Marketing

How do you market in today's "experience culture"—as conventional advertising grows increasingly ineffective, and customers grow increasingly independent? There's No Business That's Not Show Business demonstrates how to use "show biz" techniques to cut through the clutter, engage your customers personally, differentiate your product or brand—and create real, long-term value. These techniques can be adapted for any product, service, or market—consumer or B2B.

This paper studies dynamic competition in markets characterized by the introduction of technologically advanced next-generation products. Firms invest in new product effort in an attempt to attain industry leadership, thus securing high profits and benefiting from advantages relevant for the success of future product generations. The analysis reveals that when the current leader possesses higher research and development (R&D) competence, it tends to invest more in R&D than rivals and to retain its lead position.

The purpose of this paper is to understand buyer/seller adoption dynamics in independent, buyer-side B2B exchanges. In a stylized model, we assume that the main role of the exchange is to reduce search costs for buyers. Buyers and sellers enter or exit the exchange based on the relative economic surplus (loss) they receive inside vs. outside the exchange. We contrast two situations: one where participants' switching cost to join the institution is negligible and another, in which it is significant.

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).

This article proposes a model of judgment revision, which posits that counterattitudinal challenges to a brand initially trigger a memory search for proattitudinal information about this brand. The proattitudinal information accessible from memory is then aligned with information contained in the challenge in order to assess the diagnosticity of the challenge, that is, how much it "damages" the retrieved brand information. If the challenge is not perceived to be diagnostic, the retrieved brand information is used to defend the previous attitudinal position.