Consumer Behavior

The intensity of modern business has increased pressure for innovation, which places greater emphasis on creativity. This article explores one of the central sites of creativity in the American corporate world, the advertising agency. We examine how creativity in agencies is managed, controlled, and channeled to produce advertisements. We contend that the brand advertised and the agency’s creative collaborations have properties of ritual symbols and that rituals mediate tension inherent in two forces, stability and change, which define the brand and the advertising collaboration.

Marketing research and advertising strategic planning offer viable and financially attractive career options for anthropologists because many businesses seek deep understandings of consumer lifestyles and brand use. As professionally trained anthropologists operating in the corporate world, we see a bright future for anthropologists, but we believe that there are merits in broadening the typical anthropological approach to incorporate additional theory and methods from other social and behavioral sciences, particularly psychology.

We characterize the equilibrium behavior in a broad class of competition models in which the competing firms' market shares are given by an attraction model, and the aggregate sales in the industry depend on the aggregate attraction value according to a general function. Each firm's revenues and costs are proportional with its expected sales volume, with a cost rate that depends on the firm's chosen attraction value according to an arbitrary increasing function.

We analyze a planning model for a firm or public organization that needs to cover uncertain demand for a given item by procuring supplies from multiple sources. The necessity to employ multiple suppliers arises from the fact that when an order is placed with any of the suppliers, only a random fraction of the order size is usable. The model considers a single demand season with a given demand distribution, where all supplies need to be ordered simultaneously before the start of the season.

No matter your field, industry, or specialty, as a leader you make a series of crucial decisions every single day. And the harsh truth is that the majority of decisions — no matter how good the intentions behind them — are mismanaged, resulting in a huge toll on organizations, the people they employ, and even the people they serve.

As high-tech markets mature, replacement purchases inevitably become the dominant proportion of sales. Despite the clear importance of replacement, little work examines the separate roles of adoption and replacement. The analysis is complicated by the fact that a consumer's decision to replace a product is dynamic because high-tech markets undergo both rapid improvements in quality and falling prices.

Long-term brand value depends on how well a firm understands and recognises the potential of a brand, as well as how well a firm capitalises on that brand potential in the marketplace. Realising this potential, in turn, depends on maximising long-term brand persistence and growth. Brand persistence comes from current customers maintaining their spending on the brand; brand growth results from current customers increasing their spending and from new customers being attracted to the brand in the future.

Health is a major component of well-being and quality of life (QOL) and an increasingly costly one. We examine the role of employers for promoting QOL. A meta-analysis examines the impact of fifty well-being programs, which address six health issues and use seven marketing approaches. The analysis indicates that well-being programs and marketing approaches significantly improve employee health and depend on company size and employee gender. Results, based on sixty studies, show there is significant opportunity to efficiently tailor corporate health programs.

In 3 studies, participants made choices between hypothetical financial, environmental, and health gains and losses that took effect either immediately or with a delay of 1 or 10 years. In all 3 domains, choices indicated that gains were discounted more than losses. There were no significant differences in the discounting of monetary and environmental outcomes, but health gains were discounted more and health losses were discounted less than gains or losses in the other 2 domains.