Effects of age, need for cognition, and affective intensity on advertising effectiveness

This paper explores how individual characteristics of age, need for cognition (NFC), and affective intensity (AI) interact with each other and with advertising appeal frames (i.e., rational, positive-emotional, negative-emotional) to influence ad attitudes, involvement, and recall. The mixed design study reveals that younger adults recall emotional messages, especially negative ones, better than rational ones, but recall does not differ for older adults across appeal frames. Older adults prefer rational and positive messages to negative-emotional messages but ad attitudes do not differ among younger adults across appeal frames. Finally, age interacts with AI, but not NFC, to influence ad responsiveness. Both age and AI influence ad attitudes such that older adults exhibit the most positive ad attitudes across all appeal frames.     

The impact of social cues on passengers’ travel experience

Despite the importance of social cues in service experience environments, little is known about the role of other customer perceptions (OCP) in the formation of passengers’ travel experience (PTE) and loyalty in public transportation. This study examines the impact of OCP on PTE and loyalty in public transportation and also investigates the moderating role of face-consciousness between OCP and PTE. Results revealed that all three dimensions of OCP have a positive effect on PTE, which consequently influences loyalty. More importantly, face-consciousness moderated the relationship between suitable behavior and PTE. Transport managers can benefit from these findings by considering the social environment as they design their services.     

Marketing’s roles in innovation in business-to-business firms: Status, issues, and research agenda

A project funded by the Institute for the Study of Business Markets to develop an understanding of the current state of business-to-business marketing and a research agenda for the field identified a lack of understanding of how the marketing function can or should best contribute to firms’ innovation efforts as the top priority. A workshop of senior academics and research-oriented practitioners explored this topic further, identifying four specific themes: (1) improving customer needs understanding and customer involvement in developing new products, (2) innovating beyond the lab, (3) disseminating and implementing research findings in firms, and (4) marketing’s overall role in innovation. This article defines these themes, sketches the current status of knowledge about each theme, frames practitioners’ issues with them, and proposes research agendas for each theme to move the field forward. The goal is to encourage rigorously executed academic research that can also help firms innovate more successfully.     

High‐Performance Product Management: The Impact of Structure,Process, Competencies,and Role Definition*

Product management is one of the most important functions in marketing. Yet the product management literature has focused largely on creating successful products and has relatively little to say about creating effective product management organizations. This paper focuses on the organizational determinants of high‐performance product management at three levels: (1) the product manager as an individual; (2) the marketing processes related to product management; and (3) the organization structure and role definition. The paper identifies several key factors that potentially impact product management performance. A set of qualitative interviews is conducted to develop hypotheses related to constructs that may drive product management performance. These hypotheses are used to develop a causal model for product management performance that includes constructs related to roles and responsibilities, organization structure, and marketing processes related to product management. An empirical survey of 198 product managers from a variety of industries is conducted to test the causal model. The results of the causal model suggest that performance of a product management organization is driven by structural barriers in the organization, the quality of marketing processes, roles and responsibilities, and knowledge and competencies. The findings suggest that structural boundaries and interfaces are the biggest impediment to effective product management, followed by clarity of roles and responsibilities. The research highlights the importance of organization structure and effective human resource practices in improving product management performance.     

Exchange rate expectations and foreign direct investment flows

Exchange Rate Expectations and Foreign Direct Investment Flows. — Theories about exchange rate expectations are difficult to check empirically. We study FDI data to find indirect evidence on the formation of exchange rate expectations by foreign direct investors. Using panel data techniques on exchange rate movements and FDI flows from the United States to 20 OECD countries we find that skewness of devaluations has a robust positive impact on FDI flows while average devaluation and its volatility do not. We view this evidence as consistent with the hypothesis that relatively large exchange rate movements generate mean-reverting long-run expectations. This finding is consistent with survey-based evidence on exchange rate expectations.     

The Impact of Fundamentals on IPO Valuation

We examine how initial public offering (IPO) valuation has changed over time by focusing on three time periods: 1986-1990, January 1997 to March 2000 (designated as the boom period), and April 2000 to December 2001 (designated as the crash period). Using a sample of 1,655 IPOs, we find that firms with more negative earnings have higher valuations than do firms with less negative earnings and firms with more positive earnings have higher valuations than firms with less positive earnings. Our results suggest that negative earnings are a proxy for growth opportunities for Internet firms and that such growth options are a significant component of IPO firm value.