Rediscovering market segmentation

In 1964, Daniel Yankelovich introduced in the pages of HBR the concept of nondemographic segmentation, by which he meant the classification of consumers according to criteria other than age, residence, income, and such. The predictive power of marketing studies based on demographics was no longer strong enough to serve as a basis for marketing strategy, he argued. Buying patterns had become far better guides to consumers' future purchases. In addition, properly constructed nondemographic segmentations could help companies determine which products to develop, which distribution channels to sell them in, how much to charge for them, and how to advertise them. But more than 40 years later, nondemographic segmentation has become just as unenlightening as demographic segmentation had been. Today, the technique is used almost exclusively to fulfill the needs of advertising, which it serves mainly by populating commercials with characters that viewers can identify with. It is true that psychographic types like "High-Tech Harry" and "Joe Six-Pack" may capture some truth about real people's lifestyles, attitudes, self-image, and aspirations. But they are no better than demographics at predicting purchase behavior. Thus they give corporate decision makers very little idea of how to keep customers or capture new ones. Now, Daniel Yankelovich returns to these pages, with consultant David Meer, to argue the case for a broad view of nondemographic segmentation. They describe the elements of a smart segmentation strategy, explaining how segmentations meant to strengthen brand identity differ from those capable of telling a company which markets it should enter and what goods to make. And they introduce their "gravity of decision spectrum", a tool that focuses on the form of consumer behavior that should be of the greatest interest to marketers--the importance that consumers place on a product or product category.     

Sports sponsorship perceptions: An exploration

This study examines how consumers perceive sports sponsorship by a financial services organisation. Current literature provides information on the advantages and objectives of sponsorship to an organisation. However, it is evident that there is little on how consumers react to sponsorship and in particular how the differences in brand and event involvement (EI) affect response. Data was collected from two audiences of a sponsored sports event, those who attended the game and those who did not. The research findings indicate that, in the context of sponsorship activity, brand involvement is a direct positive influence on brand attractiveness and brand meaningfulness. This study also shows that EI has a direct negative influence on brand trustworthiness. Those who were classed as involved spectators considered the brand to be less trustworthy. Limitations of the study include the economic environment, type of research method and sample size. Areas of further research are recommended.     

Searching most influential variables to brand loyalty measurements: An exploratory study

This research attempts to detect some brand loyalty key specific antecedent variables based on three groups of measurements: consumer involvement, perceived brand value (consumer brand equity), and customer satisfaction. Questions that drove the study were: which variables from which of the three dimensions would have the major effect on loyalty measurements? Would the explicatory variables be consistent across all product categories? 649 respondents were divided into six product categories. Regression models were obtained for each product category and for each loyalty measurement. Perceived brand value variables tended to have the higher impact on loyalty measurements. Self-identification with the brand (self-congruence) and perceived brand quality tended to be the variables with the major effect on loyalty measurements across all product categories.     

Advertising,the matchmaker

We empirically study the informational role of advertising in matching consumers with products when consumers are uncertain about both observable and unobserved program attributes. Our focus is on the network television industry, in which the products are television shows. We estimate a model that allows us to distinguish between the direct effect of advertising on utility and its effect through the information set. A notable behavioral implication is that exposure to informational advertising can decrease the consumer’s tendency to purchase the promoted product. The structural estimates imply that an exposure to a single advertisement decreases the consumer’s probability of not choosing her best alternative by approximately 10%. Our results are relevant for industries characterized by product proliferation and horizontal differentiation.     

High-performance marketing: an interview with Nike's Phil Knight. Interview by Geraldine E. Willigan

Nike's advertising slogans--"Bo Knows," "Just Do It," and "There Is No Finish Line"--have moved beyond advertising into popular expression. Its athletic footwear and clothing have become a piece of Americana. Its brand name is as well known around the world as IBM and Coke. Behind the slogans and the flashy TV commercials is the vision of its founder, chairman, and CEO, Phil Knight. Since forming the company in 1962, Knight has taken Nike from a small-time distributor of Japanese track shoes to the top of the athletic shoe and apparel market. But not without a stumble. Along the way, Knight discovered that technological innovation alone could not continue to drive growth. When sales stagnated in the mid-1980s, Knight and Nike learned several hard lessons on how to build brands and understand consumers, and they transformed their technology company into a marketing company whose product is its most important marketing tool. "Ultimately," says Knight, "we wanted Nike to be the world's best sports and fitness company. Once you say that, you have a focus. You don't end up making wing tips or sponsoring the next Rolling Stones world tour." To keep the company growing, Nike began splitting its brands into sub-brands. In tennis, Nike divided its shoes into Challenge Court--for younger, more active players--and Supreme Court--for older, more mature players. That approach brought the company to a broader range of consumers while preserving the customer base. And to create an emotional tie with the consumer, Nike started advertising on TV. "Sports is at the heart of American culture," Knight says. "You can't explain much in 60 seconds, but when you show Michael Jordan, you don't have to. It's that simple."     

Break free from the product life cycle

Most firms build their marketing strategies around the concept of the product life cycle--the idea that after introduction, products inevitably follow a course of growth, maturity, and decline. It doesn't have to be that way, says HBS marketing professor Youngme Moon. By positioning their products in unexpected ways, companies can change how customers mentally categorize them. In doing so, they can shift products lodged in the maturity phase back--and catapult new products forward--into the growth phase. The author describes three positioning strategies that marketers use to shift consumers' thinking. Reverse positioning strips away"sacred" product attributes while adding new ones (JetBlue, for example, withheld the expected first-class seating and in-flight meals on its planes while offering surprising perks like leather seats and extra legroom). Breakaway positioning associates the product with a radically different category (Swatch chose not to associate itself with fine jewelry and instead entered the fashion accessory category). And stealth positioning acclimates leery consumers to a new offering by cloaking the product's true nature (Sony positioned its less-than-perfect household robot as a quirky pet). Clayton Christensen described how new, simple technologies can upend a market. In an analogous way, these positioning strategies can exploit the vulnerability of established categories to new positioning. A company can use these techniques to go on the offensive and transform a category by demolishing its traditional boundaries. Companies that disrupt a category through positioning create a lucrative place to ply their wares--and can leave category incumbents scrambling.     

Consumer obfuscation by a multiproduct firm

This article shows that a multiproduct firm has incentives to obfuscate its products by using search costs to induce consumers to search through its products in a particular order. The consumers who draw high valuations of the first product terminate their search earlier than the consumers who draw low valuations. Thus, the firm has incentives to raise the price of the earlier searched product. The optimal search cost for an obfuscated product is such that consumers inspect the product only if the match values of the previously searched goods have been very poor.     

The magic of branding: The role of ‘pledge’, ‘turn’ and ‘prestige’ in fostering consumer trust in financial services

The purpose of this article is to study the impact of brand image on consumer trust through empirical investigation in the context of the financial services sector. While trust helps to bind consumers to brands, a strong brand image works like magic in reducing consumers’ risk perception and promoting trust. This study analyses how brand image influences consumers’ trusting intention through operationalising an interdisciplinary brand-trust model. Constructs and measures were drawn from interdisciplinary brand and trust literature and tested through employing EFA, CFA and structural equation modelling. Data were collected through a quantitative survey of 300 financial services consumers. Using the analogy of a magic trick, the study unveils the key role of financial services branding in engendering consumer trust in the ‘pledge’ or ‘prestige’ parts of the trick but not in the ‘turn’. The research contributes to the convergent and mutually inclusive theories of trust and branding as well as services marketing literature. For managers and policymakers in the financial services sector the findings will help them to effectively manage brand image and foster consumers’ trusting intention.     

Brand portfolio options for the UK retail banks

Following deregulation in the late 1980s, many financial service companies rapidly grew their product portfolios. Developing these extensive portfolios has raised complex issues for financial service companies regarding how the new products and services should be marketed and, in particular, how they should be branded. This paper seeks to identify the relevant issues concerning the marketing and branding of large portfolios of financial service products. Using the brand portfolio model developed by Aaker and Joachimsthaler,¹ the paper analyses the brand portfolio strategies adopted by the UK's leading retail banks (Barclays, Lloyds TSB, NatWest/RBS and HSBC). The paper concludes that given the complexity of branding as a concept and in predicting how consumers will respond, ultimately all financial services need to experiment more both with how individual brands are positioned and advertised and what portfolios are optimal.     

If brands are built over years, why are they managed over quarters?

Brands are on the wane. Many consumer-goods companies blame the big-box discount retailers, but the Wharton School's Leonard Lodish and the Fuqua School's Carl Mela have a different explanation. Their research suggests that companies have damaged their brands by investing too much in short-term price promotions and too little in long-term brand building. To rescue their brands and increase profitability, corporate managers must arm themselves with long-term measures of brand performance and use them to make smarter marketing decisions. Several factors explain the short-sightedness of brand management: the increased availability of weekly, or even hourly, scanner data, which show a clear link between discounts and immediate boosts in sales; the relative difficulty of measuring the effects of advertising, new-product development, and distribution--all of which can contribute to a brand's long-term health; the short tenure of most brand managers; and the near-term orientation of Wall Street analysts. Although discounts do increase sales in the short-term, they ultimately lower profit margins. If a product is often discounted, consumers learn to buy it only when it's on sale. Moreover, when one firm increases its discounts, others usually follow suit, lowering everyone's margins. Executives can monitor a brand's long-term performance by watching a dashboard of measures. Only after examining such measures, for example, did managers at Clorox discover that the company's heavy discounting and decreased advertising had caused a steady decline in overall bleach sales and profit margins. In response, Clorox reduced discounting and increased television advertising, moves that ultimately strengthened the brand and reversed the firm's downward trends.     

Three questions you need to ask about your brand

Traditionally, the people responsible for positioning brands have concentrated on the differences that set each brand apart from the competition. But emphasizing differences isn't enough to sustain a brand against competitors. Managers should also consider the frame of reference within which the brand works and the features the brand shares with other products. Asking three questions about your brand can help: HAVE WE ESTABLISHED A FRAME?: A frame of reference--for Coke, it might be as narrow as other colas or as broad as all thirst-quenching drinks--signals to consumers the goal they can expect to achieve by using a brand. Brand managers need to pay close attention to this issue, in some cases expanding their focus in order to preempt the competition. ARE WE LEVERAGING OUR POINTS OF PARITY?: Certain points of parity must be met if consumers are to perceive your product as a legitimate player within its frame of reference. For instance, consumers might not consider a bank truly a bank unless it offers checking and savings plans. ARE THE POINTS OF DIFFERENCE COMPELLING?: A distinguishing characteristic that consumers find both relevant and believable can become a strong, favorable, unique brand association, capable of distinguishing the brand from others in the same frame of reference. Frames of reference, points of parity, and points of difference are moving targets. Maytag isn't the only dependable brand of appliance, Tide isn't the only detergent with whitening power, and BMWs aren't the only cars on the road with superior handling. The key questions you need to ask about your brand may not change, but their context certainly will. The saviest brand positioners are also the most vigilant.     

The social media faces of major global financial service brands

With the advent of social media, brand management has become not only more difficult, but also increasingly critical to the credibility and reputation of firms. Moreover, consumer-generated content and its rapid diffusion takes control over advertising-intended messages away from brand managers. Financial services brand managers will not fully be able to control the destinies of their brands, but at the very least they need to be involved in the conversations that speak about their brand. This article suggests a powerful analytical tool Chernoff Faces, which can add to financial service brand managers’ arsenal.     

The social media faces of major global financial service brands

With the advent of social media, brand management has become not only more difficult, but also increasingly critical to the credibility and reputation of firms. Moreover, consumer-generated content and its rapid diffusion takes control over advertising-intended messages away from brand managers. Financial services brand managers will not fully be able to control the destinies of their brands, but at the very least they need to be involved in the conversations that speak about their brand. This article suggests a powerful analytical tool Chernoff Faces, which can add to financial service brand managers’ arsenal.     

Warranties as signals under consumer moral hazard.

This article examines the use of prices and warranties as signals of product quality to consumers who choose how to maintain their purchases. The seller's incentives are strongly affected by the interaction of quality and maintenance in determining product reliability. Two different assumptions about this interaction are made. A separating equilibrium in which high quality is signalled with a low warranty and low price is shown to be possible in both cases.     

Financial services ads and viewer response profiles: Psychometric properties of a shortened scale

Schlinger's Viewer Response Profile is a widely used tool in advertising research, in both commercial and academic environments. It is used in ad testing to gauge viewer reactions to television commercials. Initial research on its psychometric properties was critical of the scale; however, more recent work using more sophisticated statistical techniques and larger, more realistic, samples has been much more complimentary. This article reports on the use of a shorter version of the Schlinger scale to test financial services advertisements. The findings generally indicate that the scale can be used with confidence in that environment, and that the shorter scale generally performed well. The limitations of the study are acknowledged, managerial implications are discussed, and avenues for future research are identified.     

Financial services ads and viewer response profiles: Psychometric properties of a shortened scale

Schlinger's Viewer Response Profile is a widely used tool in advertising research, in both commercial and academic environments. It is used in ad testing to gauge viewer reactions to television commercials. Initial research on its psychometric properties was critical of the scale; however, more recent work using more sophisticated statistical techniques and larger, more realistic, samples has been much more complimentary. This article reports on the use of a shorter version of the Schlinger scale to test financial services advertisements. The findings generally indicate that the scale can be used with confidence in that environment, and that the shorter scale generally performed well. The limitations of the study are acknowledged, managerial implications are discussed, and avenues for future research are identified.     

Defensive marketing: how a strong incumbent can protect its position

There has been a lot of research on marketing as an offensive tactic-how it can help companies successfully launch new products, enter new markets, or gain share with existing products in their current markets. But for nearly every new product launch, market entrant, or industry upstart grabbing market share, there is an incumbent that must defend its position. And there has been little research on how these defenders can use marketing to preemptively respond to new or anticipated threats. John H. Roberts outlines four basic types of defensive marketing strategies: positive, inertial, parity, and retarding. With the first two, you establish and communicate your points of superiority relative to the new entrant; with the second two, you establish and communicate strategic points of comparability with your rival. Before choosing a strategy, you need to assess the weapons you have available to protect your market position-your brand identity, the products and services that support that identity, and your means of communicating it. Then assess your customers' value to you and their vulnerability to being poached by rivals. The author explains how Australian telecommunications company Telstra, facing deregulation, used a combination of the four strategies (plus the author's customer response model) to fend off market newcomer Optus. Telstra was prepared, for instance, to reach deep into its pockets and engage in a price war. But the customer response model indicated that a parity strategy-in which Telstra would offer lower rates on some routes and at certain times of day, even though its prices, on average, were higher than its rival's-was more likely to prevent consumers from switching. Ultimately, Telstra was able to retain several points of market share it otherwise would have lost. The strategies described here, though specific to Telstra's situation, offer lessons for any company facing new and potentially damaging competition.     

虚假广告的产生及其监控分析

虚假广告的产生来源于商家与消费者之间存在的信息不对称及信息搜寻存在成本,使得商家在发布虚假广告与信息时消费者往往不能正确地识别。虚假广告的存在导致市场中会出现柠檬市场的效应,使劣质产品占领了市场。基于博弈论的分析得到以下结论:政府对广告信息发布的监督概率与其对虚假广告与信息的发布者的惩罚因子具有替代性;如果制造商通过发布虚假信息所获取的利润越大,则政府越有必要提高其监督概率;政府的监督概率与发布虚假信息的成本成负相关的关系;如果制造商发布的虚假信息量越大,则政府越有必要提高其监督概率。     

Eager sellers and stony buyers: understanding the psychology of new-product adoption

Companies that introduce new innovations are the most likely to flourish, so they spend billions of dollars making better products. But studies show that new innovations fail at a staggering rate. While many blame these misses on lackluster products, the reality isn't so simple. The goods that consumers dismiss often do offer improvements over existing ones. So why don't people purchase them? And why do companies keep peddling products that buyers are likely to reject? The answer, says the author, can be found in the brain. New products force consumers to change their behavior, and that has a psychological cost. Many products fail because people irrationally over-value the benefits of the goods they own over those they don't possess. Executives, meanwhile, overvalue their own innovations. This leads to a serious clash. Studies show, in fact, that there is a mismatch of nine to one, or 9x, between what innovators think consumers want and what consumers truly desire. Fortunately, companies can overcome this disconnect. To start, they can determine where their products fall in a matrix with four categories: easy sells, sure failures, long hauls, and smash hits. Each has a different ratio of product improvement to change required from the consumer. Once businesses know where their products fit into this grid, they can manage the resistance to change. For some innovations, major behavior change is a given. In those cases, companies can either wait for consumers to warm to the product, make the improvement so great that buyers get past their apprehension, or try to eliminate the incumbent product. Firms can also try to minimize buyer resistance by making products that are compatible with incumbent goods, seeking out those who are not yet users of the existing product, or finding true believers.     

The action suited to the word? Use of the framework of risk information seeking to understand risk-related behaviors

Although a growing body of risk communication research focuses on how people process risk information, one question that is overlooked is how the seeking of information contributes to behavioral adaptation toward the risk issue. How are people’s behavioral responses to risks affected by the search for risk information? Building on the Framework of Risk Information Seeking (FRIS), this paper reports on two studies that focus on the experimental testing of several of the basic FRIS assumptions. In study 1, a 2 (involvement: high vs. low)?×?2 (risk perception: high vs. low) between-subjects experiment was conducted to test the assumption that higher levels of involvement and risk perception stimulate the intention to seek additional risk information as well as the actual risk information. Study 2 is a partial replication of study 1. In study 2, a 2 (involvement: high vs. low)?×?2 (fear appeal: present vs. absent)?×?2 (response efficacy: high vs. low) between-subjects experiment was conducted to test how varying the levels of involvement, risk perception, and response efficacy influence actual and intended information seeking, as well as the intention to adopt risk-mitigating actions. The results showed that the high-involvement, high-risk perception, high-response efficacy group was most likely to actually seek information and make behavioral changes. The results are in accordance with basic FRIS assumptions. Implications for risk communication are discussed.