Exploring deception and puffery in television advertising

Public policy decisions dealing with deceptive advertising have relied extensively on case-by-case adjudication with the Federal Trade Commission. Unfortunately, behavioral evidence has not been considered in the vast majority of these cases. The final determination rests with the Commission’s own expertise in judging an advertisement’s “capacity to deceive.” Consumer response data are not required, although recent developments suggest the FTC is seriously considering the inclusion of meaningful behavioral evidence in policymaking and adjudicative proceedings. This study is one of a series dealing with dimensions of perceived deception across different respondent populations (including students, lawyers, housewives, children, and minority groups). The focus here is on the semantics of deception, i.e., the way in which subjects evaluate selected television commercials which were unofficially rated for deception by FTC staff attorneys. The factor analytic paradigm provides one approach for generating summaries of viewer’s evaluative (affective) responses, and thereby providing some normative or benchmark data of potential value in the regulatory process.     

Truth Half Told: Finding the Perfect Pitch for Advertising and Marketing in Socialist Yugoslavia, 1950-1991

Beginning in the 1950s, advertising and marketing specialistsin Yugoslavia campaigned aggressively to change public and officialperceptions of their work. By casting commercial promotion interms of categories already established as legitimate in theideology of Yugoslav socialism, the industry gradually naturalizedadvertising and marketing, transforming them from suspect capitalistpractices into apparent necessities of progressive, rationalproduction and distribution. Although the rhetoric used in thiscampaign consistently appealed to socialist values, in practiceYugoslav advertising and marketing were largely based on Westernmodels. Yugoslav commercial promotion was only superficially"socialist advertising"; practitioners' arguments tended toobscure the true qualities of the industry.     

Leading through rough times. An interview with Novell's Eric Schmidt. Interview by Bronwyn Fryer

Few large companies have soared as high, sunk as low, and struggled as long as the 18-year-old networking software maker Novell. For years, the company dominated the market for local area networks, but by 1997, it had faltered due to misguided acquisitions, product missteps, and large unsold inventories. That's when Eric Schmidt arrived from Sun Microsystems to take over as Novell's third CEO. He turned the company around with a deft combination of cost reductions, divestitures, and new product rollouts, and by 1998, it was back in the black. Unfortunately, the good times didn't last, and like most technology companies, Novell is once again struggling with a slowdown in demand. But Schmidt is optimistic about returning Novell to good health, and his strategies suggest ways for other organizations to handle themselves during downturns. He counsels against being overly cautious during such times. It may be necessary to eliminate excess inventory, cut costs, and reduce the size of the staff and the management team in order to stabilize a company. Working to retain those employees whom he calls the "smart people" and keeping them motivated will have long-term payoffs. Further, Schmidt says it is necessary to acknowledge and overcome a "culture of fear," the deadening environment of cynicism in which employees suppress thoughts and feelings because they're worried about layoffs. His additional advice: keep new products coming out to sustain the interest of customers and the press, pay attention to your cash position, stay focused on your desired outcomes, and take heart from other industry leaders.     

Giving mergers a head start

Mergers with substantial business overlap face a barrier to speedy integration: Antitrust regulations limit the information companies can share before a deal closes. But as Dow Chemical and Union Carbide found, premerger planning by "clean teams" of former employees can help merging companies hit the ground running.     

The Impact of Financial Crises on Labor Markets, Household Incomes, and Poverty: A Review of Evidence

The 1990s have witnessed several financial crises, of whichthe East Asia and Mexico tequila crises are perhaps the mostwell known. What impact have these crises had on labor markets,household incomes, and poverty? Total employment fell by muchless than production declines and even increased in some cases.However, these aggregates mask considerable churning in employmentacross sectors, employment status, and location. Economies thatexperienced the sharpest currency depreciations suffered thedeepest cuts in real wages, though deeper cuts in real wagesrelative to GDP were associated with smaller rises in unemployment.To some extent, families smoothed their incomes through increasedlabor force participation and private transfers, though thelimited evidence available suggests that wealthier familieswere better able to smooth consumption. The initial impact ofthe crises was on the urban corporate sector, but rural householdswere affected as well and in some instances suffered deeperlosses than did urban families. School enrollment declined,especially among poorer families, as did use of health facilities,but he impact on children's nutrition levels appears to vary.Crises have typically proved short-lived, but whether householdsplunged into poverty during a crisis are able to recover asthe economy does remains an open question.