bluuebunny/crossref_metadata_2025_split huggingface dataset:
Conjoint Analysis
Authors: Rao Vithala R. 
Published: December 2010

AbstractThis article chapter provides an up‐to‐date review of methods that have come to be calledconjoint analysis. These methods enable marketing researchers to determine trade‐offs among attributes of a new product based on responses of stated preferences and stated choices. These trade‐offs can assist in product design, pricing, market segmentation, and similar marketing decisions. There are essentially four types of conjoint analysis; these are traditional conjoint analysis that uses stated preferences, choice‐based conjoint analysis (CBCA) that uses stated choices, self‐explicated conjoint analysis that uses direct elicitation of attribute importances and ratings on attribute levels, and adaptive conjoint analysis (ACA) which involves a staged and adaptive data collection. Over several thousand conjoint studies were conducted since the introduction of this method in the early 1970s. The chapterarticle also covers significant advances in estimation methods and design of stimuli (profiles and choice sets) over these years. Essentially, this methodology is alive and thriving well.
Hypothesis Testing Related to Differences Parametric Tests
Authors: Schmidt Marcus J. 
Published: December 2010

Abstract
This article covers parametric tests of one and two samples. First, the implications of making decisions under uncertainty are discussed. Next, the concepts of hypothesis testing, probability values, and confidence intervals are introduced, and the steps of the hypothesis testing procedure are explicated. The consequences of making false decisions (type I and type II errors) are clarified and the difference between a one‐ and a two‐tailed test is made clear. The following tests are covered: large sample test (i) of the mean and (ii) of the population proportion, and small sample test of (iii) mean and (iv) proportion. First, we show how to conduct the tests based on one sample where the empirical dataset is compared to a hypothesized value. Thereafter, we repeat the same four test conditions but now the focus is on the difference between two empirical samples. In separate sections, we describe how to carry out a matched sample test, a test for equality of two population variances, and a test of difference between means when variances are not equal.
Latent Class and Finite Mixture Models
Authors: Dillon William R. 
Published: December 2010

AbstractLatent class analysis and, more generally, finite mixture models have seen increased use in marketing since the early 1980s. The popularity of latent class and finite mixture models can, in large measure, be traced to the important role individual differences (i.e., heterogeneity) play in understanding marketing and consumer behavior phenomenon. At the most basic level, latent class and finite mixture models have allowed marketing researchers to account for individual heterogeneity when estimating model parameters. Our objectives in this article are twofold: First, we provide an overview of latent class and finite mixture models, which considers basic model forms, estimation, and special cases. Second, we provide a brief discussion of the various model forms and application settings that have relied on latent class and finite mixture models to account for individual‐level heterogeneity and, in so doing, provide both a historical perspective and a treatment of some recent developments.
Common Methods Bias
Authors: Kamakura Wagner A. 
Published: December 2010

Abstract
Common methods bias is a well‐documented phenomenon observed in research based on self‐reported measures. The fact that multiple constructs are measured using common methods (e.g., multiple‐item scales presented within the same survey) leads to spurious effects due to the measurement instruments rather than to the constructs being measured. For example, the fact that subjects are asked to report their own perceptions or impressions on two or more constructs in the same survey is likely to produce spurious correlations among the items measuring these constructs owing to response styles, social desirability, priming effects which are independent from the true correlations among the constructs being measured. The most common approach for assessing and controlling for common methods bias is to conduct a multitrait–multimethod study, which requires that the same subjects are measured on multiple constructs using multiple methods or instruments.
Random Coefficients Modeling
Authors: Arora Neeraj 
Published: December 2010

Abstract

In marketing, it is important to recognize interpersonal differences in model parameters such as brand preference and price sensitivity. In recent years, random coefficient modeling has significantly simplified our ability to characterize heterogeneity. A particularly useful aspect of random coefficient models is that each provides individual‐level inference. To model unobserved heterogeneity, one can assume that individual response coefficients (β

i

) come from an underlying distribution. In the finite mixture approach, this distribution is discrete. If the true underlying distribution of preference is continuous, a simple approach to characterize heterogeneity may be to use a multivariate normal distribution. Because of its simplicity and conceptual appeal, the multivariate normal distribution of heterogeneity has experienced considerable popularity in marketing. An even more flexible approach may be to use a normal component mixture model that is capable of representing a wide variety of distributions of heterogeneity. To carry out estimation, finite mixture models use maximum likelihood methods. For continuous distributions of heterogeneity, Markov chain Monte Carlo (MCMC) estimation methods are commonly used. A particular advantage of MCMC methods is that they offer significant flexibility in specifying the functional form of the heterogeneity distribution.
Customer Satisfaction
Authors: Oliver Richard L. 
Published: December 2010

Abstract
The concept of customer satisfaction is reviewed from a theory‐based applied perspective based on a large body of work in the academic community that has only recently found its way into nonacademic surveys. Although other conceptualizations have been suggested, the expectancy disconfirmation with performance model is used here as a guiding framework wherein satisfaction is viewed as an end‐state with distinct antecedents. Each of the focal determinants, namely expectations, performance, and subjective disconfirmation, is defined, explained from a conceptual perspective, and suggested as to how they might be used in satisfaction studies. Additionally, a number of issues facing satisfaction researchers are explored and resolved throughout the discussion.
The Stage‐Gate Idea to Launch System
Authors: Cooper Robert G. 
Published: December 2010

Abstract

Because new‐product projects underperform at an alarming rate, many companies have sought solutions in the form of a professional idea‐to‐launch process or methodology, such as Stage‐Gate
®
. A Stage‐Gate
®
system consists of a series of stages, typically five; each stage prescribes the key tasks and best practices for the project team to execute. Stages are preceded by gates, which are the quality check and Go/Kill or investment decision points in the process. Stage‐Gate
®
systems build in known best practices in the field of new‐product development, and hence improve project success rates and performance.
GE
/
Mc
Kinsey
Matrix
Authors: Sood Ashish 
Published: December 2010

Abstract
This article encompasses the GE/McKinsey matrix, which is a nine‐cell portfolio matrix tool developed by McKinsey & Company for GE's large portfolio of strategic business units (SBU). The GE/McKinsey matrix was designed as an extension of the Boston Consulting group's BCG growth‐share matrix. The two factors used in the analysis are the attractiveness of the relevant industry and the SBU's competitive strength within that industry. The nine cells in the matrix can be grouped into three major segments. Managers can formulate appropriate strategies to strengthen their positions through the portfolio analysis.
Takeoff
Authors: Van den Bulte Christophe 
Published: December 2010

Abstract
Takeoff is the first marked increase in sales of a new product. This corresponds to the transition between the introduction and growth stages of the product life cycle, and to the kink in the hockey‐stick pattern of new product or market sales. Takeoff is important to managers and investors as it greatly affects the timing of cash inflows and of necessary investments in manufacturing, logistics, marketing communications, and customer support. Having some consensus within the company about when the product is likely to take off also prevents management from prematurely “pulling the plug” on a slow‐selling new product. Research indicates that, on average, new‐product categories experience takeoff 5–15 years after launch. Recent research indicates that the entry of new firms rather than price declines is the main trigger of takeoff. There is no strong evidence that economic conditions or national culture greatly affect the time to takeoff.
Strategic Export Marketing – Achieving Success in a Harsh Environment
Authors: Katsikeas Constantine S. , Leonidou Leonidas C. 
Published: December 2010

Abstract
Sound export strategies are critical in achieving success in today's harsh business environment. This article highlights the process of formulating such strategies. As a starting point, the firm has first to gain appropriate resources and capabilities that are conducive to exporting. It is also important to identify opportunities and threats from an analysis of both the foreign task environment and the macroenvironment. Following this assessment of the internal and external situation, the next step is to select the most attractive foreign countries to enter, as well as target the most promising customer groups within each market. Clear, measurable, and achievable objectives have then to be set for the whole export operation, and then these are to be broken down for each country and customer group selected. To achieve the objectives set, a strategy has to be proposed for each of the elements of the marketing mix (i.e., product, price, distribution, logistics, and promotion). To effectively and efficiently execute the export marketing strategy, it is crucial to have a proper export department staffed with adequate personnel, and managed by capable people. Finally, it is essential to set up a mechanism for controlling the implementation of the marketing strategy and to prepare contingency plans.
Digital Medium and Global Marketing
Authors: Shankar Venkatesh 
Published: December 2010

Abstract
The digital revolution is transforming the business landscape and profoundly influencing marketing in an increasingly global environment. The digital medium and global Internet marketing strategy have direct and moderating effects on the impact of marketing mix decisions on firm performance globally. With regard to global product development, the Internet significantly influences the effectiveness and speed of new product development and its impact on firm performance. The Internet has an important role in the effects of both company‐ and user‐generated communication efforts on firm performance. On the global pricing dimension, the Web allows more pricing transparency, while allowing firms to differentiate across countries. With regard to global distribution, the Web may serve as either a substitute or a complementary channel in different global markets and firms can improve performance in global markets by coordinating the Internet with other channels. In the future, rising Internet penetration and the surging growth of mobile media may change global marketing further. More research is needed to better understand the relationships among the Internet, mobile Internet, marketing mix decisions, and firm performance in the global context.
Global Account Management: The Rationale and Motivation
Authors: Harvey Michael , Moeller Miriam 
Published: December 2010

Abstract
As organizations are entering an increasingly complex global context, rapidly expanding operations overseas demand appropriate responses from multinational/global suppliers. Global account management (GAM) is a mechanism through which organizations are able to provide greater consistency and coordination to their customers, addressing the needs of a single customer in multiple environmental contexts. GAM structures allow the multinational corporation (MNC)/global organization to increase its information‐processing capacity as well as its bargaining power with regard to the global customer. Strategically, suppliers have the opportunity to become more global organizations. Both the motivation and responsibilities of GAM teams are explored, including a discussion on the promotion of social capital through trust building. We conclude by acknowledging that GAM allows organizations to cater to their customers efficiently and effectively, thereby gaining viability within the global arena. It is expected, however, that, in the future, newer forms of organizational structure will replace the present GAM configuration.
Forces Affecting Global Integration and Global Marketing
Authors: Gillespie Kate 
Published: December 2010

Abstract
Global integration is the state in which one national market (including a firm's home market) is significantly affected by other national markets. Because of global integration, international marketers cannot continue to successfully employ multiple single‐market strategies but instead must adopt global strategies that address multiple, if not all, national markets at the same time. Examples of such global strategies include global rollouts of new products, centralized production of standardized products, and global‐theme advertising. In the last quarter of the twentieth century, several forces, some interrelated, resulted in greater global integration. These forces have been categorized in different ways but generally fall into five categories: technological, buyer behavior, competitive, cost, and regulatory. Each industry is affected differently by the forces of global integration, but virtually all industries are affected in some way by these forces.
Services Globalization
Authors: Chan Haksin 
Published: December 2010

Abstract
The last two decades have witnessed phenomenal growth in the service sectors, domestic and international. Global expansion poses major challenges for service operations, since they involve prominent human elements. The adage “think globally, act locally” is especially applicable to services marketers. In global expansion, services such as lodging and healthcare that are “inseparable” (i.e., that cannot be performed away from the customer) require more local adaptation and incur greater risk than “separable” services such as repair and delivery. With technological advances, however, the inseparability problem may be circumvented to some extent. Another issue is the culture‐specific responses to the inevitable service failures. When the nature of failure is “economic” (e.g., a delayed flight), collectivists are more tolerant than individualists. But the pattern is reversed when the failure is “social” (e.g., an unfriendly flight attendant). Culture is clearly an important consideration for the control of service quality and the design of service‐recovery programs. Furthermore, protectionism is a major concern in times of economic downturn. The high visibility of many global service operations also makes them easy targets in social and political crises. On a positive note, global services research is at the “takeoff stage” of its life cycle. The trend of “servicization” should prompt refinement of global marketing theories. Research opportunities also abound in global service contexts – for pinpointing culture‐specific service quality dimensions, (dis)satisfaction responses, and recovery strategies.
Emerging Markets
Authors: Styles Chris , Voola Ranjit 
Published: December 2010

Abstract

While many definitions of
emerging markets
exist, all tend to have three characteristics in common: (i) rapid economic growth; (ii) proactive adoption of market‐based frameworks; and (iii) being in a transition phase between developing‐ and developed‐country status. The so‐called BRIC countries (Brazil, Russia, India, and China) have been highlighted as exemplars of emerging markets. It is projected that by 2050 the BRIC economies have the potential to overtake the current richest countries in terms of economic wealth. Markets within the emerging category have been further classified on the basis of national income and progress on market infrastructure development. For example, the
FTSE
index divides emerging markets into advanced emerging, emerging markets, and frontier markets. The key challenges facing emerging markets include governance, political risk, rapid urbanization, a shortage of highly skilled labor, poor infrastructure, and more recently, the global economic slowdown that began in 2008.
Marketing Aspects of Psychic Distance
Authors: Evans Jody 
Published: December 2010

Abstract

The term
psychic distance
was first introduced in 1956. It is the work done at the Uppsala University during the 1970s, however, that is credited with developing and popularizing the construct.
Psychic distance
is defined as
the distance between the home market and a foreign market, resulting from the perception of both cultural and business differences
. Such differences include culture, language, religion, education, legislation, politics, economic conditions, market structure, and business practices. While there is general agreement regarding the constituent elements of psychic distance, the primary source of current debate relates to the manner in which psychic distance is operationalized. In terms of outcomes, psychic distance has been linked to foreign market selection, entry mode, the standardization/adaptation of marketing strategies, and firm performance.
Marketing Aspects of Cultural Distance
Authors: Sousa Carlos M. P. 
Published: December 2010

Abstract
Cultural distance is a widely used construct in international marketing, where it has been identified as a key variable in explaining the behavior of firms in a vast array of areas including entry‐mode choice, foreign‐market selection, level of control, international‐marketing strategies, and performance. Existing studies, however, have provided mixed empirical results regarding the importance of cultural distance in the literature. Various reasons have been proposed to explain these inconclusive results. The argument that preferences and tastes of consumers in different countries are converging to a global norm appears to be plausible considering the emergence of the Internet, greater ease of information flow, and more frequent/easier international travel. Nonetheless, these inconsistent findings could also be attributed to the difficulty that exists in the conceptualization and operationalization of the cultural‐distance concept. Researchers are encouraged to provide a clear definition of cultural distance in their studies and be aware that the operationalization must be consistent with the conceptualization of the construct. Finally, the overreliance on Kogut and Singh's formula or an adapted version as a measure of cultural distance has led to an increasing call in the literature to develop new measures of cultural distance.
Export Assistance Programs
Authors: Gencturk Esra F. 
Published: December 2010

Abstract
This article encompasses Export Assistance Programs as the provision of both indirect and direct government support to encourage and assist exporting activites of individual firms and/or specific domestic industries. Almost all governments have an incentive to support national exports in order to improve the international competitiveness of domestic firms and hence the country's balance of trade. Yet, these assistance programs take different forms in different countries depending on a country's trade policy and its views toward government intervention in the business sector. These programs are regulated by World Trade Organization (WTO) and may be subject to threat of retaliation or dumping investigations if they violate (WTO) regulations. In terms of different types of export assistance programs considered, the direct export support services are grouped into (i) financial acitivities, (ii) information services, and (iii) export facilitating activities. Each of these services are then described briefly.
International Relationship Marketing
Authors: Pels Jaqueline 
Published: December 2010

Abstract
Relationship marketing suggests a different way of understanding the environment and, as a result, diverse ways of interacting with it. Both the academic as well as the managerial world have much to gain in studying and understanding these types of exchanges. By studying scholarly debates and the papers that have been published on this topic, it could be argued that there seems to be an academic shift toward relationship marketing. The question that is being addressed in this article is “Is this shift occurring at a managerial level and, more specifically, is it an international trend?” The researchers on contemporary marketing practice (CMP) perceived tension between theory and practice and designed a study with the objective to “profile marketing practice in a contemporary environment, and to examine the relevance of relational marketing in different organizational, economic, and cultural contexts.” A strong conceptual classification scheme was developed and studies undertaken in multiple countries in Europe, North America, South America, Asia, and Africa. The empirical studies do not support a shift toward relationship marketing. We need to be very cautious before proclaiming the universality of this view. In this postmodern world where diversity is the rule we, the academics, would serve the business community better if we start by acknowledging the diversity in marketing modes!
International Business‐to‐Business Marketing
Authors: Matthyssens Paul 
Published: December 2010

Abstract
Business‐to‐business (B2B) marketing has gone international. This article identifies the drivers of this development: delocalization of customers, growth in international trade, global purchasing by customers, the emergence of networks, and electronic commerce. The consequence is that business marketers internationalize faster and with diverse entry modes. They also face growing complexity in their marketing, leading to dilemmas regarding aggregation (grouping countries), arbitration (exploiting differences), and adaptation.
Microactuators: Control of the Properties of Micrometer Sized Actuators from Liquid Crystalline Elastomers Prepared in a Microfluidic Setup (Adv. Funct. Mater. 24/2010)
Authors: Ohm Christian , Fleischmann Eva‐Kristina , Kraus Isabelle , Serra Christophe , Zentel Rudolf 
Published: December 2010

AbstractIn this article new results on the preparation of monodisperse particles from a liquid crystalline elastomer in a microfluidic setup are presnted. For this, droplets from a liquid crystalline monomer are prepared in a microfluidic device and polymerized while they are flowing inside a microtube. The parti­cles obtained by this method possess an internal orientation, which gives them actuating properties. When they are heated into the isotropic phase of the liquid crystalline material they show a reversible change in shape whereby they change their length in one direction by almost 100%. It is shown how the variation of experimental parameters during their synthesis impacts the properties of these micro‐actuators. Influence over their primal shape, the strength of their shape changing properties, their size, and their mechanical properties is demontrated. From the systematic variation of experimental parameters a deep understanding of the complex processes taking place in a flowing droplet of a liquid crystalline material is obtainted. Additionally NMR analysis and swelling experiments on these actuating materials are provided.