An examination of selected marketing mix elements and brand equity

This study explores the relationships between selected marketing mix elements and the creation of brand equity. The authors propose a conceptual framework in which marketing elements are related to the dimensions of brand equity, that is, perceived quality, brand loyalty, and brand associations combined with brand awareness. These dimensions are then related to brand equity. The empirical tests using a structural equation model support the research hypotheses. The results show that frequent price promotions, such as price deals, are related to low brand equity, whereas high advertising spending, high price, good store image, and high distribution intensity are related to high brand equity. Boonghee Yoo (Ph.D., Georgia State University) is an assistant professor of marketing at St. Cloud State University. His research interests include brand equity, cross-cultural scale development, service quality, retail productivity, Internet marketing, and marketing methodology. He has published previously in theJournal of Retailing, theJournal of Business Research, theJournal of Business & Industrial Marketing, theJournal of Service Research, and theJournal of Marketing Channels. Naveen Donthu (Ph. D., University of Texas, Austin) is a professor of marketing at Georgia State University. His research interests center on research methodology, site selection models, comparative and outdoor advertising, brand equity, Hispanic consumer research, cross-cultural issues, and customer satisfaction. His work has appeared in journals such asMarketing Science, theJournal of Marketing Research, theJournal of Consumer Research, theJournal of the Academy of Marketing Science, theJournal of Advertising, theJournal of Advertising Research, theJournal of Retailing, and theJournal of Business Research. Sungho Lee (Ph.D., University of Illinois at Urbana-Champaign) is an assistant professor of marketing at the University of Seoul, South Korea. His research focuses on understanding consumers’ cognitive processing of brand and price information, brand extension and brand equity, and advertising-driven persuasion processes. He has published previously inAdvances in Consumer Research, Asia-Pacific Advances in Consumer Research, Academy of Marketing Science-World Marketing Congress, Korean Marketing Review, andKorean Management Review.     

Assessing Google Cardboard virtual reality as a content delivery system in business classrooms

In the past, researchers have explored virtual reality (VR) as an educational tool primarily for training or therapeutic purposes. In this research, the authors examine the potential for using Google Cardboard VR in business classrooms as a content delivery platform. They specifically investigate how VR (viewing a 3-dimensional, 360° video) differs from the traditional flat-screen (FS) format (viewing a 2-dimensional video [e.g., iPod (Apple, Cupertino, CA)]) as a teaching tool to deliver video-based content. The results demonstrate that participants in the VR condition (vs. the FS condition) rated their enjoyment and interest to be higher. However, the Google Cardboard VR platform was not superior to the iPod FS format in its content delivery with respect to novelty, reliability, and understandability.     

Paths to Success: How Do Market Orientation and Entrepreneurship Orientation Produce New Product Success?

The purpose of this paper is to examine the relationship between strategic orientation and the performance of new products. In this paper, we develop a conceptual model that explores the roles of market orientation (MO) and entrepreneurship orientation (EO) on new product performance and seek to understand the mediating roles of process and product characteristics. Based on a survey of 471 small and medium‐sized enterprises in Korea, we found that MO and EO positively affect new product performance. The main impact of MO is through new product development proficiency and product meaningfulness and that of EO is through proficient intellectual property management and product novelty. Academic and managerial implications are also discussed.     

The Moving Average Ratio and Momentum

I show the ratio of the short‐term moving average to the long‐term moving average (moving average ratio, MAR) has significant predictive power for future returns. The MAR combined with nearness to the 52‐week high explains most of the intermediate‐term momentum profits. This suggests that an anchoring bias, in which investors use moving averages or the 52‐week high as reference points for estimating fundamental values, is the primary source of momentum effects. Momentum caused by the anchoring bias do not disappear in the long‐run even when there are return reversals, confirming that intermediate‐term momentum and long‐term reversals are separate phenomena.     

Profiling people’s perceptions of retail management careers

Abstract

Educators are challenged to generate awareness of retail education programs and related career options. A corresponding issue for retailers is the recruitment and retention of career-oriented managers. The issue is complicated by negative attitudes in the general population about retail careers and a lack of awareness about retail career options. This study examines these attitudes through a questionnaire administered to a nation-wide sample of 310. A cluster analysis reveals four groups based on differences in their demographic/psychosocial characteristics and career preferences. The findings provide foci and key messages targeted to the distinct groups upon which retail managers and educators can base discrete career awareness and recruiting strategies.     

HARSH NORMS AND SCREENING FOR LOYALTY

Norms that restrict choice sets or impose otherwise harsh requirements would seem to act as barriers to group formation by raising the costs of adherence to potential and continuing members. Contrary to that intuition, one observes a broad range of group norms in the real world that impose large costs on group members. Iannaccone provides a rationale for harsh norms as a mechanism to reduce free‐riding in supplying a club good. This paper proposes a new rationalization for harsh group norms as a mechanism under which harsh norms serve to screen out disloyal members, providing what is essentially a technology for measuring loyalty in environments where group leaders cannot reliably measure group members' loyalty. The model demonstrates that loyalty can be signalled through acts that are seemingly irrelevant to the group's core objectives and identity.     

Team creativity: the effects of perceived learning culture,developmental feedback and team cohesion

This study investigates the influence of perceived learning culture, developmental feedback and team cohesion on team creativity. The results showed that the demographic variables, the three antecedents and their interactions explained 41 per cent of variance in team creativity. Team creativity was positively correlated with a higher level of learning culture, developmental feedback and team cohesion. In addition to the main effects, two interaction effects (developmental feedback and team cohesion; learning culture and team cohesion) were significant. In view of these results, organizations seeking to increase team creativity need an integrated strategy incorporating elements of culture management, effective coaching and team development. Implications, limitations and recommendations for future research are discussed.     

Professors on the Board: Do They Contribute to Society Outside the Classroom?

According to our data, 38.5 % of S&P 1500 firms have at least one professor on their boards. Given the lack of research examining the roles and effects of academic faculty as members of boards of directors (professor–directors) on corporate outcomes, this study investigates whether firms with professor–directors are more likely to exhibit higher corporate social responsibility (CSR) performance ratings. Results indicate that firms with professor–directors do exhibit higher CSR performance ratings than those without. However, the influence of professor–directors on firm CSR performance ratings depends on their academic background—the positive association between the presence of professor–directors and firm CSR performance ratings is significant only when their academic background is specialized (e.g., science, engineering, and medicine). Finally, this positive association weakens when professor–directors hold an administrative position at their universities.     

Why offer lower prices to past customers? Inducing favorable social price comparisons to enhance customer retention

Price discrimination policies vary widely across companies. Some firms offer new customers the lowest price; others give preferential prices to their past customers. We contribute to the literature on price discrimination in behavior-based pricing by exploring how customers’ social price comparisons, i.e., comparing one’s price to that received by similar peers, impact the optimal structure of price discrimination. Social price comparisons have a negative (positive) impact on customers’ transaction utility if the price charged to past customers is higher (lower) than a new customer’s price. Using an analytical model with vertically differentiated firms, we show that a firm with relatively large market share will reward its past customers with relatively low prices when social price comparisons have a sufficiently large impact on utility. Furthermore, we find that social price comparisons lead to a relaxation of the price competition for new customers. Thus, both firms can earn higher profits when such comparisons are made than when they are absent. We also examine how other factors, such as horizontal competition and strategic customers, interact with social price comparison concerns to impact pricing strategies. Finally, we show how pricing behavior differs when price comparisons are based on historic reference prices rather than on peers’ prices.