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Renée Richardson Gosline et al.
Sharing consumers’ positive stories about a brand can be a highly effective marketing strategy.
Manuel Cebrian et al.
Why hasn’t the proliferation of social media resulted in long-lasting social and business change?
Rebecca W. Hamilton et al.
Product features designed to attract new customers differ from features that retain customers.
December 6, 2016 | Jay I. Sinha, Thomas Foscht, and Thomas T. Fung
Box subscription companies are growing dramatically, using a high level of personalization and artificial intelligence algorithms to keep customers satisfied and eager for more. Their astute use of social media and influence marketing has also contributed to their startling success.
Although intuitively appealing, strategy maps and models such as the service profit chain have a common pitfall: They encourage managers to embrace general assumptions about the drivers of financial performance that may not stand up to close scrutiny in their own organizations. A more rigorous analytic approach called performance topology mapping may help managers avoid these assumptions, as well as the strategic mistakes they promote.
Many innovative new products don’t succeed. One common reason: Companies don’t focus on understanding how customers make purchase decisions. But paying attention to how customers search for information about what to buy, and how they make guesses about details they can’t easily find, helps predict whether customers will embrace certain product innovations. Companies need to focus on innovations that customers will easily recognize or find ways to alert them to innovations they may not detect on their own.
Internet-enabled mobile devices have fundamentally changed marketing — and personal privacy.
Marie-Cécile Cervellon and Pamela Lirio
For companies, the social media behavior of employees represents both an opportunity and a risk.
Danielle Dalton et al.
If your brand is on Instagram or other social media platforms, your current followers are likely also your future customers.
April 7, 2017 | Martha E. Mangelsdorf
“Hot” market segments that appear to have significant future growth potential are appealing for obvious reasons. But new research finds that technology entrepreneurs and the investors who back them often do better if they identify winning strategies in markets that aren’t hot.
Murali D.R. Chari et al.
Multinationals need to start viewing market intelligence as a strategic asset in emerging markets.
José F.P. Santos and Peter J. Williamson
Across a broad swath of industries, multinationals are losing ground in emerging markets to local players.
Shameen Prashantham and George S. Yip
Partnering with emerging-market startups is easier if four key factors can be addressed.
Srivardhini K. Jha et al.
A successful innovation developed by Cisco’s R&D unit in India offers practical insights.