Marketing

Since 1980, Michael Porter's classic Competitive Strategy has provided the methodology that most big companies use for strategic analysis. But now, distinguished Columbia Business School professor Bruce Greenwald offers a bold new theory of competition - a theory that is far simpler than Porter's and much easier for strategic planners to apply in the real world. Porter identified a complex five-force model for studying competition in any market.

The aim of strategy is to master a market environment by understanding and anticipating the actions of other economic agents, especially competitors. A firm that has some sort of competitive advantage--privileged access to customers, for instance--will have relatively few competitors to contend with, because potential competitors without an advantage, if they have their wits about them, will stay away. Thus, competitive advantages are actually barriers to entry and vice versa. In markets that are exposed, by contrast, competition is intense.

Prof. Donald E. Sexton, in an exclusive write-up for OER, focuses on how a country brand affects behaviour through perceived value and what factors influence the branding investment process.

We present a theory of cultural evolution based upon a renormalization group scheme. We consider rational but cognitively limited agents who optimize their decision-making process by iteratively updating and refining the mental representation of their natural and social environment. These representations are built around the most important degrees of freedom of their world. Cultural coherence among agents is defined as the overlap of mental representations and is characterized using an adequate order parameter.

The author discusses his work with the Conference Board's Council on Corporate Brand Management to develop a brand scorecard for monitoring the health of a brand.

What's a customer really worth? Can you find out, without endlessly complex modelling? And once you know, what should you do with that knowledge? Managing Customers as Investments has the answers. You'll learn simple ways to get reliable customer value information - in a form you can use. You'll discover how to use it to measure marketing effectiveness, generate improvements throughout the entire customer relationship lifecycle, and improve decision making. Everyone tells you to manage your business around customers. This book tells you how to do it.

Adaptive metric utility balance is at the heart of one of the most widely used and studied methods for conjoint analysis. We use formal models, simulations, and empirical data to suggest that adaptive metric utility balance leads to partworth estimates that are relatively biased—smaller partworths are upwardly biased relative to larger partworths. Such relative biases could lead to erroneous managerial decisions.

The purpose of this chapter is to discuss how regulatory focus theory (Higgins 1997, 1998, 2002)—a theory of motivation and self-regulation that has been rapidly gaining prominence in consumer research (e.g., Aaker and Lee 2001; Briley and Wyer 2002; Pham and Avnet 2004; Zhou and Pham 2004)—can be drawn upon to explain a variety of consumer decision-making phenomena. We briefly review the major tenets of the theory, which proposes a fundamental distinction between two modes of self-regulation called promotion and prevention.