Consumer Behavior

Customized communications have the potential to reduce information overload and aid customer decisions, and the highly relevant products that result from customization can form the cornerstone of enduring customer relationships. In spite of such potential benefits, few models exist in the marketing literature to exploit the Internet's unique ability to design communications or marketing programs at the individual level. We develop a statistical and optimization approach for customization of information on the Internet.

Customer Experience Management introduces the five-step CEM process that managers can use to connect with their customers at every touch-point. It provides cases of successful CEM implementations in a wide variety of consumer and B2B industries.

Over a decade ago, these two perspectives on motivation--Deci and Ryan?s (1991) theory of self-determination and Triandis? (1990) cultural theory of individualism-collectivism--were presented at the Nebraska Symposium on Motivation as discrete areas of inquiry in psychology. The consecutive presentation of these perspectives was portentous--both in terms of the research to follow and the recognition by many psychologists that social psychological findings need to be understood within the socio-cultural context in which they occur.

This research focuses on the diffusion patterns of the adjacent generations of technology and its relation to the time that elapses between them (intergeneration time). The authors analyze 45 new technologies in 15 industries and find that the adoption curves systematically vary across generations from 2 years for dynamic random-access memory (DRAM) chips to more than 30 years for steelmaking. The longer the intergeneration time, the slower the adoption of the subsequent technology.

It is not easy to summarize Ned Phelps's monumental contribution to economics.

We consider a two-echelon distribution system in which a supplier distributes a product to N competing retailers. The demand rate of each retailer depends on all of the retailers' prices, or alternatively, the price each retailer can charge for its product depends on the sales volumes targeted by all of the retailers. The supplier replenishes his inventory through orders (purchases, production runs) from an outside source with ample supply. From there, the goods are transferred to the retailers.

Increasingly, the greatest source of economic value for many companies is a set of intangible assets that, typically, are not reflected on their balance sheets. Whereas for B2C companies these intangible assets are often dominated by brand value, for many B2B companies these assets are a set of relationships with a core group of powerful customers. When these relationships are well-developed and ongoing, they produce sustainable returns to shareholders.

The authors discuss research progress and future opportunities for modeling consumer choice on the Internet using clickstream data (the electronic records of Internet usage recorded by company web servers and syndicated data services). The authors compare the nature of Internet choice (as captured by clickstream data) with supermarket choice (as captured by UPC scanner panel data), highlighting the differences relevant to choice modelers.

As more firms adopt a customer asset management approach to their business, it has become increasingly important to understand how customer management efforts relate to the financial performance of the firm. Of specific interest to shareholders is the relationship between traditional financial measures and customer-centric measures. The customer-centric measure that has received the most attention is customer lifetime value (CLV).