marketing mix, and advertising and branding experts trace customer mind-set metrics (e.g., awareness, affect). The authors merge the two tracks and analyze the added explanatory value of including customer mind-set metrics in a sales response model that already accounts for short- and long-term effects of advertising, price, distribution, and promotion. Vector autoregressive modeling of the metrics for more than 60 brands of four consumer goods shows that advertising awareness, brand consideration, and brand liking account for almost one-third of explained sales variance. Competitive and own mind-set metrics make a similar contribution. Wear-in times reveal that mind-set metrics can be used as advance warning signals that allow enough time for managerial action before market performance itself is affected. Specific marketing actions affect specific mind-set metrics, with the strongest overall impact for distribution. The findings suggest that modelers should include mind-set metrics in sales response models and branding experts should include competition in their tracking research.customer mind-set metricsforecast error variance decompositionleading indicatorsmarket response modelstime-series modelsvector autoregressive models

Modeling strategic group dynamics: a hidden markov modeling approach

P. EBBES, R. Grewal, W. DeSarbo

Quantitative Marketing and Economics

juin 2010, vol. 8, n°2, pp.241-274

Départements : Marketing, GREGHEC (CNRS)

Mots clés : Strategic groups, Competition, Dynamic analysis, Hidden Markov models, Banking strategy, Marketing strategy

With competition playing a critical role in market-based strategic planning and implementation, identifying and understanding competiton and competitive dynamics has become critical. In this vein, the strategic groups perspective has emerged as a powerful means to understand such competitive phenomena. Empirical approaches to model competitive dynamics within the strategic groups framework, however, have been piece meal as researchers typically resort to distinct sequential analysis by time period. To overcome the limitations of these simplistic approaches, we develop a hidden Markov model to study strategic group (competitive) dynamics. In this approach, we explicitly account for competitive dynamics over time by modeling strategic group memberships as latent states that follow a first-order Markov process. Thus, we explictly model the notion that firms adopt their strategy for the next time period based on their current strategy and respective outcomes. We illustrate the model with longitudinal data from COMPUSTAT on 63 public banks from the tri-state region of NY-OH-PA. The results show the proposed model to be superior to a number of viable alternative approaches that have been suggested in the literature. We find the existence of three strategic groups: the leveraged group has low current assets compared to current liabilities, high debt to equity, and high total borrowing to assets. The lending group consists of the largest banks that focus on lending with high ratios of gross loans to securities and gross loans to deposits. The balanced group has the largest number of banks where the values of the financial and product ratios are intermediate compared to the leveraged and lending groups. The asymmetries in the switching probabilites are also evident as there seems to be a higher probability of switching into the balanced group than switching out of this group. The switching probabilites are symmetric between the the leveraged and lending groups.