Scarcity Appeal in Advertising: Exploring the Moderating Roles of Need for Uniqueness and Message Framing

In this article we examine differences in the impact of message framing and scarcity appeal types in advertisements on consumers with varying levels of need for uniqueness (NFU). Results from two experimental studies support a two-way NFU × scarcity interaction, wherein participants with lower levels of NFU show a greater impact of demand (versus supply) scarcity appeal on their attitudes and purchase intentions; whereas participants with higher levels of NFU show a greater impact of supply (versus demand) appeal. In addition, we found support for a three-way interaction, which shows that, under both gain and loss frames, participants with lower levels of NFU prefer demand over supply appeal; whereas under the loss frame, participants with higher levels of NFU prefer supply over demand appeal. We discuss the conceptual contribution and managerial implications of these findings.     

Complainers versus non-complainers: a multi-national investigation of individual and situational influences on customer complaint behaviour

Abstract

One of the least understood areas in customer complaint behaviour (CCB) research is why some customers complain and others do not in similar dissatisfaction situations. Prior research has explored differences in customer characteristics between complainers and non-complainers, but not in association with relevant situational factors. This gap is addressed with a new conceptual framework incorporating two situational variables – customer dissatisfaction and involvement – and two consumer traits – impulsivity and self-monitoring. Several hypotheses about their main and interaction effects are tested in two different contexts, using a survey-based study in three countries (Singapore, South Korea, and the United States). Specifically, it is shown that CCB is positively associated with involvement and impulsivity, and negatively with self-monitoring. Involvement and impulsivity are shown to moderate the association between dissatisfaction and CCB positively, and self-monitoring moderates it negatively. Some implications and directions for future research are also discussed.     

Celebrity influences on consumer decision making: new insights and research directions

ABSTRACT

Throughout human history, people have expressed admiration for heroes who possessed extraordinary abilities and achieved superhuman goals. For many, modern-day celebrities fulfil this role and are prominent in various marketing communications activities. This paper addresses the literature review gaps and provides an in-depth review of the psychological and social psychological perspectives which are relevant to the celebrity endorsement literature. The contributions of this paper consist of a detailed analysis of important types of consumer-celebrity relationships, key emotional drivers (e.g. envy and admiration) of celebrity influence and the development of an original conceptual model. The conceptual model pulls together the past research and identifies new research gaps, which synthesises different research perspectives and provides a sound theoretical basis guiding future researchers and marketing managers.     

Imported Intermediate Inputs,R&D,and Productivity at Firm Level: Evidence from Indian Manufacturing Industries

This article examines the effects of imported intermediary inputs and in-house research and development (R&D) on productivity growth, using firm-level data from Indian manufacturing industries for the period 2000–09. For this purpose, we adopted two empirical frameworks: production function and growth accounting method. The estimated results from the production function framework suggest that the impact of imported intermediary goods on output is reasonably sizable. The role of R&D activities under this framework is found to be insignificant. The analysis based on the growth accounting suggests that total factor productivity of firms is linked with import and R&D activities.     

Leverage and growth: Effect of stock options

Previous literature documents a negative relationship between leverage and firm growth. This paper finds that once the incentives provided by stock options are accounted for, leverage does not affect firm growth. The paper also finds that the sensitivity of CEOs’ wealth to stock price (i.e. option delta) instead of leverage has a negative relationship with growth. These findings suggest that incentive contracts that tie managers’ wealth to firm value prevent managers from overinvesting. Thus in presence of options the role of debt as a disciplining mechanism has become less important.     

Stackelberg thresholds in network routing games or the value of altruism

It is well known that the Nash equilibrium in network routing games can have strictly higher cost than the optimum cost. In Stackelberg routing games, where a fraction of flow is centrally-controlled, a natural problem is to route the centrally-controlled flow such that the overall cost of the resulting equilibrium is minimized.We consider the scenario where the network administrator wants to know the minimum amount of centrally-controlled flow such that the cost of the resulting equilibrium solution is strictly less than the cost of the Nash equilibrium. We call this threshold the Stackelberg threshold and prove that for networks of parallel links with linear latency functions, it is equal to the minimum of the Nash flows on links carrying more optimum flow than Nash flow.Our approach also provides a simpler proof of characterization of the minimum fraction that must be centrally controlled to induce the optimum solution.     

Knowledge seeking in going abroad

Based on knowledge theories, this study examines the impact of client‐following and market‐seeking entry strategies on foreign market entry by firms. The article also explores the subsequent development of knowledge in firms. Using data from 116 firms, we test three hypotheses using logistic regression. Our hypotheses are supported in the data. Our analysis shows that significant differences exist between client‐following firms and market‐seeking firms. Client followers are both supported and trapped by their international network, whereas market seekers, though not supported, are much freer to pursue higher‐order learning. Due to differences in their network ties, these two types of firms learn at different speeds and learn different things. We also found that firms with proactive knowledge‐seeking strategies learn more. Thus, learning strategies have consequences for exploration and exploitation of international markets, what is learned and how much is learned, and proactive internationalization strategies for firms. © 2009 Wiley Periodicals, Inc.     

Linking Product Development Outcomes to Market Valuation of the Firm: The Case of the U.S. Pharmaceutical Industry*

The purpose of this research was to examine empirically the effects of new product development outcomes on overall firm performance. To do so, first product development and finance literature were connected to develop three testable hypotheses. Next, an event study was conducted in order to explore whether the changes in the stock market valuation of firms are influenced by the outcomes of efforts to develop new products. The pharmaceutical industry was chosen as the empirical context for the present study's analysis largely because the gate‐keeping role played by the Food and Drug Administration (FDA) provides a specific event date on which to focus the event study methodology. As such, this study's events were dates of public announcements of the FDA decisions to approve or to reject the New Drug Applications submitted by the sponsoring firms. Consistent with the efficient market hypothesis, this study's results show that market valuations are responsive strongly and cleanly to the success or failure of new product development efforts. Hence, one of this study's key results suggests that financial markets may be attuned sharply to product development outcomes in publicly traded firms. This study also finds that financial market losses from product development failures were much larger in magnitude than financial market gains from product development successes—indicating an asymmetry in the response of financial markets to the success and failure of new product development efforts. Hence, another implication of this study's results is that managers should factor in a substantial risk premium when considering substantial new development projects. The present study's results also imply that managers should refrain from hyping new products and perhaps even should restrain the enthusiasm that the financial community may build before the product fully is developed. The effect on firm value is severe when expectations about an anticipated new product are not fulfilled. Managers in effect should take care to build reasonable and realistic expectations about potential new products.     

Why integrating purchasing with marketing is both inevitable and beneficial

The shift away from manufacturing in Western developed economies has resulted in economies in which service industries are dominant. Marketing itself has undergone a paradigmatic shift from a focus on the exchange of goods to the provision of capabilities. This paper examines the relationship between marketing and purchasing as a result of the shift from product- to capability-focused commerce. We suggest that the marketing and purchasing departments will become closer due to two major reasons. First, as marketers increasingly become solution-oriented rather than product-focused, they will need to source products and services from third-party vendors and will require deeper involvement of the purchasing department. Second, with the emergence of customer-centric marketing coupled with build-to-order manufacturing, marketing and purchasing will have to be better aligned to deliver solutions to customers. These new dimensions in the marketing–purchasing interaction will also lead to changes in the selection, training, and recruitment of marketers and purchasers as well as their roles in the supply chain. We elaborate on these changes likely to occur in business-to-business organizations and along with implications for managers.