How do the success factors driving repurchase intent differ between male and female customers?

As customers’ repurchase behavior leads to long-term corporate profitability, managers should know the success factors influencing repurchase intent. Knowledge of gender differences in these success factors would enable managers to separately optimize repurchase intent for men and women. This research thus develops original hypotheses on gender differences in the formation of repurchase intent. Based on hierarchical linear modeling of data from five countries and ten industries, this research finds that public brand image more strongly influences customer satisfaction and repurchase intent for women than for men. Perceived value has a weaker effect on repurchase intent for women than for men. The analyses do not detect any gender difference in the influence of customer satisfaction on repurchase intent. Contrary to conventional wisdom, relational switching costs more strongly influence repurchase intent for men than for women. Further analyses illustrate moderating effects of country differences in gender egalitarianism and of contextual differences between products and services.     

From agriculture to manufacturing: How does geography matter?

This article advances a theory to show that geographical advantage for agricultural production helps an economy to become more prosperous in the predominantly agricultural regime, but delays the timing of transition to manufacturing production (i.e., the timing of industrialization). It also delays the change in labor structure toward an increase in proportion of skilled labor, and hence, the economy may be overtaken in the development process by another with less geographical advantage for agriculture. This theoretical result is in accordance with recent empirical evidence and helps explain the reversals of national fortune, which are documented in economic history. Within its analytical framework, the article also enriches the existing literature by explaining the decline in fertility and the evolution of labor structure, along with technological progress, in the development process.     

Do loyal customers really pay more for services?

Service firms are encouraged by historic evidence that loyal customers are less price sensitive. Yet, some research has challenged the assertion while others have demonstrated considerable heterogeneity within loyal segments. Aiming to reconcile this debate, we investigate the relationship between customers’ behavioral loyalty and the importance they place on price relative to two managerially relevant service attributes: rewards and convenience. We also assess the moderating role of attitudinal loyalty resulting from superior service experience. Results from a longitudinal survey and transaction data from an airline carrier show that as customers’ behavioral loyalty increases, they place more importance on price and less importance on rewards and convenience, revealing that behavioral loyalty causes a shift in emphasis toward price. As a result, behaviorally loyal customers spend less and revenue decreases. However, by improving attitudinal loyalty, firms achieve the desired outcome of reducing price sensitivity and increasing revenue. Specifically, after experiencing better service, behaviorally loyal customers focus less on price and instead shift their focus toward rewards and convenience, and this results in revenue gains for the firm. Overall, attitudinal loyalty from better service experience acts as a key mitigator of the positive link between behavioral loyalty and price sensitivity.     

Understanding the co-creation effect: when does collaborating with customers provide a lift to service recovery?

Because co-creation allows customers to help shape or personalize the content of their experience, it can affect customer satisfaction with recovery efforts, as well as offer a more cost-effective alternative to compensation. This article identifies specific situations in which co-creation is and is not useful. Study 1 tests the impact of co-creation in comparison with compensation for enhancing satisfaction with the recovery process and demonstrates that co-creation offers a cost-efficient strategy for companies when customers must deal with severe delays. Study 2 extends these results by showing that the impact extends to repurchase intentions. Study 3 details conditions in which co-creation harms evaluations. Finally, Study 4 explores whether it is necessary for the company to meet the customer??s requests when co-creating a recovery, as well as what happens when the company exceeds a customer??s requests. The article concludes with a discussion of the theoretical and managerial implications, limitations, and research directions that emerge from the studies.     

Do managers know what their customers think and why?

The ability of a firm’s managers to understand how its customers view the firm’s offerings and the drivers of those customer perceptions is fundamental in determining the success of marketing efforts. We investigate the extent to which managers’ perceptions of the levels and drivers of their customers’ satisfaction and loyalty align with that of their actual customers (along with customers’ expectations, quality, value, and complaints). From 70,000 American Customer Satisfaction Index (ACSI) customer surveys and 1068 firm (manager) responses from the ACSI-measured companies, our analyses suggest that managers generally fail to understand their firms’ customers in two important ways. First, managers systematically overestimate the levels of customer satisfaction and attitudinal loyalty, as well as the levels of key antecedent constructs such as expectations and perceived value. Second, managers’ understanding of the drivers of their customers’ satisfaction and loyalty are disconnected from those of their actual customers. Among the most significant “disconnects,” managers underestimate the importance of customer perceptions of quality in driving their satisfaction and of satisfaction in driving customers’ loyalty and complaint behavior. Our results indicate that firms must do more to ensure that managers understand how their customers perceive the firm’s products and services and why.     

Friends with benefits: social coupons as a strategy to enhance customers’ social empowerment

Businesses often seek to leverage customers’ social networks to acquire new customers and stimulate word-of-mouth recommendations. While customers make brand recommendations for various reasons (e.g., incentives, reputation enhancement), they are also motivated by a desire for social empowerment—to feel an impact on others. In several multi-method studies, we show that facilitating sharing of social coupons (i.e., coupon sets that include one for self-use and one to be shared) is a unique marketing strategy that facilitates social empowerment. Firms benefit from social coupons because customers who share spend more and report greater purchase intentions than those who do not. Furthermore, we demonstrate that social coupons are most effective when the sharer’s brand relationship is new versus established. For customers with an established relationship, sharing with a receiver who also has an established relationship maximizes potential impact. Together, these studies connect social empowerment to relationship marketing and provide guidance to managers targeting social coupons.     

How can corporate social responsibility activities create value for stakeholders? A systematic review

Corporate social responsibility (CSR) activities have the potential to create stronger relationships between firms and stakeholders. Although marketing researchers have studied the impacts of CSR activities on stakeholder responses, the CSR activities and outcomes measured have been varied and inconsistent. In this article we (a) review the extant literature to outline which CSR activities and outcomes have been included in previous research; (b) synthesize the means by which CSR activities can add value for consumers and how these have been represented in CSR literature, and; (c) present a research agenda for future research to allow greater consistency among CSR researchers.     

Adapting to succeed? Leveraging the brand equity of best sellers to succeed at the box office

Many movies are based on best-selling novels. While book adaptation is an often used strategy in the motion picture industry, it has received little academic attention. Using a multi-method approach, this research investigates the drivers behind the success of book-based movies. In Study 1, we analyze over 700 movies and find that book-based movies perform better at the box office on the opening weekend than non-book movies. However, this superior performance dissipates after the opening weekend. Further, the opening weekend performance of book-based movies is positively driven by book equity, book-movie similarity, and recency between the book??s peak equity and movie release. After the opening weekend, many of these book-related variables cease to have an impact, and the effect of movie-related variables (e.g., reviews) increases. Because Study 1 documents that book-movie similarity positively impacts the movie??s performance, contrary to prior findings that content similarity has negative or null impact on performance of a movie sequel, we undertake a second study to reconcile the discrepancy. Study 2 finds that content similarity results in satiation and therefore hampers the movie success for sequels; however, when a movie is adapted from a book, due to experiential modality change (i.e., from book format to film format rather than film to film), content similarity increases the movie??s chance of success.     

Do institutional investors pay attention to customer satisfaction and why?

Extant marketing, accounting, and finance research has neglected to examine the relevance of customer satisfaction information for institutional investors, despite their potential importance. This study develops and supports a framework suggesting that firms with positive changes in customer satisfaction are more attractive to transient institutional investors than to non-transient institutional investors. We also find that the impact of customer satisfaction on transient institutional investor holdings is contingent upon firm intangible asset intensity, product-market demand uncertainty, and financial market volatility. In addition, transient institutional investor holdings at least partially mediate the effects of changes in customer satisfaction on firm abnormal return and idiosyncratic risk. Thus, transient institutional investor investments represent a mechanism through which customer satisfaction affects firm value.     

Are conservative approaches to new product selling a blessing in disguise?

A new product’s success in the marketplace largely depends on salesforce actions. Many B2B salespeople display conservatism when confronted with new products in their portfolio, such that they maximize their efforts to sell existing products before engaging in efforts to sell the new product. So far, it is unclear whether this conservative selling behavior (CSB) is harmful to new product selling performance, and how this behavior can be managed. Building on perceived risk processing theory, and employing multi-level structural equation modeling on a multi-source dataset, the authors empirically substantiate that salespeople’s CSB makes their effort to sell new products more effective. Remarkably, such effort is then valued less by sales managers. The authors also find that CSB is a result of a risk assessment and evaluation process, in which internal marketing efforts (i.e., providing salespeople with information on the new product) determine the weight of perceived performance risk (i.e., new product radicalness), social risk (i.e., managerial new product orientation), and financial risk (i.e., long-term rewards). Managers looking to control the levels of CSB in their salesforce should carefully align their information support activities with the perceived risk dimensions of the new product selling situation.     

Customer reactions to variety: Too much of a good thing?

Summary Studying product variety is an interesting and relevant area for research. Work in this area should build on careful understanding of both customers’ reactions to it and managers’ decision making with respect to it. This requires an interdisciplinary focus, drawing on work in information processing, channels, operations management, game theory, and managerial decision making. In fact, the major advances may come more from combining knowledge from the different areas rather than boring more deeply into a single one. Donald R. Lehmann is George E. Warren Professor of Business at the Columbia University Graduate School of Business. He has a B.S. degree in mathematics from Union College, Schenectady, New York, and an M.S.I.A. and Ph.D. from the Krannert School of Purdue University. His research interests include modeling individual choice and decision making, understanding group and interdependent decisions, meta-analysis, and the introduction and adoption of innovations. He has taught courses in marketing, management, and statistics. He has published in and served on the editorial boards ofJournal of Consumer Research, Journal of Marketing, Journal of Marketing Research, Management Science, andMarketing Science, and is founding editor ofMarketing Letters. In addition to numerous journal articles, he has published four books:Market Research and Analysis, Analysis for Marketing Planning, Product Management, andMeta Analysis in Marketing. Professor Lehmann served as executive director of the Marketing Science Institute from 1993 to 1995 and as president of the Association for Consumer Research in 1995.     

How do enhanced and unique features affect new product preference? The moderating role of product familiarity

Companies often introduce products with enhanced or unique features to compete with the dominant brands in the market. This paper examines the moderating role of product familiarity in consumer preferences of products with enhanced or unique features in two experimental studies. Study 1 (208 participants) operationalizes product familiarity at the product category level and Study 2 (168 participants) measures it at the individual level as one’s prior experience with the product. The findings of two experiments show that when consumers are unfamiliar with a product category, they prefer a product with enhanced features to one with unique features. In contrast, when consumers are experienced, they perceive a product with unique features more favorably than an enhanced one. Furthermore, this effect is due to consumer perceived differentiation of and performance uncertainty about new products with enhanced or unique features.

Time or spot? A revaluation of Amsterdam market data prior to 1747

Scholars historically believed that the market price data reported for Amsterdam markets were spot prices prior to 1747. Neal (The rise of financial capitalism: international capital markets in the Age of Reason. Cambridge University Press, Cambridge, 1990) provided econometric evidence that the prices were time. A newly constructed dataset, containing a much higher frequency of observations from Amsterdam markets, allows us to resolve this dispute. We provide conclusive evidence that the prices report were actually spot, as originally believed.     

Are your salespeople coachable? How salesperson coachability, trait competitiveness, and transformational leadership enhance sales performance

In this two-part empirical study, a measure of athletic coachability is adapted and applied to salespeople in a business-to-business sales context. Relationships among salesperson coachability, salesperson trait competitiveness, sales manager leadership style, and sales performance are conceptualized and tested. Results suggest that sales performance is highest when salespeople are highly coachable, highly competitive, and under transformational leadership. Results also suggest that salesperson coachability fully mediates the relationship between transformational leadership and sales performance and partially mediates the relationship between salesperson trait competitiveness and sales performance.     

Who should be in power to encourage product program innovativeness,R&D or marketing?

The degree to which the research and development (R&D) department is regarded as more important for product innovativeness than is marketing, with greater potential to influence innovation decisions, appears ambiguous. This study examines how R&D’s level of power, relative to marketing’s, affects product program newness and meaningfulness, and thus market and financial performance. Relying on the motive of enhancement, this study reveals two underlying mechanisms to explain considerations of R&D and marketing depending on R&D’s power. A multi-informant sample of top executives and subordinates from 229 firms indicates distinct effects of R&D’s relative power on product program newness and meaningfulness. Specifically, R&D power exhibits a positive linear relationship with product program newness but a nonlinear effect with meaningfulness. To expand market and financial performance, firms should seek to generate meaningful product innovations through a moderate level of relative R&D power, particularly when their environments are characterized by high competitive intensity.