Brand and Product Management

A high quality customer database is a cornerstone of successful interactive marketing strategies and tactics. Based on the notion that customer data quality is not only a technical but also an organizational problem, this study develops and tests an organizational learning framework of the relationship between organizational processes, customer data quality and firm performance. The findings show that high quality customer data impact both customer and business performance and that the most important driver of customer data quality comes from the executive suite.

Research has shown that subtle health claims used by food marketers influence pre-intake expectations, but no study has examined how they influence individuals' post-consumption experience of satiety after a complete meal and how this varies according to the value placed on food taste. In two experiments, we assess how labeling a pasta salad as "healthy" or "hearty" influences self-reported satiety, consumption volume, and subsequent consumption of another food.

How are the designs of corporate buildings used to create meaning and project a corporate image and personality" We distinguish functionalist architecture ("form follows function"), which focuses on the primary, utilitarian function of a building, from experiential architecture ("from function to form"), which uses the form of a building to communicate symbolically about the organization.

Can event marketing contribute to brand equity? A field study with consumers participating in different types of events indicates that event attendance increases brand equity and that brand experience is the most important mediator. Brand attitudes mediate the relation between events and brand equity only for certain types of events (namely, trade and street events, but not pop-up shops and sponsored events). Implications of the results for event marketing theory and practice are discussed.

It is often claimed that we live in an information age. This has many implications for decision makers in general and business leaders in particular. For most businesses nowadays, increasingly, it is superior information that is at the origin of competitive advantage. The prime challenge in this new environment does not start with data analysis. Rather, the most important issue for the firm is to understand its information needs: what information, if it were available, would make a real difference for value creation and competitive advantage?

While customer management has become a top priority for practitioners and academics, little is known about how managers actually make customer management decisions. Our study addresses this gap and uses the adaptive decision maker as well as the fast and frugal heuristics frameworks to gain a better understanding of managerial decision making. Using the process-tracing tool MouselabWEB, we presented sales managers in retail banking with three typical customer management prediction tasks.

In this report, the authors quantify the strategic relationship between brand management (brand equity) and customer management (the components of CLV), and demonstrate the role that marketing activities play in this relationship. They examine a unique database from the U.S. automobile market, comprised of 10 years of survey-based brand equity measures as well as acquisition rates, retention rates, and customer profitability.

This paper analyzes optimal decisions concerning the size of the sample and the price of the paid content for online publishers of digital information goods when sampling serves the dual purpose of disclosing content quality and generating advertising revenue. We show in a reduced-form model how the publisher?s optimal ratio of advertising revenue to sales revenue is linked to characteristics of both the content market and the advertising market.