| editors. 2012 | HandbookofMarketingStrategy Shankar, Venkatesh and Gregory Carpenter. editors. 2012. Handbook of Marketing Strategy. Gloucestershire, UK: Edward Elgar Publishing Limited. | Book |
| 2013 | Harley-DavidsonChasingaNewGenerationofCustomers Roese, Neal and Mohan Kompella. 2013. Harley-Davidson: Chasing a New Generation of Customers. Case 5-113-010. Abstract
In July 2007, Mark-Hans Richer became Harley-Davidson’s first chief marketing officer. Its riders were aging, which the company saw as an existential threat. Although Harley-Davidson had a record sales year in 2006 and had maintained a commanding share of the heavyweight motorcycle market for the previous decade, it needed to take new action to sustain its growth.
Richer needed to deliver a new generation of riders and a more diverse customer base, all without losing current Harley-Davidson customers. He also knew that he could not relax: the average tenure of a CMO in 2007 was only 27 months and a complete new product development cycle would take a minimum of four years.
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| 2013 | RoyalReelsEnhancingtheCustomerExperienceforSlotMachinesandBeyond Grayson, Kent and Elliot Freeman. 2013. Royal Reels: Enhancing the Customer Experience for Slot Machines and Beyond. Case 5-312-507 (KEL723). Abstract
CEO Richard Gedman has suddenly found himself running two separate but potentially related businesses: the slot manufacturing and marketing business that he has been running for years, and a new online and mobile gaming business that has grown incredibly fast over the past couple of years. To sustain success in both businesses, it seems clear that each one will require significant R&D investments. Should he invest in only one, or both?
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| 2013 | TheCaseofSynthroidAMarketingaDrugComingOffPatent Tybout, Alice, Julie Hennessy, Natalie Fahey and Charlotte Snyder. 2013. The Case of Synthroid (A): Marketing a Drug Coming Off Patent. Case 5-312-506(A). Abstract
The case tells the story of Synthroid from its development in 1958 as the first synthetic thyroxine molecule to its competition against generic equivalents in 2004. The case introduces students to the pharmaceutical industry, its practices, and some of the complexities of pricing and drug choice, with drug manufacturers, insurance companies, physicians, pharmacists, and patients all playing a role. It also provides a primer on hypothyroidism, its symptoms, and its treatment.
Because Synthroid was developed and introduced before FDA regulations and drug standards of identity were fully established, it was difficult for competitors to get their drugs certified as identical to Synthroid. Through a series of efforts with physicians, especially endocrinologists, Synthroid’s owners were able to maintain the perception for forty-six years that Synthroid was uniquely effective. In 2004, however, the FDA declared several competitive products to be bioequivalent to Synthroid, which posed a significant challenge to its owner, Abbott Laboratories. Students are challenged to consider options to maintain the drug’s unit volume, revenue, and/or profit in these difficult circumstances.
The case is written in two parts. The (A) case provides background on the history of the drug, the pharmaceutical industry and its marketing practices, and hypothyroidism and its treatment, and it concludes in 2004 as Abbott’s marketers face the impending challenge of defending the Synthroid business against generic competition. The (B) case describes what Abbott actually did to maintain its share in the United States and outlines its strategy in India, a market without patent protection for pharmaceuticals.
| Case |
| 2013 | TheCaseofSynthroidBMarketingaDrugComingOffPatent Hennessy, Julie, Alice Tybout, Natalie Fahey and Charlotte Snyder. 2013. The Case of Synthroid (B): Marketing a Drug Coming Off Patent. Case 5-312-506(A). Abstract
The case tells the story of Synthroid from its development in 1958 as the first synthetic thyroxine molecule to its competition against generic equivalents in 2004. The case introduces students to the pharmaceutical industry, its practices, and some of the complexities of pricing and drug choice, with drug manufacturers, insurance companies, physicians, pharmacists, and patients all playing a role. It also provides a primer on hypothyroidism, its symptoms, and its treatment.
Because Synthroid was developed and introduced before FDA regulations and drug standards of identity were fully established, it was difficult for competitors to get their drugs certified as identical to Synthroid. Through a series of efforts with physicians, especially endocrinologists, Synthroid’s owners were able to maintain the perception for forty-six years that Synthroid was uniquely effective. In 2004, however, the FDA declared several competitive products to be bioequivalent to Synthroid, which posed a significant challenge to its owner, Abbott Laboratories. Students are challenged to consider options to maintain the drug’s unit volume, revenue, and/or profit in these difficult circumstances.
The case is written in two parts. The (A) case provides background on the history of the drug, the pharmaceutical industry and its marketing practices, and hypothyroidism and its treatment, and it concludes in 2004 as Abbott’s marketers face the impending challenge of defending the Synthroid business against generic competition. The (B) case describes what Abbott actually did to maintain its share in the United States and outlines its strategy in India, a market without patent protection for pharmaceuticals.
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| 2013 | ThecountabilityeffectComparativeversusexperientialreactionstorewarddistributions Ma, Jingjing and Neal Roese. 2013. The countability effect: Comparative versus experiential reactions to reward distributions. Journal of Consumer Research. 39: 1219-1233. | Article |
| 2013 | TupeloMedicalManagingPriceErosion Anderson, Eric T., Daniel Abraham, Elizabeth L Anderson and Gus Santaella. 2013. Tupelo Medical: Managing Price Erosion. Case 5-412-750 (KEL707). Abstract
Robert Davidson, pricing manager for Tupelo Medical, was concerned about the variability in price paid for its top-selling product, the Micron 8 Series blood pressure monitoring system. Using historical transaction data, Davidson must determine the appropriate price floor. Setting a price too high risked the loss of a large number of customers, putting the company at substantial risk due to the importance of the product. Setting a price too low would impact Davidson’s ability to meet the stated objective of increasing margins by 3 percent. He wondered what the optimal price floor would be and what the expected profits would be for that new price floor. Additionally, the company’s business varied considerably by geographic region, account size and account type. As a result, he needed to consider whether it made sense to set a single price floor or whether he could improve profits by allowing some variability in the price floor by customer segment.
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| 2012 | AmazonsKindleCrossingtheChasm Sawhney, Mohanbir, Sachin Waikar, Sean Alpert, Gerardo Cardone, Ryan Mullin, Barnaby Nardella, Edward Sim and Hsin-Ting Huang. 2012. Amazon’s Kindle: Crossing the Chasm. Case 5-111-009. Abstract
Amazon had achieved success far beyond its expectations when it launched the Kindle e-Reader in November 2007. The marketing team at Amazon had adopted a “launch and learn” approach rather than target specific markets with this digital device on the cutting edge of technology. Now, six months later, it faced a more complex decision as it prepared to launch the second-generation Kindle. The team at Amazon felt that it must focus and choose its target market more precisely this time in order to position the product for long-term success. The choice of the target market would dictate not only the design and features of the device but would also influence the content, capabilities, and go-to-market strategy, including its partners, channels, and promotional tactics. The Kindle team had identified three promising market opportunities for the device—college students, mobile business professionals, and avid readers—but gearing the product toward a specific segment would likely diminish its appeal to others. Now the team had to decide which of the target markets represented the best opportunity for the Kindle.
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| 2012 | AreConsumersMyopicEvidencefromNewandUsedCarPurchases Busse, Meghan, Christopher R. Knittel and Florian Zettelmeyer. Forthcoming. Are Consumers Myopic? Evidence from New and Used Car Purchases. American Economic Review. Abstract
We investigate how gasoline prices a ffect automobile purchases. We find that the adjustment of equilibrium market shares and prices in response to changes in usage cost varies dramatically between new and used markets. In the new car market, the adjustment is primarily in market shares, while in the used car market, the adjustment is primarily in prices. The e ffects are largest for the most- and least-fuel efficient cars. We argue that the di fference in how gasoline costs aff ect new and used automobile markets can be explained by di fferences in the supply characteristics of new and used cars.
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| 2012 | AssessingREMSleepinMiceUsingVideoData McShane, Blake, R.J. Galante, M.P. Biber, S. T. Jensen, A. J. Wyner and Pack, A.I.. 2012. Assessing REM Sleep in Mice Using Video Data. Sleep. 35(3): 433-442. | Article |
| 2012 | AsymmetricOptionEffectsonEaseofChoiceCriticismandDefense Kramer, Thomas, Michal Maimaran and Itamar Simonson. 2012. Asymmetric Option Effects on Ease of Choice Criticism and Defense. Organizational Behavior and Human Decision Processes. 117(1): 179-191. Abstract
Individuals often criticize others’ choices and seek to defend their own. In theory, the ease of criticizing a particular choice should correspond to the ease of defending it. However, we demonstrate that differences in the types of arguments put forth in choice criticism and defense result in a systematic discrepancy in the ease with which these tasks are performed. Specifically, criticism arguments tend to be based on norms or conventions, and defense arguments on idiosyncratic tastes or circumstances; accordingly, whether the chosen option is perceived as un/conventional significantly affects ease of choice criticism but has little or no impact on ease of choice defense. Furthermore, assessing the ease of choice defense increases the choice share of unconventional options, whereas judging the ease of choice criticism has only a small impact on choice. We discuss the implications of our findings with respect to research on reason-based choice in socially-intensive environments.
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| 2012 | BelBrandTheLaughingCowChallenge Rucker, Derek D and David DuBois. 2012. Bel Brand: The Laughing Cow Challenge. Case 5-311-505 (KEL631). Abstract
The case features Bel-Brand’s efforts to position its flagship brand The Laughing Cow in the US. The challenges in this case are twofold. First, choose a viable position for a brand after a period of high growth following the South Beach Craze. The difficulty here is that the initial driver of the brand’s position, the South Beach Craze, an environmental factor, is dwindling and is not sustainable. Second, the brand was receiving pressure from global stakeholders to try to unify the positioning in the US with the global brand positioning. These are both challenges that were faced by the marketing team and raised in the case.
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| 2012 | BrandinginBusiness-to-BusinessFirms Keller, Kevin and Philip Kotler. 2012. "Branding in Business-to-Business Firms." In Handbook of Business to Business Marketing, edited by Gary L. Lilien and Rajdeep Grewal, 208-225. Gloucestershire, UK: Edward Elgar Publishing. | Book Chapter |
| 2012 | CafeMediaCreatingaCommunityforContemporaryAcculturatedLatinos Tybout, Alice, Tania Martino and Lauren Martino. 2012. Cafe Media: Creating a Community for Contemporary Acculturated Latinos. Case 5-111-002. Abstract
Founded by Julián Posada in 2008, Café Media was a Chicago-based media company targeting Latinos. The company vision was to create a modern-day community in which acculturated Latinos could come together and explore the issues shaping and defining the contemporary Latino lifestyle.
As the company neared the end of its second year in operation, Posada reflected on its annual revenues. The vast majority of revenue came from the sale of advertising space in the flagship platform, Café Magazine. Events sponsored by the company, which increased awareness of the magazine and generated subscribers for the e-newsletter, were profitable and well attended. However, the Café Digital properties (including an online version of the magazine and an e-newsletter) were a drain on cash flow—though investors believed these platforms were critical to the long-term success of the company. How could Posada balance the need for short-term revenue growth with the long-term goal of building a strong brand?
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| 2012 | CanFightingSmallBattlesHelpWintheWarEvidencefromConsumerDebtManagement Gal, David and Blake McShane. 2012. Can Fighting Small Battles Help Win the War? Evidence from Consumer Debt Management. Journal of Marketing Research. 49: 487-501. | Article |
| 2012 | DefendingYourBrandHowSmartCompaniesUseDefensiveStrategytoDealwithCompetitiveAttacks Calkins, Timothy. 2012. Defending Your Brand: How Smart Companies Use Defensive Strategy to Deal with Competitive Attacks. Palgrave MacMillan. | Book |
| 2012 | DoesEthnicityPay Huang, Yasheng, Li Jin and Yi Qian. 2012. Does Ethnicity Pay?. Review of Economics and Statistics. DOI:10.1162/REST_a_00281. Abstract
Using a comprehensive sample of all FDI firms in China, we explore the question whether ethnicity enhances operating performance. While there has been a sizable theoretical literature studying ethnicity and foreign investments, the prediction of the impact of ethnicity on firm profitability is far from clear. We demonstrate empirically that ethnic firms do not command an operational advantage over non-ethnic firms in the overall sample. Further tests suggest that while ethnic firms command an operational advantage over nonethnic firms initially, such advantage declines over time. We then explore what might have caused the decline of the ethnic advantage, and our results suggest that lack of investment in intangible and human capital by ethnic firms is driving the pattern we observe. Overall, our results suggest that ethnicity does not pay or that ethnicity does not confer a permanent operating advantage on a firm.
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| 2012 | EmbodimentinJudgementandChoice Reimann, Martin, Feye Wilko, Alan J Malter, Josh Ackerman, Raquel Castano, Nitika Garg, Robert Kreuzbauer, Aparna Labroo, Angela Y. Lee, Maureen Morrin, Gergana Y Nenkov, Jesper H Nielsen, Maria Perez, Gratiana Pol, Jose Antonio Rosa, Carolyn Yoon and Chen-Bo Zhong. 2012. Embodiment in Judgement and Choice. Journal of Neuroscience, Psychology, and Economics. 5(2) | Article |
| 2012 | FactorsInfluencingConsumerBehaviourTowardsStoreBrandAMeta-analysis Fan, Xiaojun, Yi Qian and Pei Huang. 2012. Factors Influencing Consumer Behaviour Towards Store Brand: A Meta-analysis. International Journal of Market Research. 54(3): 407-430. | Article |
| 2012 | GamingtheGamersUsingExperienceMapstoDevelopRevenue-GeneratingInsights Grayson, Kent and Sachin Waikar. 2012. Gaming the Gamers: Using Experience Maps to Develop Revenue-Generating Insights. Case 5-212-250 (KEL675). Abstract
A senior product manager for a telecommunications company has been asked to propose ideas for generating new revenue from video gamers who use his company's Internet services. The manager has commissioned the development of "experience maps" for three subsegments within the gamer segment. The experience maps, which are reproduced in the case, provide students with an opportunity to generate customer insights based on real qualitative data.
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| 2012 | GlobalBrandManagementBestPracticesandLearningsfromEffortstoBuildtheBusinessOverThere Hennessy, Julie, Eric Leininger and Evan Meagher. 2012. Global Brand Management: Best Practices and Learnings from Efforts to Build the Business “Over There”. Case 7-411-750 (KEL696). Abstract
This technical note discusses learnings from organizations facing the challenges of managing brands across global geography. It talks about best practices for balancing the competing needs for local relevance and global consistency and scales.
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| 2012 | GoodWorksMarketingandCorporateInitiativesthatBuildaBetterWorld...andtheBottomLine Kotler, Philip, David Hessekiel and Nancy Lee. 2012. Good Works! Marketing and Corporate Initiatives that Build a Better World...and the Bottom Line. New York: John Wiley & Sons. | Book |
| 2012 | HindsightBias Roese, Neal and K. Vohs. 2012. Hindsight Bias. Perspectives on Psychological Science.(7): 411-426. | Article |
| 2012 | HohnerMusikinstrumenteGmbHCo.KGBreak-EvenAnalysis Hennessy, Julie and Evan Meagher. 2012. Hohner Musikinstrumente GmbH & Co. KG: Break-Even Analysis. Case 3-112-001 (KEL682). Abstract
This exercise is one in a series intended to help students learn how to perform financial calculations in marketing contexts.
Helmut Schmidt, product manager for Hohner Musikinstrumente GmbH & Co. KG, the world’s foremost manufacturer of harmonicas, accordions, melodicas, and ukuleles, was sitting at his desk reviewing his first assignment from the company’s senior executive team. Schmidt had been asked to calculate the break-even point for the company’s flagship product, the Marine Band harmonica, under a number of different scenarios.
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| 2012 | KeurigFromDavidtoGoliathTheChallengeofGainingandMaintainingMarketplaceLeadership Anderson, Eric T. and Elizabeth L Anderson. 2012. Keurig: From David to Goliath: The Challenge of Gaining and Maintaining Marketplace Leadership. Case 5-411-751 (KEL714). Abstract
From 2002 to 2011, coffee-machine manufacturer Keurig Incorporated had grown from a privately held company with just over $20 million in revenues and a plan to enter the single serve coffee arena for home consumers, to a wholly owned subsidiary of Green Mountain Coffee Roasters, Inc., a publicly traded company with net revenues of $1.36 billion and a market capitalization of between $8 and $9 billion.
In 2003 Keurig had introduced its first At Home brewer. Now, approximately 25 percent of all coffee makers sold in the United States were Keurig-branded machines, and Keurig was recognized as among the leaders in the marketplace. The company had just concluded agreements with both Dunkin’ Donuts and Starbucks that would make these retailers’ coffee available for use with Keurig’s specialized brewing system.
The company faced far different challenges than when it was a small, unknown marketplace entrant. John Whoriskey, vice president and general manager of Keurig’s At Home division, had to consider the impact that impending expiration of key technology patents and the perceived environmental impact of the K-Cup® portion packs would have on the company’s growth. Whoriskey also wondered what Keurig’s growth potential was, and how the new arrangements with Starbucks and Dunkin’ Donuts could be leveraged to achieve it.
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| 2012 | KookaburraCricketBatsDealingwithCannibalization Hennessy, Julie and Evan Meagher. 2012. Kookaburra Cricket Bats: Dealing with Cannibalization. Case 3-112-002 (KEL684). Abstract
This exercise is one in a series intended to help students learn how to perform financial calculations in marketing contexts.
Kookaburra, a maker of cricket equipment popular in Australia, New Zealand, the United Kingdom, South Africa, and India, was considering two strategies for positioning a new cricket bat in India. Both strategies would cannibalize current sales, and Lulu Popplewell, category manager responsible for the Indian market, needed to calculate the financial impact of both to determine which one she would recommend.
This exercise poses a fictional problem about branding strategy on a new product, and asks students to consider the financial impact of different branding strategies and cannibalization rates.
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| 2012 | LateMoverStrategy Shankar, Venkatesh and Gregory Carpenter. 2012. "Late Mover Strategy." In Handbook of Marketing Strategy, edited by V. Shankar and G. Carpenter, 362-375. Gloucestershire, UK: Edward Elgar Publishing Limited. | Book Chapter |
| 2012 | Liferegretsandtheneedtobelong Morrison, M., K. Epstude and Neal Roese. 2012. Life regrets and the need to belong. Social Psychological and Personality Science.(3): 675-681. | Article |
| 2012 | MarketingtheNissanMicraandTataNanoUsingSocialMedia Tybout, Alice and Natalie Fahey. 2012. Marketing the Nissan Micra and Tata Nano Using Social Media. Case 5-412-752. Abstract
The case explores the similarities and differences between social media campaigns launched by Nissan and by Tata Motors to stimulate sales for models of their cars in India. The Nissan campaign allowed consumers to compete to star with Ranbir Kapoor, a Bollywood star and spokesman for the Nissan Micra, in a short film featuring the Micra as the hero. The Tata campaign launched India’s first social streaming show, in which select teams of consumers participated in an Amazing Race-style road trip competition in different regions of the country. Both campaigns made extensive use of Facebook. Students are tasked with evaluating the two campaigns in terms of their fit with the communication objectives of each company and their effectiveness on a variety of metrics. The case includes links to advertisements and other video material. Although the case is written to be used independently, it also would work well in combination with the "Positioning the Tata Nano (A) and (B)" cases.
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| 2012 | MaruBattingCenterCustomerLifetimeValue Hennessy, Julie and Evan Meagher. 2012. Maru Batting Center: Customer Lifetime Value . Case 3-112-003 (KEL688). Abstract
This exercise is one in a series intended to help students learn how to perform financial calculations in marketing contexts.
Maru Keitou, a decorated former collegiate softball player with a PhD from Oxford University, ran Maru Batting Center in the Roppongi district of Tokyo’s Minato ward. She had a deep knowledge of the game and of her customers, but she lacked a marketing background. She had recently signed up for a hosted customer relationship management service that would allow her to track the cost of acquiring and serving each of her four main customer segments. Using this data, she could determine which segments to target in the upcoming year.
The exercise describes the use of calculations of customer acquisition cost, retention rates, and customer lifetime value in picking between market segments and various options for activities to acquire customers.
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| 2012 | MeasuringtheImpactofNonignorabilityinPanelDatawithNon-monotoneNonresponse Qian, Yi and Hui Xie. 2012. Measuring the Impact of Nonignorability in Panel Data with Non-monotone Nonresponse. Journal of Applied Econometrics. 27: 129-159. | Article |
| 2012 | MetacognitiveTheoryinConsumerResearch Rucker, Derek D and Zakary Tormala. 2012. "Metacognitive Theory in Consumer Research." In Social Metacognition (Frontiers in Psychology), edited by Pablo Brinol and Ken DeMarree, 303-322. New York, NY: Psychology Press. | Book Chapter |
| 2012 | ModelingMotivatedMisreportstoSensitiveSurveyQuestions Böckenholt, Ulf. Forthcoming. Modeling Motivated Misreports to Sensitive Survey Questions. | Article |
| 2012 | ModuOptimizingtheProductLine Sawhney, Mohanbir, Jon Nathanson, Oded Perry, Chad Smith, Sripad Sriram, James Tsai and Pallavi Goodman. 2012. Modu: Optimizing the Product Line. Case 5-112-008 (KEL651). Abstract
Israeli entrepreneur and inventor Dov Moran envisioned the creation of a mobile device that was a small, stand-alone, fully functional mobile phone that could be slipped into a variety of enclosures, or “jackets,” that would provide added functionality and better reflect the personalities of its users. As the development of the Modu phone began to take shape, Moran and his team decided that to ensure the success of the new phone’s much anticipated launch, Modu would develop and market the accessory jackets itself. The question now was which of the eight jackets to develop and what factors should be considered in making that decision. The case is about how to estimate optimal product-line extensions after accounting for experience curve and cannibalization effects of products that share similar features, cost, and price. This will require quantitative analysis that estimates the effect of the experience curve and cannibalization on cost, revenues, and ultimately, profit. The issue is how to optimize profits by choosing an ideal set of products.
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| 2012 | OnBraggartsandGossipsASelfEnhancementAccountofWord-of-MouthGenerationandTransmission D’Angelis, Matteo, Andrea Bonezzi, Alessandro Peluso, Derek D Rucker and Michele Costabile. 2012. On Braggarts and Gossips: A Self Enhancement Account of Word-of-Mouth Generation and Transmission . Journal of Marketing Research. 49(4): 551-563. | Article |
| 2012 | PepitaDiscoPPMMarginsandElasticity Hennessy, Julie and Evan Meagher. 2012. Pepita Disco PPM: Margins and Elasticity. Case 3-112-004 (KEL692). Abstract
This exercise is one in a series intended to help students learn how to perform financial calculations in marketing contexts.
Carolina Araujo had recently taken control of her family’s business, Pepita Disco PPM, Uruguay’s second-largest producer of beef-based dog food, treats, and toys. While she respected the company’s nearly eighty-year history, Carolina felt that Pepita Disco had grown complacent with its market share and was basically preserving the status quo. Her plan was to re-energize the employee base and grow Pepita Disco’s business faster than the overall market.
This exercise poses a fictional problem about a company's efforts to predict the impacts of price, product cost, and spending moves on profitability.
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| 2012 | PowerandConsumerBehaviorHowPowerShapesWhoandWhatConsumersValue Rucker, Derek D, Adam Galinsky and David DuBois. 2012. Power and Consumer Behavior: How Power Shapes Who and What Consumers Value. Journal of Consumer Psychology. 22(3): 352-368. | Article |
| 2012 | PredictingSecuritiesFraudSettlementsandAmountsAHierarchicalBayesianModelofFederalSecuritiesClassActionLawsuits McShane, Blake, O.P. Watson, T. Baker and S.J. Griffith. 2012. Predicting Securities Fraud Settlements and Amounts: A Hierarchical Bayesian Model of Federal Securities Class Action Lawsuits. Journal of Empirical Legal Studies. 9(3): 482-510. | Article |
| 2012 | PrimedInterferenceTheCognitiveandBehavioralCostsofanIncongruitybetweenChronicandPrimedMotivationalOrientations Lisjak, Monika, Daniel Molden and Angela Y. Lee. 2012. Primed Interference: The Cognitive and Behavioral Costs of an Incongruity between Chronic and Primed Motivational Orientations . Journal of Personality and Social Psychology. | Article |
| 2012 | PrinciplesofPricingAnAnalyticalApproach Abstract
Pricing drives three of the most important elements of firm success: revenue and profits, customer behavior, and firm image. This book provides an introduction to the basic principles for thinking clearly about pricing. Unlike other marketing books on pricing, the authors use a more analytic approach and relate ideas to the basic principles of microeconomics. Rakesh Vohra and Lakshman Krishnamurthi also cover three areas in greater depth and provide more insight than may be gleaned from existing books: 1) the use of auctions, 2) price discrimination, and 3) pricing in a competitive environment.
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| 2012 | ProductAssortmentandConsumerChoiceAnInterdisciplinaryReview Chernev, Alexander. 2012. Product Assortment and Consumer Choice: An Interdisciplinary Review. Foundations and Trends in Marketing. 6(1): 1-61. | Article |
| 2012 | SalesForceCompensationResearchInsightsandResearchPotential Coughlan, Anne and Kissan Joseph. 2012. "Sales Force Compensation: Research Insights and Research Potential." In Handbook on Business-to-Business Marketing, edited by Gary L. Lilien and Rajdeep Grewal, 473-495. Gloucestershire, UK: Edward Elgar Publishing Limited. | Book Chapter |
| 2012 | SuperSizeMeProductSizeasaSignalofStatus DuBois, David, Derek D Rucker and Adam Galinsky. 2012. Super Size Me: Product Size as a Signal of Status. Journal of Conusmer Research. 38(6): 1047-1062. | Article |
| 2012 | SupplierDevelopmentResponsibilityandNPDProjectOutcomesTheRolesofMonetaryQuantificationofDifferencesandSupporting-DetailGathering Wynstra, Finn, James Anderson, James A. Narus and Marc Wouters. Forthcoming. Supplier Development Responsibility and NPD Project Outcomes: The Roles of Monetary Quantification of Differences and Supporting-Detail Gathering. Journal of Product and Innovation Management. | Article |
| 2012 | TheCognitive-MiserResponseModelTestingforIntuitiveandDeliberateReasoning Böckenholt, Ulf. 2012. The Cognitive-Miser Response Model: Testing for Intuitive and Deliberate Reasoning. Psychometrika. 77: 388-399. | Article |
| 2012 | TheDifferenceBetweenDifferencesHowExpertiseAffectsDiagnosticityofAttributeAlignability Nam, Myungwoo, Jing Wang and Angela Y. Lee. Forthcoming. The Difference Between Differences: How Expertise Affects Diagnosticity of Attribute Alignability. Journal of Consumer Research. | Article |
| 2012 | TheEffectofofAttributeAlignabilityonServiceEvaluationTheModeratingRoleofUncertainty Sun, Jin, Tak Keh Hean and Angela Y. Lee. Forthcoming. The Effect of of Attribute Alignability on Service Evaluation: The Moderating Role of Uncertainty . Journal of Consumer Research. | Article |
| 2012 | TheFrontiersofMarketingintheThirdMilleninum Kotler, Philip and Ravi Achrol. 2012. The Frontiers of Marketing in the Third Milleninum. Journal of the Academy of Marketing Science. 40(1): 35-52. | Article |
| 2012 | TheImportanceoftheContextinBrandExtensionHowPicturesandComparisonsShiftConsumersFocusfromFittoQuality Meyvis, Tom, Kelly Goldsmith and Ravi Dhar. 2012. The Importance of the Context in Brand Extension: How Pictures and Comparisons Shift Consumers’ Focus from Fit to Quality. Journal of Marketing Research. 49(2): 206-217. | Article |
| 2012 | UsingCustomerRelationshipManagementtoAnalyzetheLifetimeValueofaCustomer Hennessy, Julie and Evan Meagher. 2012. Using Customer Relationship Management to Analyze the Lifetime Value of a Customer. Case 7-312-500 (KEL695). Abstract
This technical note provides an update on the use of customer data in marketing organizations and discusses how calculations of customer acquisition costs are made. It introduces the concept of customer lifetime value and provides examples of how it is calculated and how it is used. If desired, this reading is good preparation for students completing the Kellogg exercise "Maru Batting Center: Customer Lifetime Value," Case #3-112-003.
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