bluuebunny/crossref_metadata_2025_split huggingface dataset:
Consumer Neuroscience
Authors: Plassmann Hilke , Yoon Carolyn , Feinberg Fred M. , Shiv Baba 
Published: December 2010

AbstractConsumer neuroscienceis a new, burgeoning field comprising academic research at the intersection of neuroscience proper, psychology, economics, decision theory, and marketing. Its main goal is to shed light on basic questions of consumer behavior by coupling traditional, experimental, and statistical research techniques with those developed by neuroscientists. This article presents an overview of the basic precepts of consumer neuroscience, some of its important early findings, and suggests how the field might develop over the next decade. Particular attention is paid to the use of functional magnetic resonance imaging (fMRI) as part of a multimethodology approach to resolving fundamental behavioral research questions. Specifically, the authors address three main topics: how neuroscience offers consumer researchers a powerful suite of methodological tools; ways in which neuroscience represents a source of theoretical insights in experimental behavioral research; and how consumer researchers, economists, and decision theorists can actively spur developments in the core discipline of neuroscience. The article concludes with a series of suggestions for future research directions in the discipline.
Consumer Information Processing
Authors: Deval Hélène , Kardes Frank R. 
Published: December 2010

Abstract
Marketing researchers and marketing managers spend enormous resources on predicting, understanding, and influencing consumer behavior. To this end, consumers are bombarded by marketing communications appearing in more traditional and new media (from television, radio, and print advertising to the Internet), as well as in various points of purchase. Nevertheless, to be effective, marketing communication entails an in‐depth understanding of the different stages involved in consumer information processing: attention, comprehension, evaluation, memory, and choice. Consumer judgment and decision making can virtually be influenced by any cue, attribute, or existing knowledge. Because selective processing is likely to have an impact on every stage of consumer information processing, acknowledging the impact of selective processing is crucial for understanding how consumers make judgments and decisions.
Consumer Behavior Across Literacy and Resource Barriers
Authors: Viswanathan Madhu 
Published: December 2010

Abstract
Our understanding of consumer behavior stems largely from studying literate consumers in relatively resource‐rich settings. Yet, a sizable proportion of individuals in the United States and even larger proportions around the world live across resource and literacy barriers. This article examines low‐literate, low‐income consumer behavior in the United States and subsistence consumer behavior in India. Our discussion elaborates on how such consumer behavior is qualitatively different from traditional consumer behavior and what the implications of our insights are for managers and researchers in marketing.
Advertising Media Selection
Authors: Krueger Kyle , Soley Lawrence 
Published: December 2010

Abstract
Advertising media planning is part of the media planning process. It consists of selecting the appropriate media and vehicles that will carry the campaign advertisements. The decision making involved in media planning is quantitative and qualitative. Quantitative decisions include analyzing the vehicles' delivery to the target market and determining the cost efficiency of particular media and vehicles. Qualitative decisions include looking at the appropriateness of a vehicle's editorial environment for the product being advertised, and the attentiveness of prospects to that vehicle.
Brand Extensions and Flanker Brands
Authors: Kim Youngseon , Lowrey Tina M. 
Published: December 2010

Abstract
Brandextensions are one of the most popular strategies for the introduction of a new product, used by companies that already have well‐established strong brands in the market. Brand extensions utilize the well‐established brand name for a new‐product offering when a company introduces a new product either in a totally different product category or in the same product category for a new market segment. In contrast, flanker brands (also called fighting brands) are the newcomers launched in the market by a company with an established brand in the same product category. They are designed to fight a competitor with a value offer or unique position, shielding the flagship brand from diluting its brand premium.
The role and business objectives of brand extensions are very different from those of flanker brands. Each of them is rooted in a different branding strategy in a company's brand architecture and portfolio. However, they are equally important in terms of protecting the brand equity that the company has achieved by bringing out greater customer share on the condition that they are well designed and implemented.
Customer Relationship Management and Integrated Marketing
Authors: Malthouse Edward C. , Calder Bobby J. 
Published: December 2010

Abstract
Customer relationship marketing, or CRM, can be used strategically for cost leadership or competitive differentiation if utilized in conjunction with databased marketing. The goal is to create a brand that appeals to a large segment of consumers but at the same time to find subsegments for whom marketing contacts can be customized to reflect how these consumers want to interact with the brand. In this way CRM becomes a way of allowing consumers to connect to the brand in a personal way.
Packaging and Brand Design
Authors: Calder Bobby J. , DuPuis Steven 
Published: December 2010

Abstract
The function of packaging is now subsumed under the strategic discipline of brand design. The goal of brand design is to enable consumers to immediately perceive the brand meaning or essence intended by the marketer. This is accomplished by the use of both verbal and visual cues. Marketers and designers must work together collaboratively to ensure that these cues convey the intended meaning. Every point of contact with the brand should be designed for this purpose. Brand design is thus distinct from product design and should be developed in parallel.
The Concept of Bundling: When the Package Contains More than Its Parts
Authors: Kamins Michael 
Published: December 2010

AbstractIn the marketing discipline, “bundling” has been defined as the sale of two or more separate products in one package. This article examines bundling from an in‐depth perspective discussing various characteristics of the concept inclusive of bundle forms and content. Taking a promotional perspective, the most impactful way to motivate the purchase of a bundle is revealed with a theoretical basis in mental accounting and prospect theory. The article concludes with suggestions for areas that are ripe for further research in the area of bundling.
Attitude Behavior Consistency
Authors: Baker William E. 
Published: December 2010

Abstract
Brand attitude play a central role in models of consumer behavior and advertising effects. Despite its use to assess the absolute and relative appeal of brands, its correlation to brand choice is highly conditional. Brand attitude – brand choice correspondence is most likely when the attitude is (i) accessible and stable, (ii) frequently repeated, (iii) formed on the basis of direct experience, (iv) formed in information environments highly similar to the choice environment and (v) formed in environments characterized by high involvement. All things considered, if brand choice is the ultimate variable of interest, then researchers are advised to measure it directly, not brand attitude as its surrogate.
The Role of Creativity
Authors: Panigyrakis George G. , Theodoridis Prokopis K. 
Published: December 2010

Abstract
Creativity in advertising is a manifold synthesis of patterns, rules, conventions, language, and symbols used to develop advertisements that are novel, unique, and relevant to the product and to the target audience. Despite the plethora of relative definitions, one can easily identify the common elements: novelty, divergence, and appropriateness. The role of creativity is clear as it has to result in an improvement in organizational and, more specifically, marketing objectives. Effective advertising must contain a unique idea that captures consumers' attention, attracts their interest, and stimulates them to have a positive reaction toward the product. Creative advertising should facilitate the product or service to discern itself from any other creation including those of competitors. When advertising effectiveness is discussed, the agency's creativity approach and the idea itself, the client's evaluation and screening procedure, and, finally, the reaction of the consumer who is the ultimate judge have to be integrated. While it is quite difficult to find a single approach or technique to create a successful ad, there are some approaches that can lead to creative teams developing an effective advertisement, such as using a unique selling proposition, creating a brand image, finding the inherent drama, and creating positioning. Finally, a paradigm of creativity and a methodical compilation of different advertising appeals aiming to create a successful advertisement are presented.
Globally Integrated Marketing Communications
Authors: Okazaki Shintaro 
Published: December 2010

AbstractThis article addresses the concept of globally integrated marketing communications (GIMC). An increasing availability of global mega‐agencies enables firms to integrate and coordinate the marketing communication mix across borders. After introducing a conceptual definition, this article draws upon two primary theoretical frameworks for GIMC: global marketing strategy theory and global brand positioning theory. GIMC is viewed as an ultimate extension of global advertising standardization, leading to the creation of uniform brand image, the reduction of production costs, and the execution of common appeals to cross‐border segments that share similar preferences. The article provides a detailed description of primary factors that influence firms' decisions to adopt GIMC in international markets.
Consumer Rebates: Current Issues and Research
Authors: Silk Tim 
Published: December 2010

Abstract
Consumer rebates have become a popular price discrimination and promotional tool among retailers and manufacturers to increase sales on a wide variety of durable and consumer goods. Rebates are attractive to consumers because they offer discounts that are larger than those of other types of price promotions. Rebates are distinct from coupons and other forms of price promotion because the effort required to receive the discount occurs after rather than before purchase. This difference has important implications for consumer behavior and rebate redemption rates. Research has shown that foregoing a rebate can be a rational choice that does not disadvantage consumers. Research has also demonstrated that biases in judgment and decision making contribute to slippage, which occurs when consumers are attracted by a rebate to make a purchase but later fail to redeem the rebate. Many manufacturers and retailers have moved toward consumer‐friendly rebates in an effort to simplify the redemption process and encourage repeat patronage.
Regulating Advertising in theUnitedStates
Authors: Richards Jef I. 
Published: December 2010

AbstractAdvertising regulation around the world consists of a patchwork of laws, regulations, and policies. In the United States alone it consists of hundreds, or even thousands, of legal restrictions. There are dozens of laws at the federal level, and more in each state. And not every prospective transgression in advertising can be regulated because of boundaries established by the U.S. Constitution. This article explains those boundaries, and then provides an explanation of the most significant legal restrictions that exist in the United States.
Marketing Communication on the
I
nternet
Authors: Kim Youngseon , Lowrey Tina M. 
Published: December 2010

Abstract
Viral marketing refers to a marketing strategy or a marketing phenomenon that facilitates and encourages people to pass along a marketing message to other people. This relatively new marketing communication strategy received the label “viral” from its self‐duplicating processes, analogous to the spread of pathological and computer viruses. It has become an integral element in integrated marketing communications because of its power and cost‐effectiveness.
Product Design
Authors: Veryzer Robert W. 
Published: December 2010

Abstract
This article encompasses product design as both the process of creating a product or the embodiment of a created item (a “product design”). Product design fundamentally arises from a problem or difficulty to be solved or a need or desire to be met. It involves idea generation, concept development, and formulation that spans a number of considerations as well as knowledge or expertise domains – human needs, problem solving, synthesis of technology, ergonomics, manufacturing processes, environmental concerns/sustainability, market viability/acceptance, engineering, industrial design, marketing, and so on. In terms of specifying the product design, several dimensions are discussed such as the function of the product and how that functionality is to be safely delivered, constituent or essential parts, positioning inclusive of (product) identity, emotional appeal, and differentiation from other product offerings. Since the pursuit of marketplace objectives (e.g., profitability, market share, or solving a difficult or previously unsolved problem) beyond the pure function(ing) of a product can play a substantial role in shaping a design, several fundamental product‐design strategies that may be pursued in creating a product design are listed. Finally, a number of important considerations for product design and the product‐design process are presented.
Product Life Cycle
Authors: Golder Peter N. , Tellis Gerard J. 
Published: December 2010

Abstract
The product life cycle (PLC) is a central, enduring framework in marketing. The four stages of introduction, growth, maturity, and decline are appealing intuitively and are supported empirically in recent research. Here, we draw on several literatures to develop an integrated theory to explain the observed shape of the PLC. We present specific definitions and metrics for key events and stages of the PLC. On the basis of these definitions and metrics, we present generalizable results for many characteristics of the PLC based on a sample of 30 consumer durables. Results include duration of stages, sales volume, sales growth, price reductions, and penetration. There is a dramatic increase in sales at the transition from the introduction stage to the growth stage, and a sudden change from sales growth to sales decline at the transition from the growth stage to the maturity stage. Overall, the PLC is a useful framework for understanding and anticipating the sales growth of new consumer durables.
Growth Strategies
Authors: Baker Michael J. 
Published: December 2010

Abstract

In competitive markets, the firm has to constantly adapt and update its offering to maintain its position. But, to improve its market share, it requires a growth strategy – the subject of this article. To begin with, we review Ansoff's growth‐vector matrix, which identifies
four
basic alternatives. Selection of the preferred course of action is largely determined by the stage reached in the product life cycle, which is analyzed next. The two concepts are then combined into the diagnostic “box” developed by the Boston Consulting Group as a basis for examining the options available to the firm at each of the major phases of the PLC.
Managing Mature Products
Authors: Hart Susan 
Published: December 2010

Abstract
Managing mature products and services can be seen as the core of marketing activities. The product/service portfolio categorization underlines the importance of mature products in underpinning the cash flow of the organization as well as the provision of both return to shareholders and the investment resource necessary for the development of new technologies, products, and services. It is vital, therefore, that the mature product is sustained in the market to provide this income for the organization and this article examines the basic alternatives for doing so; two groups of strategies are examined – the offensive and the defensive. These are not mutually exclusive, although may be differentially appropriate under various conditions of demand and competition.
Innovation Typologies
Authors: Chandy Rajesh K. , Prabhu Jaideep C. 
Published: December 2010

Abstract

The following questions concerning typologies of innovation are discussed (i) what types of innovations exist in the literature? (ii) what key dimensions underlie these varied types of innovations? We suggest that the many types of innovations described in the literature can be classified along two dimensions: (i) whether the basis of an innovation is the
concept
underlying the innovation, the
customers
who might buy the innovation, or the
company
that faces or implements the innovation and (ii) whether the innovation is exemplified by its
features
or by the
effects
it has on the status quo.
Service Innovation Management
Authors: Perks Helen M. 
Published: December 2010

Abstract
Although service innovation management is emerging as a distinct area of research, empirical investigations in this field remain limited and fragmented when compared to “product” innovation research. Service innovation can be defined in terms of newness of the service offering attributes or newness in the service process. We show how the distinct characteristics of services have specific consequences for service innovation management. We explore the substantive research on the nature of the innovation process in services and focus on the appropriateness and application in practice of a formal or unstructured approach to the service innovation. We synthesize empirical work on front‐end service opportunity creation and analysis and back‐end implementation activities. Service development is viewed from two perspectives; customer‐facing front‐office activities and back‐office operations. Efforts to align both perspectives are emerging. We discuss the limitations of empirical research investigating success factors for service innovation. This body of literature is dispersed and small compared to “product” innovation success‐factor studies. This is attributed to difficulties in developing meaningful metrics and common units of analysis. We suggest that a supportive organizational environment, active role of employees, and interaction with external actors are important emerging antecedents of service innovation success. Our conclusion proposes that service innovation management research is moving beyond replication of product innovation advances by drawing on new paradigms to offer fresh perspectives.
Quality Function Deployment (
QFD
)
Authors: Hauser John R. , Griffin Abbie , Klein Robert L. , Katz Gerald M. , Gaskin Steven P. 
Published: December 2010

Abstract

Quality function deployment (QFD) is a product‐development methodology that “deploys” the Voice of the Customer (VOC) throughout the product‐development process. A cross‐functional team implements QFD by creating a series of one or more matrices, the first of which is referred to as the
House of Quality
(HOQ). These matrices relate customer wants and needs to an extensive set of product features. A set of metrics is developed to measure how well sets of product features are meeting customer needs, and then the product's design specifications are identified and prioritized. QFD enables the entire product‐development team to prioritize their development activities in a systematic, analytical way. It helps them work together to achieve a common view of the relationship between customer needs and product design. It provides an “audit trail” that reminds people, both new and old to the project, as to why past decisions were made. The QFD process stretches the product‐development team's thinking as to which activities are most critical toward creating a winning product or service. It also improves communication among members of the product‐development team. The result is a product that is thoughtfully designed right from the beginning, cutting down the need for later rework and reducing development time and costs.
Creativity
Authors: Goldenberg Jacob , Mazursky David 
Published: December 2010

AbstractCreativity is one of the most complex cognitive functions, and one of the main thrusts behind innovation. Creativity research is carried out in many fields, and there is still no coherent view as to whether creativity is an extraordinary event (sometimes even termed “divine spark”), or whether it can be based on day‐to‐day thinking. Methods to enhance creativity can be classified accordingly to randomness‐based methods (that focus on increasing the number of ideas through associations and analogical thinking) and systematic approaches (that focus on quality and originality of ideas). The first, known as the “divergent‐thinking” approach, is more commonly used, and is considered to be a more fluent and an easier process. The latter approach is more recent, and consists of more analytical processes. This article provides a review of both approaches.
Pretest Market Models
Authors: Di Benedetto C. Anthony 
Published: December 2010

AbstractA manager, planning to commercialize a new product, requires market information to decide whether to launch the product and to make marketing‐mix decisions. Full‐scale test markets, in which the product is sold under real conditions for a length of time, are costly and risky. Many managers will begin with a pretest market method to obtain good quality information from customers in a relatively short period of time and at much lower cost. The pretest market filters out likely failures and allows the manager to focus on better market opportunities. While there are several variants, a typical pretest market involves simulating the customer's purchase behavior in a controlled setting. The customer usually takes the product home for trial, and likely repeat purchase rates are assessed. Here, we profile ASSESSOR and BASES, two of the most popular pretest market procedures. We conclude with a discussion of some of the newest trends in pretest markets, including the use of information acceleration in the forecasting of big‐ticket items such as automobiles, and a mention of the most common criticisms of pretest markets.
Idea Management
Authors: Baumgartner Jeffrey 
Published: December 2010

Abstract
Although suggestion schemes have been around for hundreds of years, idea management is still relatively new. Idea management is a structured business process for capturing focused business ideas from employees of a company, or any other group, and evaluating those ideas to identify the most promising ones. The approach is typically based around established creative problem solving (CPS) methodology, which allows managers to focus suggestions on actual business needs. The idea management process is typically facilitated by an enterprise software application with a front end for the submission of ideas and a back end where those ideas are evaluated by experts. This system is normally web based and all actions are performed via a web browser. However, software alone is not sufficient for a successful idea management initiative. An innovation manager or team needs to promote the system to colleagues, provide incentives for participation, and oversee the review and implementation of ideas. Likewise, top management buy‐in ensures better results. The purpose of any idea management initiative should be the profitable implementation of ideas generated by the system.