Featured Marketing Articles
Martha E. Mangelsdorf
Hot markets are attractive — but investors and entrepreneurs may get better results elsewhere.
Manuel Cebrian et al.
Why hasn’t the proliferation of social media resulted in long-lasting social and business change?
Tausif Bashir and Shardul Phadnis
New research demonstrates how the most efficient network designs also account for changing market conditions.
How Product Features Help (or Hurt) Customer Retention
November 30, 2016 | Rebecca W. Hamilton, Roland T. Rust, and Chekitan S. Dev
Companies have an incentive to design goods and services with customer retention in mind. Unfortunately, they often add expensive features to their offerings without knowing whether or how much they will increase retention — and adding too many features can actually decrease customer satisfaction with products after customers have used them.
Marketing on Social Media
Jay I. Sinha et al.
Subscription e-commerce uses AI to offer personalized, low cost, convenient products. It’s working.
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.
February 23, 2016 | Lior Zalmanson and Gal Oestreicher-Singer
Content websites can more readily convert site visitors into paying customers by prompting visitors to gradually increase their social engagement with the site — using a concept the authors call the “ladder of participation.” This means thinking strategically about using site engagement to improve conversion. It also means taking an active role in encouraging users to climb the ladder of participation and move quickly up its rungs.
The Challenges of Global Markets
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.
Developing an Informed Marketing Strategy
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.