Marketing survey research best practices: evidence and recommendations from a review of <Emphasis Type="Italic">JAMS</Emphasis> articles

Survey research methodology is widely used in marketing, and it is important for both the field and individual researchers to follow stringent guidelines to ensure that meaningful insights are attained. To assess the extent to which marketing researchers are utilizing best practices in designing, administering, and analyzing surveys, we review the prevalence of published empirical survey work during the 2006–2015 period in three top marketing journals—Journal of the Academy of Marketing Science (JAMS), Journal of Marketing (JM), and Journal of Marketing Research (JMR)—and then conduct an in-depth analysis of 202 survey-based studies published in JAMS. We focus on key issues in two broad areas of survey research (issues related to the choice of the object of measurement and selection of raters, and issues related to the measurement of the constructs of interest), and we describe conceptual considerations related to each specific issue, review how marketing researchers have attended to these issues in their published work, and identify appropriate best practices.     

Negative word of mouth can be a positive for consumers connected to the brand

It is widely accepted, and demonstrated in the marketing literature, that negative online word of mouth (NOWOM) has a negative impact on brands. The present research, however, finds the opposite effect among individuals who feel a close personal connection to the brand—a group that often contains the brand’s best customers. A series of three studies show that, when self–brand connection (SBC) is high, consumers process NOWOM defensively—a process that actually increases their behavioral intentions toward the brand. Study 1 demonstrates this effect using an experimental manipulation of SBC related to clothing brands, and provides process evidence by analyzing coded thought listings. Study 2 provides convergent evidence by measuring SBC associated with smartphones, and followup analyses show that as SBC increases, the otherwise negative effect of NOWOM steadily transforms to become significantly positive. Study 3 replicates these results using a combination of a national survey conducted by J.D. Power investigating hotel stays and data drawn from TripAdvisor. Results of all three studies, set in product categories with varying levels of identity relevance, support the positive effects of NOWOM for high-SBC customers and have implications for both managers and researchers.     

How brand innovativeness creates advertising flexibility

We advance a broadened conceptualization of advertising context effects by considering how consumer response is influenced by the competitive advertising context. This contextual variable reflects how typically or atypically advertising tactics are employed by brands in a product category. Study 1 demonstrates that employing an advertising tactic that is perceived by consumers as atypical in a category undermines its influence on brand attitudes. Study 2 shows that this persuasion penalty is circumvented by innovative brands through a phenomenon we refer to as advertising flexibility that enables innovative brands to successfully employ advertising tactics under a wider range of conditions than non-innovative brands. A final study provides process evidence for this effect by showing that brand attitudes are determined by advertising content for innovative brands but by considerations of the competitive advertising context for non-innovative brands.     

I thought it was over,but now it is back: customer reactions to <Emphasis Type="Italic">ex post</Emphasis> time extensions of sales promotions

In many industries, it is common practice to extend sales promotions ex post. That is, firms belatedly extend the initial deadline of a promotion shortly before or directly after the previously announced deadline, with the expectation of increased sales. Four experimental studies indicate both positive and negative effects of these ex post extensions. First, customers perceive an ex post extended promotional offer as less attractive, such that their repurchase intentions diminish. This negative effect arises consistently across different boundary conditions, such as different customer and product types. Second, the positive effect of ex post extensions stems from the possibility that the consumer can still use the promotional offer, so it emerges only for potential customers and existing customers of frequently bought products. Companies can mitigate the dark side of ex post extensions proactively, by designing the extensions to last for only a short time or offering an explanation for the extension that highlights the popularity of the initial promotion.     

Can copycat private labels improve the consumer’s shopping experience? A fluency explanation

A top priority among retailers is enhancing the consumer’s shopping experience. With the number of private label products increasing at the same time retailers are shedding slower moving products, understanding how private labels impact the consumer’s experience at the retail shelf becomes critical. While one might think that private labels, in particular those that look similar to their national brand counterparts (i.e., copycat private labels), may hinder the shopping experience by making it more difficult for consumers to choose a product, we find the exact opposite. Adopting a fluency perspective, we show that when copycat private labels are included in a shelf set, consumers with high knowledge of the category experience greater choice ease, and as a result they subsequently evaluate their chosen product more favorably. Importantly, the choice ease and evaluations of novice consumers are found to be unaffected. Consequently, this research provides insights for retailers and manufacturers on how and why copycat private labels positively impact an important aspect of the consumer’s shopping experience (i.e., choice ease).     

Customer query handling in sales interactions

Using a novel approach with video-recordings of sales interactions, this study focuses on a dynamic analysis of salesperson effectiveness in handling customer queries. We conceptualize salesperson behaviors, namely, resolving, relating, and emoting, as separate elements of customer query handling and empirically identify the distinct verbal and nonverbal cues that salespeople use to display these behaviors during sales interactions. We draw from compensation effects in social cognition theory to propose that customers’ perceptions of a salesperson’s effectiveness are prone to trade-offs between competence (resolving behaviors) and warmth (relating and emoting behaviors). Results, robust to endogeneity corrections, support the proposed tradeoffs such that the effectiveness of salesperson’s resolving behavior is significantly curtailed, even neutralized, by the salesperson’s relating and emoting behaviors. We situate these counterintuitive results within the extant theory and research on sales interactions, and outline implications for practice.     

The effect of employee behavior on brand personality impressions and brand attitudes

This research examines how consumers update their brand personality impressions and brand attitudes after interacting with one of the brand's employees. Drawing on stereotyping theory, the author develops a framework that proposes that the impact of an employee's behavior depends on how the employee is categorized. When the employee is considered primarily as an exemplar of the brand's workforce, his or her behavior is generalized more strongly to the brand. When, however, the employee is judged as a relatively unique individual (i.e., when the employee is subtyped), the behavior is not transferred to the brand to the full extent. The results of three studies provide converging evidence and show that the degree to which consumers subtype an employee is determined by the amount of information they possess about the employee, the extent to which they depend on the employee, and their motivation to form an accurate impression. The findings have direct implications for marketers interested in understanding how employees affect the brands they represent.

On the significance of statistically insignificant results in consumer behavior experiments

Experimentation is the sine qua non of consumer behavior research, and much of what is thought to be known about the behavior of consumers is based on findings from experiments. However, many articles that report consumer behavior experiments contain one or more results that are significantly insignificant. That is, one or more experimental results are so unusually weak or minuscule that they are unlikely to have come about by chance. As such, significantly insignificant results can be due to the “failure” of the theory underlying an experiment and/or the flawed design or implementation of an experiment. Consequently, significantly insignificant results have implications for the theories and methodologies employed in consumer behavior experiments, the quality of conclusions drawn from the experiments, and the credibility of the consumer behavior research discipline as a whole.     

Unlocking the power of marketing: understanding the links between customer mindset metrics,behavior, and profitability

Recent evidence about the central role played by perceptual constructs in driving performance outcomes has produced a renewed interest in studying customer mindset metrics (CMMs; e.g., satisfaction, service quality, and loyalty intentions). However, we still lack a proper understanding of how (i.e., process) and to what extent (i.e., magnitude) these CMMs ultimately translate into profitability at the customer level. In this study, we integrate CMMs into an individual-level framework of customer behavior and profitability and provide a conceptual understanding of the process through which these metrics influence customer profitability. Specifically, we propose three mechanisms through which CMMs affect customer behavior and profitability: behavioral effect, marketing effectiveness effect, and marketing efficiency effect. We empirically test this framework across two distinct contexts, a B2B high-tech firm and a B2C telecommunications firm. The results demonstrate that these unobservable CMMs have a significant and multi-dimensional impact on customer behavior and customer profitability. Furthermore, we compute the increases in customer behavior and customer profitability that each firm can expect due to increases in CMMs to help firms improve resource allocation and make better decisions about how much (and when) to invest in CMMs.     

Cost-effective service excellence

This article integrates relevant literature to develop a conceptual model on the potential avenues to achieve service excellence at low unit costs, which we term cost-effective service excellence (CESE). To gain a deeper understanding of these strategies, their applicability and interrelatedness, we analyze how 10 organizations have achieved CESE. Our findings show that CESE can be achieved through three core strategies. First, a dual culture strategy provides a comprehensive set of high-quality services at low cost, largely driven by leadership ambidexterity and contextual ambidexterity. Second, an operations management approach reduces process variability and thereby allows the increased use of systems and technology to achieve CESE. Third, a focused service factory strategy can enable CESE through a highly specialized operation, typically delivering a single type of service to a highly focused customer segment. The use of the three approaches ranges from “pure” (e.g., mostly pursuing a dual culture strategy) to combinations of the latter two approaches with the dual culture strategy (e.g., a focused service factory strategy combined with dual culture). Our conceptual model provides an integrated view of the strategic options available to organizations that aim to pursue a strategy of CESE.     

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.     

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.

The stability of money demand in the long-run: Italy 1861–2011

Money demand stability is a crucial issue for monetary policy efficacy, and it is particularly endangered when substantial changes occur in the monetary system. By implementing the ARDL technique, this study intends to estimate the impact of money demand determinants in Italy over a long period (1861–2011) and to investigate the stability of the estimated relations. We show that instability cannot be excluded when a standard money demand function is estimated, irrespectively of the use of M1 or M2. Then, we argue that the reason for possible instability resides in the omission of relevant variables, as we show that a fully stable demand for narrow money (M1) can be obtained from an augmented money demand function involving real exchange rate and its volatility as additional explanatory variables. These results also allow us to argue that narrower monetary aggregates should be employed in order to obtain a stable estimated relation.     

When and why do customer solutions pay off in business markets?

Manufacturers invest in customer solutions to differentiate their offerings and sustain profitability despite declining margins from goods sales. Notwithstanding strong managerial and academic interest, an examination of whether and explanations for when and why solutions translate into superior performance are lacking. We test hypotheses developed from the resource-based theory and transaction cost economics, supplemented with in-depth theory-in-use interviews, on primary and secondary data collected from 175 manufacturers. From a model that corrects for endogeneity, the findings suggest that, compared with other service offerings, solutions are associated with increased return on sales. This positive profitability effect is enhanced in firms with greater sales capabilities; it is stronger in industries with greater buyer power but weaker in technology-intensive industries. These results caution against the simplistic view of solutions as a universal route to gaining competitive advantage and aid in better identifying the role of solutions in a manufacturer’s offering portfolio.     

Pre-release consumer buzz

“Buzz” during the period leading up to commercial release is commonly cited as a critical success factor for new products. But what exactly is buzz? Based on an extensive literature review and findings from a theories-in-use study (consumer depth interviews and focus groups), the authors argue that pre-release consumer buzz (PRCB) is not just a catchword or a synonym for “word of mouth” but is a distinct construct for which a precise, shared conceptual understanding is notably absent. The authors define PRCB as the aggregation of observable expressions of anticipation by consumers for a forthcoming new product; they conceptualize the construct as being manifested in three distinct types of behaviors (communication, search, and participation in experiential activities) along two dimensions (amount and pervasiveness). PRCB is unique because prior to, versus after, a product’s release, (1) differing information is available, (2) differing mental processes occur, and (3) consumers’ behaviors have differing effects on other consumers, affecting diffusion differently. A quantitative study using secondary data for 254 new products illustrates the performance of the theory-based conceptualization.     

Quality uncertainty,brand reliance,and dissipative advertising

Consumers may have learned to generalize from usage experiences that nationally advertised, name-brand items tend to be higher in quality than unadvertised brands. Such generalization may have prompted the substitution of brand-name evaluations for search in quality assessments of nondurable experience goods. This paper offers theoretical arguments which suggest that if some consumers do not search, all firms in nondurable, experience goods markets can increase their profits if some substitute dissipative advertising (i.e., advertising which ignores information about product performance characteristics) of brand names for product quality enhancements. Undersearching by consumers invites firms to downgrade value in nondurable, experience goods markets. In support of the hypothesized substitution by consumers of brand-name evaluations for search in nondurable, experience goods markets, this paper reports results of a field experiment in which the influences on quality assessments of brand name and product composition were studied in two categories where dissipative advertising is heavily relied upon. Results suggest that branding is relied upon more heavily than search to assess quality, even when brand cues are inconsistent with actual quality levels and search is costless, suggesting that dissipative advertising can be extremely effective.     

Prototypicality advantages for pioneers over me-too brands: the role of evolving product designs

Prior empirical research suggests that consumers perceive pioneers as more prototypical (i.e., representative) of their product categories than me-too followers. This prototypicality advantage is believed to contribute to an enduring marketplace advantage for the pioneer. We extend research into pioneering prototypicality advantages by considering the ramifications of simultaneous product design (i.e., product attribute) evolutions. We hypothesize that the simultaneous evolution of product designs of both the pioneer and me-too will diminish the pioneer’s prototypicality advantage over the me-too, even though the me-too does not initiate the change. To test our hypotheses, we create an experimental environment consisting of four cells, each corresponding to a different marketplace scenario: a no-change condition; a simultaneous-evolution condition; a pioneer-updates-first condition; and a leapfrogging (i.e., me-too updates first) condition. The results suggest that simultaneous design evolutions can diminish the pioneer’s prototypicality advantage. As a result, me-too entry may be a more attractive strategy in the long-run than currently believed in product categories characterized by substantial design evolution.

“Buying status” by choosing or rejecting luxury brands and their counterfeits

Even in difficult economic times, many consumers consider the social implications of the goods they select and therefore take into account whether those goods carry a luxury brand label—which for some will be authentic, for some counterfeit. While previous research has investigated influences on the authentic vs. counterfeit choice, this study adds a third possibility: rejecting both types of luxury brands to show that one has better claims to status than “buying the label.” This study tests a model of three alternative brand type choice processes and finds support for the importance of status considerations in the selection or rejection of luxury brands.     

Service crisis recovery and firm performance: insights from information breach announcements

The extant literature has studied the effects of a firm’s service recovery efforts on the reactions of customers and employees following an individual service failure. However, the impact of recovery efforts on a firm’s performance after a public and large service failure—such as a large-scale information breach—has received scant attention. To address this gap, this current research develops a framework and finds support for the impact of service crisis recoveries on a firm’s performance, as measured by firm-idiosyncratic risk. Using a unique dataset of service crisis recoveries, the authors find that firms offering compensation (i.e., tangible redresses) or process improvement (i.e., improvements in organizational processes) show more stable performance (less idiosyncratic risk), from two quarters to two calendar years after the announcement of their recovery plan. In line with the documented dual effect of apologies, firms that offer apology-based recoveries display more volatile performance (higher idiosyncratic risk). Of note, this volatility increases with the number of affected individuals, and it remains unaffected even when the apology is expressed with high intensity.