Marketing

Cultural commentators addressing the differences between high art and mere entertainment have suggested that the standards of popular appeal governing the tastes of ordinary consumers differ from the criteria for excellence employed by professional critics in rendering expert judgments. These concerns appear in discussions of the cultural hierarchy (distinguishing among levels of tastes) and in claims that commercialism tends to degrade cultural objects (by catering to tastes that represent the lowest common denominator).

Affective states of the same valence may have distinct, yet predictable, influences on decision processes. Results from three experiments show that, in gambling decisions, as well as in jobselection decisions, sad individuals are biased in favor of highrisk/high-reward options, whereas anxious individuals are biased in favor of low-risk/low-reward options. We argue that these biases occur because anxiety and sadness convey distinct types of information to the decision-maker and prime different goals.

Marketers all over the world agree that the Internet will have a major impact on the way firms do business. What changes will exactly occur, however, is hard to predict as the Internet is in a phase of rapid growth and constant change. Patterns are difficult to isolate, especially since despite its explosive growth, today, the Net is still in its infancy, only being available to a small proportion of people. In spite of this general lack of reliable patterns, one consensus among managers seems to be that the Internet is likely to intensify price competition.

This article examines the time between product development and market launch, and its relation to the subsequent diffusion of consumer durables. We find that this "incubation time" is long. Further, it is a useful predictor of the shape of the subsequent sales diffusion curve. Using the Bass model as a base, we find that the longer the incubation time, the lower the coefficient of innovation (p) and the longer the time to peak sales. Further, using the incubation time in a Bayesian forecasting model significantly improves forecasts early in the life cycle.

This international best-selling book explores the revolution in marketing that focuses on the experiences of customers. Moving beyond the traditional "features-and-benefits" marketing that was developed by marketing scientists for the industrial age, Schmitt presents a revolutionary approach for the branding and information age. Schmitt shows how managers can create experiences for their customers through sensory, affective and creative associations as well as lifestyle and social identity campaigns.

Consumers make multi-category decisions in a variety of contexts such as choice of multiple categories during a shopping trip. While complementarity gives managers some control over consumers' buying behavior, co-occurrence or co-incidence is less controllable. Other acts that may affect multi-category choice may be household preferences or household demographics. Not accounting for these 3 factors simultaneously could lead to erroneous inferences.

Different theories, areas of substantive interest, and methods are needed to prevent consumer behavior from becoming increasingly isolated and of marginal relevance in market research. More progress will be made by focusing on relatively underresearched areas, such as: 1. focus on time, 2. the adaptive consumer, and 3. relevant dependent variables. Avenues for substantive focus include: 1. important decisions, 2. not just price and advertising, and 3. the impact of major events. Issues that arise with respect to the methods used to study consumer behavior include: 1.

This article analyzes how Knowledge Management (KM) is likely to affect competition in the management consulting industry. KM represents a fundamental and qualitative change in this industry's basic production technology. Because management consultants acquire information directly from their customers, for these firms, KM technology exhibits increasing returns to scale. As such, although KM clearly represents an opportunity for some consultants to build a sustainable competitive advantage, it is likely to lead to a shake-out.

For most firms, successful new product introductions are rare, and failed products represent substantial monetary loss, particularly at the market launch stage. Unfortunately, the ability to reliably predict successes/failures early in the new product development process remains an elusive goal.