- Research Highlight
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Brands associated with high quality make the most inroads among consumers around the world, according to a paper published in the Journal of International Business Studies in January 2003.
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Brand management has evolved from a dialogue between manufacturers and customers into a multilogue with a host of parties. To that end, the authors have developed a theoretical framework that helps companies to better manage brands, proposing the concept of a brand space, based on whether the brand has become independent from its associated product and whether the brand focuses more on the meaning of a product or its functionality.
Increasingly, information technology isn’t just for supporting the strategy, it is the strategy. Unfortunately, many CEOs send their managers negative signals about IT’s role. Only the “believer CEO,” who demonstrates through daily actions a belief in the strategic value of IT, can help others manage effectively in the Information Age. The authors offer examples of such CEOs and give some techniques for addressing blind spots to improve an organization’s competitiveness.
Delivering quality to customers in a competitive marketplace dictates the need to continually enhance a customer’s experience and satisfaction. However, evidence indicates that satisfying customers is not enough to retain them because even satisfied customers defect at a high rate in many industries.
Effective service recovery is vital to maintaining customer and employee satisfaction and loyalty, which contribute significantly to a company’s revenues and profitability. Yet most customers are dissatisfied with the way companies resolve their complaints, and most companies do not take advantage of the learning opportunities afforded by service failures. The authors provide a research-based approach for helping managers develop a comprehensive service recovery system.
The contention that loyal customers are always more profitable is a gross simplification, according to the authors. They posit that such schemes do not fundamentally alter market structure and, instead, increase market expenditures without really creating any extra brand loyalty. Dowling and Uncles suggest ways to design an effective program.
How can a company successfully attack an established market leader? How can it find new ways to compete that everyone else has missed? By breaking the rules of the game in its industry to find new sources of innovation, says this author. In a study of thirty successful attackers, he identified five ways that they think about and develop a new game plan.
Few companies around the world have not tried to reinvent themselves — some more than once —during the past decade. Yet, for every successful corporate transformation, there is at least one equally prominent failure.
Throughout the 1990s, interest in private label brands in the U.S. grocery industry has increased. Store brands currently account for slightly less than 15 percent of total dollar sales.
ALTHOUGH RETURNS POLICIES HAVE BEEN WIDELY USED FOR MANY YEARS, THEY CONTINUE TO BE A SOURCE OF CONTROVERSY. THE AUTHORS present a framework that explains when and how to adopt returns policies. They analyze the benefits and costs of accepting returns from distributors, and also compare returns policies to alternative ways of coordinating the distribution channel.
Marketing was easier when the economy was expanding and consumer disposable income was growing. For three decades after World War II, marketing strategies generally were built around the development of growth markets.
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