Marketing

In 2009, a bipartisan Knight Commission found that while the broadband age is enabling an information and communications renaissance, local communities in particular are being unevenly served with critical information about local issues. Soon after the Knight Commission delivered its findings, The Federal Communications Commission (FCC) initiated a working group to identify crosscurrents and trends, and make recommendations on how the information needs of communities can be met in a broadband world.

The Internet has increased the flexibility of retailers, allowing them to operate an online arm in addition to their physical stores. The online channel offers potential benefits in selling to customer segments that value the convenience of online shopping, but it also raises new challenges. These include the higher likelihood of costly product returns when customers' ability to "touch and feel" products is important in determining fit.

Many companies do not know their marketing ROI because their organizations are not set up to evaluate marketing ROI.

This research investigates the effects of regulatory focus on alternative search and consideration set formation in consumer decision making. Results from three experiments yield two primary findings. First, promotion‐focused consumers tend to search for alternatives at a more global level, whereas prevention‐focused consumers tend to search for alternatives at a more local level. Second, promotion‐focused consumers tend to have larger consideration sets than do prevention‐focused consumers.

Six studies show that subtle contextual cues that increase customers' self-awareness can be used to influence their satisfaction with service providers holding the objective service delivery constant. Self-awareness cues tend to increase customers' satisfaction when the outcome of a service interaction is unfavorable, but tend to decrease customers' satisfaction when the outcome of the interaction is favorable. This is because higher self-awareness increases customers' tendency to attribute outcomes to themselves as opposed to the provider.

Applies economic, marketing, and finance concepts to develop a metric, Customer Value Added, that explains how marketing activities drive the financial performance of an organization.  Includes empirical results for a consumer packaged goods company where Customer Value Added predicted revenue and contribution with R-squared values greater than 0.90.