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Direct-to-consumer firms increasingly believe that influencer marketing is an effective option for seeding. However, the current managerially relevant question for direct-to-consumer firms of whether to target low- or high-followership influencers to generate immediate revenue is still unresolved. In this article, the authors' goal is to answer this question by considering for the first time the whole influencer-marketing funnel, that is, from followers on user-generated content networks (e.g., on Instagram), to reached followers, to engagement, to actual revenue, while accounting for the cost of paid endorsements. The authors find that low-followership targeting outperforms high-followership targeting by order of magnitude across three performance (return on investment) metrics. A mediation analysis reveals that engagement can explain the negative relationship between the influencer followership levels and return on investment. This is in line with the rationale based on social capital theory that with higher followership levels of an influencer, the engagement between an influencer and their followers decreases. These two findings are derived from secondary sales data of 1,881,533 purchases and results of three full-fledged field studies with hundreds of paid influencer endorsements, establishing the robustness of the findings. [ABSTRACT FROM AUTHOR]

A new trend in influencer marketing is livestream commerce, which combines influencers' live video streaming with e-commerce. Little is known, though, about how firms should develop their influencer strategies to maximize product sales. Given a budget constraint, marketers may choose to employ a single, "big" influencer with a large number of followers or several small influencers. They may also employ a combination of both big and small influencers when their budget is adequate. Analyzing data from 1.3 million livestreams on TikTok, the authors find a negative interaction effect between big and small influencers when employed together due to decreased trust in big influencers and substitution effects. Further analysis reveals that livestream sales generated by a big influencer are adversely affected by small influencers who promoted the same product previously, but not the other way around. In addition, big influencers can reach a much larger audience, whereas small influencers are more effective at increasing the audience's conversion rates. Big and small influencers are also different in terms of how product and campaign characteristics moderate their sales effectiveness. Finally, the scenario analysis explores how the profitability of influencer strategies hinges on the influencer mix and their costs. This research is one of the first to investigate the sales effectiveness of influencer marketing and to provide general guidelines for developing influencer mix strategies. [ABSTRACT FROM AUTHOR]

Despite considerable investment, health outcomes for First Nations people are well below those of the rest of the population in several countries, including Canada, the United States, and Australia. In this article, the authors draw on actor-network theory and the case of Birthing on Country, a successful policy initiative led by First Nations Australians, to explore the decolonization of health services. Using publicly available archival data and the theoretical guidance of actor-network theory, the analysis offers insight into how marketing techniques and technologies can be deployed to achieve improved health outcomes and implement decolonized approaches. The insights provided have theoretical implications for marketing scholarship, social implications for understanding and implementing an agenda of decolonization, and practical implications for health care marketing. [ABSTRACT FROM AUTHOR]

Given the high failure rates of brand extensions, insights into the drivers of brand extension success are critical for marketing practitioners and scholars. Prior research has inferred that parent brand equity and extension fit are the two key success drivers; however, empirical findings are mixed. Drawing on signaling theory, categorization theory, and a large database of 2,134 effect sizes from research spanning 1990–2020, the authors address these mixed findings through a meta-analysis to develop empirical generalizations. The results show that parent brand equity and extension fit positively influence extension success. However, the multifaceted dimensions of these two drivers have differential effects. For example, among the fit dimensions, usage fit has the weakest effect. While the results suggest an overall positive interaction effect between the two drivers, a fine-grained perspective that considers the drivers' various dimensions reveals differences. For example, brand familiarity appears to have a lower interaction effect with extension fit than the other dimensions of parent brand equity. Furthermore, the authors provide a comprehensive analysis of five groups of moderators: contextual factors (parent brand, extension, communication, and consumer factors) and research method factors. The authors offer managerial and future research implications for the design of brand extension strategies. [ABSTRACT FROM AUTHOR]

An increasingly common strategy when naming new brands is to use an unconventional spelling of an otherwise familiar word (e.g., "Lyft" rather than "Lift"). However, little is known about how this brand naming strategy impacts consumers' beliefs about the brand and, ultimately, their willingness to support it. Eight experimental studies demonstrate that, in general, consumers are less likely to support unfamiliar brands whose names are spelled unconventionally compared with brands that use the conventional spelling of the same word. This occurs because consumers perceive the choice of an unconventionally spelled name as an overt persuasion attempt by the marketer and thus view the brand as less sincere. Using mediation and moderation, the authors demonstrate that these effects are driven by persuasion knowledge and show robustness by employing different types of unconventional spellings. The studies suggest that although marketers may choose unconventional spellings for new brands with the goal of positively influencing consumers' perceptions, doing so may backfire. However, unconventionally spelled names do not produce a backfire effect when the motive for selecting the name is seen as sincere. Further, unconventionally spelled brand names may even be desirable when consumers are seeking a memorable experience. [ABSTRACT FROM AUTHOR]

This systematic literature review enhances paradigmatic/metaphysic analyses by examining how value-based commitments, intellectual personae, and stances impact the diversity, relevance, and consideration of ethics in gender research published by the top-tier marketing journals in the past 30 years. Theoretical contributions (1) explain how commitments to research values and practices constitute personae and particular stances toward research, (2) attribute value commitments to quantitative/positivist as well as qualitative/neohumanist research, and (3) implicate stances that favor particular theories and procedures and in turn enable the hierarchical development of gender research and its marginalization in the field. Recommendations elaborate the analytic, reflexive, and administrative training and research activities that will foster and reward more relevant, accurate, and ethical research on gender in the marketing academy and in industry. This work is of interest to persons dealing with gender identities, communities, and social issues, those working for greater gender representation and participation in firms and civic organizations, and those concerned with leveraging better marketing research for a better world. [ABSTRACT FROM AUTHOR]

This study provides a comprehensive assessment of the impact of advertising creative strategy (ACS) on advertising elasticity, founded on an integrative framework that distinguishes between the function (content) and form (execution) of an advertising creative. The authors evaluate function using a three-dimensional representation of content (experience, affect, cognition), whereas the representation of form accounts for both executional elements and the use of creative templates. The distinction between function and form allows for the investigation of potential synergies between content and execution, previously unaccounted for in the literature. The ACS framework also facilitates the calculation of composite metrics that capture holistic aspects of the creative strategy, such as focus (i.e., the extent of the emphasis on a specific content dimension) and variation (i.e., changes in content and execution over time). The empirical application focuses on a dynamic linear model analysis of 2,251 television advertising creatives from 91 brands in 16 consumer packaged goods categories. The findings show that for function, experiential content has the greatest effect on elasticity, followed by cognitive and affective content. Function and form produce synergies that advertisers can leverage to increase returns. Finally, focus, variation, and the use of templates increase advertising elasticity. [ABSTRACT FROM AUTHOR]

Influencer marketing initiatives require firms to select and incentivize online influencers to engage their followers on social media in an attempt to promote the firms' offerings. However, limited research considers the costs of influencer marketing when evaluating these campaigns' effectiveness, particularly from an engagement elasticity perspective. Moreover, it is unclear whether and how marketers could enhance influencer marketing effectiveness by strategically selecting influencers, targeting their followers, or managing content. This study draws on a communication model to examine how factors related to the sender of a message (influencer), the receiver of the message (influencer's followers), and the message itself (influencer's posts) determine influencer marketing effectiveness. The findings show that influencer originality, follower size, and sponsor salience enhance effectiveness, and posts that announce new product launches diminish it. Several tensions arise when firms select influencers and manage content: Influencer activity, follower–brand fit, and post positivity all exert inverted U-shaped moderating effects on influencer marketing effectiveness, suggesting that firms that adopt a balanced approach along these dimensions can achieve greater effectiveness. These novel insights offer important implications for marketers designing influencer marketing campaigns. [ABSTRACT FROM AUTHOR]

Sales, product design, and engineering teams benefit immensely from better understanding customer perspectives. How do customers combine a product's technical specifications (i.e., engineered attributes) to form abstract product benefits (i.e., meta-attributes)? To address this question, the authors use machine learning and natural language processing to develop a methodological framework that extracts a hierarchy of product attributes based on contextual information of how attributes are expressed in consumer reviews. The attribute hierarchy reveals linkages between engineered attributes and meta-attributes within a product category, enabling flexible sentiment analysis that can identify how consumers receive meta-attributes, and which engineered attributes are main drivers. The framework can guide managers to monitor only portions of review content that are relevant to specific attributes of interest. Moreover, managers can compare products within and between brands, where different names and attribute combinations are often associated with similar benefits. The authors apply the framework to the tablet computer category to generate dashboards and perceptual maps and provide validations of the attribute hierarchy using both primary and secondary data. Resultant insights allow the exploration of substantive questions, such as how Apple improved successive generations of iPads and why Hewlett-Packard and Toshiba discontinued their tablet product lines. [ABSTRACT FROM AUTHOR]

Avatars are becoming increasingly popular in contemporary marketing strategies, but their effectiveness for achieving performance outcomes (e.g., purchase likelihood) varies widely in practice. Related academic literature is fragmented, lacking both definitional consistency and conceptual clarity. This article makes three main contributions to avatar theory and managerial practice. First, to address ambiguity with respect to its definition, this study identifies and critically evaluates key conceptual elements of the term avatar, offers a definition derived from this analysis, and provides a typology of avatars' design elements. Second, the proposed 2 × 2 avatar taxonomy suggests that the alignment of an avatar's form realism and behavioral realism, across different contingencies, provides a parsimonious explanation for avatar effectiveness. Third, the authors develop an emerging theory of avatar marketing by triangulating insights from fundamental elements of avatars, a synthesis of extant research, and business practices. This framework integrates key theoretical insights, research propositions, and important managerial implications for this expanding area of marketing strategy. Lastly, the authors outline a research program to test the propositions and insights as well as advance future research. [ABSTRACT FROM AUTHOR]

The authors argue that appreciation of the biological underpinnings of human behavior can alter the beliefs and actions of multiple marketing stakeholders in ways that have immense welfare implications. However, a biological perspective often deviates from the lay perspective. The realization of improved welfare depends in part on narrowing this gap. The authors review biological evidence on self-control and report ten empirical studies that examine lay response to biological characterizations of self-control. The authors contrast lay response with scientific understanding and then offer implications of biology—as well as the gap between the scientific and lay perspectives—for policy makers, firms, consumers, marketing educators, and scholars. The authors also identify opportunities for future research. They conclude that marketing scholars can and should play an active role in narrowing the gap between the scientific and lay perspectives in the service of both theory development and human welfare. [ABSTRACT FROM AUTHOR]

Promoting growth by differentiating products is a core tenet of marketing. However, establishing and quantifying marketing's causal impact on firm growth, while critical, can be difficult. This article examines the effects of a business support intervention in which international professionals from different functional backgrounds (e.g., marketing, consulting) volunteered time to help Ugandan entrepreneurs improve growth. Findings from a multiyear field experiment show that entrepreneurs who were randomly matched with volunteer marketers significantly increased firm growth: on average, monthly sales grew by 51.7%, monthly profits improved by 35.8%, total assets increased by 31.0%, and number of paid employees rose by 23.8%. A linguistic analysis of interactions between volunteers and entrepreneurs indicates that the marketers spent more time on product-related topics than other volunteers. Further mechanism analyses indicate that the marketers helped the entrepreneurs focus on premium products to differentiate in the marketplace. In line with the study's process evidence, firms with greater market knowledge or resource availability benefited significantly more than their peers when matched with volunteer marketers. As small-scale businesses form the commercial backbone of most emerging markets, their performance and development are critically important. Marketers' positive impact on these businesses highlights the need for the field's increased presence in emerging markets. [ABSTRACT FROM AUTHOR]

The authors propose that purchasing luxury can be a unique means to engage in sustainable consumption because high-end products are particularly durable. Six studies examine the sustainability of high-end products, investigate consumers' decision making when considering high-end versus ordinary goods, and identify effective marketing strategies to emphasize product durability, an important and valued dimension of sustainable consumption. Real-world data on new and secondhand accessories demonstrate that high-end goods can be more sustainable than mid-range products because they have a longer life cycle. Furthermore, consumers engage in more sustainable behaviors with high-end goods, owning them for longer and disposing of them in more environmentally friendly manners. Nevertheless, many consumers prefer to concentrate their budget on multiple ordinary goods in lieu of fewer high-end products partly because of product durability neglect, a failure to consider how long a product will last. Although consumers generally believe that high-end products last longer, they fail to take such a notion into account when making purchases. Finally, this research offers actionable strategies for marketers to help consumers overcome product durability neglect and nudge them toward concentrating their budget on fewer high-end, durable products. [ABSTRACT FROM AUTHOR]

An editorial is presented which discusses how to infuse ecological value (EV) into academic marketing research.

The article makes the case for stronger interactions between marketers and those who do the "thinking" (those work in marketing research and education.) The historical distance between these two fields is compared with what Aristotle referred to as distinguished thinking (theoria) and doing (praxis). The topic is compared to weaving, where individual fibers have value separately, and when combined can produce useful materials or beautiful tapestries.

Changes in the way customers shop, accompanied by an explosion of customer touchpoints and fast-changing competitive and technological dynamics, have led to an increased emphasis on agile marketing. The objective of this article is to conceptualize and investigate the emerging concept of marketing agility. The authors synthesize the literature from marketing and allied disciplines and insights from in-depth interviews with 22 senior managers. Marketing agility is defined as the extent to which an entity rapidly iterates between making sense of the market and executing marketing decisions to adapt to the market. It is conceptualized as occurring across different organizational levels and shown to be distinct from related concepts in marketing and allied fields. The authors highlight the firm challenges in executing marketing agility, including ensuring brand consistency, scaling agility across the marketing ecosystem, managing data privacy concerns, pursuing marketing agility as a fad, and hiring marketing leaders. The authors identify the antecedents of marketing agility at the organizational, team, marketing leadership, and employee levels and provide a roadmap for future research. The authors caution that marketing agility may not be well-suited for all firms and all marketing activities. [ABSTRACT FROM AUTHOR]

Marketing is the functional area primarily responsible for driving the organic growth of a firm. In the age of digital marketing and big data, marketers are inundated with increasingly rich data from an ever-expanding array of sources. Such data may help marketers generate insights about customers and competitors. One fundamental question remains: How can marketers wrestle massive flows of existing and nascent data resources into coherent, effective growth strategies? Against such a backdrop, the Marketing Science Institute has made "capturing information to fuel growth" a top research priority. The authors begin by discussing the streetlight effect—an overreliance on readily available data due to ease of measurement and application—as contributing to the disconnect between marketing data growth and firm growth. They then use the customer equity framework to structure the discussion of six areas where they see substantial undertapped opportunities: incorporating social network and biometric data in customer acquisition, trend and competitive interaction data in customer development, and unstructured and causal data in customer retention. The authors highlight challenges that obstruct firms from realizing such data-driven growth opportunities and how future research may help overcome those challenges. [ABSTRACT FROM AUTHOR]

Omnichannel marketing is often viewed as the panacea for one-to-one marketing, but this strategic path is mired with obstacles. This article investigates three challenges in realizing the full potential of omnichannel marketing: (1) data access and integration, (2) marketing attribution, and (3) consumer privacy protection. While these challenges predate omnichannel marketing, they are exacerbated in a digital omnichannel environment. This article argues that advances in machine learning and blockchain offer some promising solutions. In turn, these technologies present new challenges and opportunities for firms, which warrant further academic research. The authors identify both recent developments in practice and promising avenues for future research. [ABSTRACT FROM AUTHOR]

Artificial intelligence (AI) helps companies offer important benefits to consumers, such as health monitoring with wearable devices, advice with recommender systems, peace of mind with smart household products, and convenience with voice-activated virtual assistants. However, although AI can be seen as a neutral tool to be evaluated on efficiency and accuracy, this approach does not consider the social and individual challenges that can occur when AI is deployed. This research aims to bridge these two perspectives: on one side, the authors acknowledge the value that embedding AI technology into products and services can provide to consumers. On the other side, the authors build on and integrate sociological and psychological scholarship to examine some of the costs consumers experience in their interactions with AI. In doing so, the authors identify four types of consumer experiences with AI: (1) data capture, (2) classification, (3) delegation, and (4) social. This approach allows the authors to discuss policy and managerial avenues to address the ways in which consumers may fail to experience value in organizations' investments into AI and to lay out an agenda for future research. [ABSTRACT FROM AUTHOR]

Although reacquiring customers can lead to beneficial outcomes, reacquisition processes are often unpleasant for employees, who may be required to admit and address failures. Because many organizational environments reward success and punish failure, companies need to understand how to create an organizational environment that stimulates customer reacquisitions. This study investigates the impact of failure-tolerant cultures and formal reacquisition policies on successful customer reacquisition management. Drawing on organizational design theory and psychological ownership theory, the authors find that failure-tolerant cultures have an inverted U-shaped effect on reacquisition performance because moderate failure tolerance increases reacquisition attempts while not inducing more failures or increasing their severity. Formal reacquisition policies, in contrast, have a positive linear relationship. Notably, formal reacquisition policies do not conflict with failure-tolerant cultures but enhance the beneficial effects of failure tolerance on reacquisition performance; formal reacquisition policies provide guidance for reacquisition attempts that failure-tolerant cultures inspire. Finally, results show that customer reacquisition performance is positively related to overall firm financial performance, a finding that emphasizes the managerial and organizational-level importance of reacquisition management. [ABSTRACT FROM AUTHOR]

Marketing excellence is a foundational principle for the discipline that is gaining increasing attention among managers and investors. Despite this, the nature of marketing excellence and its effectiveness remain unclear. This research offers insight by addressing two questions: (1) How do managers understand and exercise marketing excellence? and (2) How do investors evaluate marketing excellence? Study 1 merges insights from 39 in-depth interviews with senior executives and secondary data from 150 firm strategies to find that marketing excellence is a strategy type focused on achieving organic growth by executing priorities related to the marketing ecosystem, end user, and marketing agility. Study 2 quantifies the impact of marketing excellence on firm value by using a machine learning algorithm and text analysis through an original dictionary to classify the text from 8,317 letters to shareholders in 1,727 U.S. firm annual reports. Calendar-time portfolio models reveal abnormal one-year returns of up to 8.58% for marketing excellence—returns that outpace those associated with market orientation and marketing capabilities. Findings offer guidance to managers, educators, and investors regarding how marketing excellence manifests—paving the way for the allocation of firm resources to ensure that marketing drives organic growth. [ABSTRACT FROM AUTHOR]

The authors study differences in the effects of prices, nonprice promotions, and brand line length on brand shares at different retail formats. Their conceptual framework rests on the presence of trip-level fixed and category-level variable utility components and shows how the trade-off between these components results in (1) different formats visited on different types of shopping trips and (2) differential marginal sensitivities of brand shares to changes in marketing-mix variables across trip types. Together, these provide predictions on how marketing-mix variables differentially affect brand shares at various retail formats. The authors use Nielsen Homescan and store-level data from 2011–2014 and analyze the top ten spending product categories across four retail formats—convenience stores, drugstores, supermarkets, and mass merchandisers—in over 200 Nielsen markets. Implications for brand manufacturers managing the marketing mix across different formats are offered. JEL codes: M310, L11, D4 [ABSTRACT FROM AUTHOR]

An introduction is presented in which the editor discusses articles in the issue on topics concerning boundaries of marketing in the sharing economy including the phenomena, theories, methods, and findings the field considers important and interesting.

The last decade has seen the emergence of the sharing economy as well as the rise of a diverse array of research on this topic both inside and outside the marketing discipline. However, the sharing economy's implications for marketing thought and practice remain unclear. This article defines the sharing economy as a technologically enabled socioeconomic system with five key characteristics (i.e., temporary access, transfer of economic value, platform mediation, expanded consumer role, and crowdsourced supply). It also examines the sharing economy's impact on marketing's traditional beliefs and practices in terms of how it challenges three key foundations of marketing: institutions (e.g., consumers, firms and channels, regulators), processes (e.g., innovation, branding, customer experience, value appropriation), and value creation (e.g., value for consumers, value for firms, value for society) and offers future research directions designed to push the boundaries of marketing thought. The article concludes with a set of forward-looking guideposts that highlight the implications of the sharing economy's paradoxes, maturation, and technological development for marketing research. Collectively, this article aims to help marketing scholars not only keep pace with the sharing economy but also shape its future direction. [ABSTRACT FROM AUTHOR]

Despite the growing popularity of cocreation approaches to innovation, the bottom-line results of these efforts continue to frustrate many firms. Marketing communications are one important tool in stimulating consumer adoption, yet marketers to date have not taken advantage of a unique phenomenon associated with many cocreated innovations: the presence of a genesis story in the words of the creator, which can be combined in different ways with traditional marketing messaging. Using mixed methods, the authors demonstrate a crossover effect in which a "mismatch" of the fundamental motivations behind authentic creation narratives and traditional persuasive messages enhances adoption of the cocreated innovation. This effect is mediated by potential adopters' self-referencing of their own stories about similar experiences or consumption episodes. Furthermore, the effect of a motivation mismatch strategy is attenuated for expert consumers. Finally, this motivation mismatch strategy triggers "takeoff" of cocreated innovations. This research offers substantial implications for research on cocreated innovation, narrative persuasion, and firm-generated and user-generated communication. It provides managers specific guidance on enhancing the success of cocreation programs through an integrated communications strategy. [ABSTRACT FROM AUTHOR]

Power theories (e.g., social exchange theory, resource dependence theory) and efficiency theories (e.g., transaction cost analysis) offer very different perspectives on the design of contractual governance in marketing channels. Whereas power theory suggests that governance will reflect the preferences of powerful firms, efficiency theories argue that governance will maximize joint value. In this research, the authors provide an integrative framework that reconciles power and efficiency perspectives in the context of contractual marketing channel relationships. This framework discriminates between two methods of exercising power: ex ante (through a tightly specified, efficient contract that rewards the powerful firm through the price mechanism while providing strong safeguards for the weak firm) or ex post (through a loosely specified, inefficient contract that allows the powerful firm to exploit its power during renegotiations). The authors argue that power will cause channel governance to deviate from the efficient choice, but only to the extent that the powerful firm cannot price out (i.e., extract) the value it offers to the weaker firm ex ante. As exchange conditions become more uncertain, power will demonstrate stronger effects on governance. This theory is supported with data from studies on contractual research-and-development relationships and procurement contracts for customized industrial products. [ABSTRACT FROM AUTHOR]

Shareholder complaints put pressure on publicly listed firms, yet firms rarely directly address the actual issues raised in these complaints. The authors examine whether firms respond in an alternative way by altering advertising investments in an effort to ward off the financial damage associated with shareholder complaints. By analyzing a unique data set of shareholder complaints submitted to S&P 1500 firms between 2001 and 2016, supplemented with qualitative interviews of executives of publicly listed firms, the authors document that firms increase advertising investments following shareholder complaints and that such an advertising investment response mitigates a postcomplaint decline in firm value. Furthermore, results suggest that firms are more likely to increase advertising investments when shareholder complaints are submitted by institutional investors, pertain to nonfinancial concerns, and relate to topics that receive high media attention. The findings provide new insights on how firms address stock market adversities with advertising investments and inform managers about the effectiveness of such a response. [ABSTRACT FROM AUTHOR]

Firms sometimes engage in myopic management (e.g., cutting marketing spending, providing lenient credit to customers to improve short-term results). Although marketing is at the center of such myopic management, there are few insights on whether a marketing department could prevent it. To address this gap, the authors examine the role of powerful marketing departments in preventing myopic marketing spending and revenue management. They hypothesize that there are internal and external enablers of marketing department power (i.e., a chief executive officer with marketing experience, the firm's power over its customers, analyst coverage, and institutional stock ownership) that help a powerful marketing department prevent myopic management. They test the hypotheses using a panel of 781 publicly listed U.S. firms between 2000 and 2015. As hypothesized, when the firm has (1) a chief executive officer with a marketing background and (2) power over its customers, increasing marketing department power decreases the likelihood of both myopic marketing spending and myopic revenue management; increasing marketing department power and analyst coverage decreases the likelihood of myopic marketing spending. The findings highlight powerful marketing leadership as a hitherto overlooked way to prevent myopic management and improve firm performance. [ABSTRACT FROM AUTHOR]

Seeded marketing campaigns (SMCs) have become part of the marketing mix for many fast-moving consumer goods (FMCG) companies. In addition to making large investments in advertising and sales promotions, these firms now encourage seed agents or microinfluencers to discuss brands with friends and acquaintances to create further value. It is thus critical to understand how an FMCG seeding program interacts with traditional marketing tools when estimating the effectiveness of such efforts. However, the issue is still underexplored. The authors present the first empirical analysis of this question using a rich data set collected on four brands from various European FMCG markets. They combine advertising and sales promotion data from FMCG brand managers with sales and retail variables from market research companies as well as firm-created word-of-mouth variables from SMC agencies. The authors analyze the data using several approaches, confronting challenges of endogeneity and multicollinearity. They consistently find that firm-created word of mouth through SMC programs interacts negatively with all tested forms of advertising but positively with promotional activities. This phenomenon has significant implications for understanding the utility of SMCs and how they should be managed. The analysis implies that SMCs may increase total sales by approximately 3%–18% throughout the campaigns. [ABSTRACT FROM AUTHOR]

In recent years, many news providers have begun monetizing online content through paywalls. While the premise behind paywalls is that the subscription revenue can be a new source of income, the externalities that might arise from this pricing change are unclear. The authors study two potential externalities of newspaper paywalls: (1) the effect of a paywall on the engagement of its online reader base and (2) the spillover effect on the print version of the newspaper. The engagement effect considers how the paywall altered the various engagement metrics among light and heavy readers of online news. The spillover effect is likely to arise if readers view print and online versions of a newspaper as substitutes, implying that increasing the price of the latter is likely to increase the demand for the former. Moreover, many newspaper paywalls offer bundles wherein print subscribers are provided free access to the online newspaper. Therefore, the value that a reader derives from the print subscription could be higher after the erection of the paywall. As a result, paywalls are likely to have a positive spillover effect on print subscription and, consequently, circulation. The authors document the sizes of the two externalities for the New York Times paywall and compare them with the direct subscription revenue generated. They comment on implications for newspapers and online content providers that are seeking mechanisms to monetize digital content. [ABSTRACT FROM AUTHOR]

A response is offered to the editorial within the issue titled "Transformative Marketing: The Next 20 Years," by V. Kumar. It discusses changes in the business environment, including businesses' marketing strategies, firm's ability to gain customer knowledge and information and businesses' performance.

An introduction is presented in which the author discusses various reports within the special issue on topics including the need to integrate theory and practice into marketing, consumer adoption of product innovations, and customer reassignment strategies in business-to-business markets.

Understanding customer experience and the customer journey over time is critical for firms. Customers now interact with firms through myriad touch points in multiple channels and media, and customer experiences are more social in nature. These changes require firms to integrate multiple business functions, and even external partners, in creating and delivering positive customer experiences. In this article, the authors aim to develop a stronger understanding of customer experience and the customer journey in this era of increasingly complex customer behavior. To achieve this goal, they examine existing definitions and conceptualizations of customer experience as a construct and provide a historical perspective of the roots of customer experience within marketing. Next, they attempt to bring together what is currently known about customer experience, customer journeys, and customer experience management. Finally, they identify critical areas for future research on this important topic. [ABSTRACT FROM AUTHOR]

Marketing organization is the interface of the firm with its markets and where the work of marketing gets done. This review of the past 25 years of scholarship on marketing organization examines the individual and integrative roles of four elements of marketing organization--capabilities, configuration (including structure, metrics, and incentives), culture, and the human capital of marketing leadership and talent. The authors indicate that these four elements are mobilized through seven marketing activities (7As) that occur during the marketing strategy process. These activities enable the firm to anticipate market changes, adapt the strategy to stay ahead of competition, align the organization to the strategy and market, activate effective implementation, ensure accountability for results, attract resources, and manage marketing assets. How well the firm manages these seven activities throughout the marketing strategy process determines the performance payoffs from marketing organization. Future research priorities outlined for the elements of marketing organization, their integration, and their impact on the 7As offer directions for the study of organizing for marketing excellence. [ABSTRACT FROM AUTHOR]

The authors provide a critical examination of marketing analytics methods by tracing their historical development, examining their applications to structured and unstructured data generated within or external to a firm, and reviewing their potential to support marketing decisions. The authors identify directions for new analytical research methods, addressing (1) analytics for optimizing marketing-mix spending in a data-rich environment, (2) analytics for personalization, and (3) analytics in the context of customers' privacy and data security. They review the implications for organizations that intend to implement big data analytics. Finally, turning to the future, the authors identify trends that will shape marketing analytics as a discipline as well as marketing analytics education. [ABSTRACT FROM AUTHOR]

The authors study the drivers and performance implications of retailers' branding strategies for their premium and economy private-label tiers. Retailers can opt for store-banner branding and use their store-banner name and/or logo to reveal their ownership, or they can use stand-alone branding and avoid an explicit link between store brand and retail banner. Hypotheses are tested on a large pan-European sample of premium and economy tiers that were introduced over almost 15 years. For the premium tier, retailers' propensity to use store-banner branding is higher when they have a hi--lo price format and a higher brand equity, and when they have used store-banner branding in the past (on their standard tier and in other markets). The attractiveness of using store-banner branding for the premium tier also varies across countries: it is more likely to be chosen when the retail environment is less concentrated, when uncertainty avoidance and rule of law are higher, and when power distance is lower. For most of these drivers, the effect is significantly weaker for the economy tier. Retailers whose premium-tier branding decision is congruent with the proposed contingency framework perform better. For the economy tier, congruence is not associated with higher performance. [ABSTRACT FROM AUTHOR]

Market orientation (MO) and marketing performance measurement (MPM) are two of the most widespread strategic marketing concepts among practitioners. However, some have questioned the benefits of extensive investments in MO and MPM. More importantly, little is known about which combinations of MO and MPM are optimal in ensuring high business performance. To address this research gap, the authors analyze a unique data set of 628 firms with a novel method of configurational analysis: fuzzy-set qualitative comparative analysis. In line with prior research, the authors find that MO is an important determinant of business performance. However, to reap its benefits, managers need to complement it with appropriate MPM, the level and focus of which vary across firms. For example, whereas large firms and market leaders generally benefit from comprehensive MPM, small firms may benefit from measuring marketing performance only selectively or by focusing on particular dimensions of marketing performance. The study also finds that many of the highest-performing firms do not follow any of the particular best practices identified. [ABSTRACT FROM AUTHOR]

Marketing relationships have evolved from simple dyadic transactions between the firm and its customers into scenarios in which the firm's frontline employees are required to manage a portfolio of stakeholder relationships. The authors begin by characterizing the "strategic" frontline employee (SFLE) as a focal marketing employee who, in the execution of his or her work, must influence a variety of stakeholder target groups, including (1) customers, (2) the internal business team, and (3) external business partners. The authors leverage data from SFLEs at two firms to explore the similarities and differences in SFLE influence tactic effectiveness across the three stakeholder groups. They find that the effectiveness of influence tactics in driving performance differs across stakeholder target types and, somewhat surprisingly, that the SFLE's influence of both the internal business team and external business partners has a greater effect on his or her performance than does influence directed at customers. The authors close with a discussion of the implications for theory and practice. [ABSTRACT FROM AUTHOR]

The article discusses the process of the reviewing articles sent to the journal for publication, including the rejection of authors' article submissions and the topics of consumer behavior (CB) and marketing management and strategy (MM&S) in the journal. An overview of the decision making process in accepting and rejecting articles for publication is provided.

Suppliers in business-to-business (B2B) markets often approach their customers' customers with marketing activities. However, marketing research lacks an integrative conceptualization of this phenomenon. The authors address this void by conceptualizing a B2B supplier's marketing approaches to indirect customers. Drawing on a literature review and a qualitative empirical study, the authors identify three indirect customer marketing approaches: direct customer downstream support, cooperative indirect customer marketing, and independent indirect customer marketing. They also propose external (value chain-related) and internal (B2B supplier-related) moderators that influence the relationship between a B2B supplier's marketing approaches to indirect customers and its financial performance. The authors argue that although power constellations and product value contribution in the value chain determine the specific indirect customer marketing approach that will lead to financial success, internal professionalization of a B2B supplier's organizational structure and processes further strengthens the positive financial impact of each approach. [ABSTRACT FROM AUTHOR]

Internet-based business-to-business platforms involve a buyer side transacting with a seller side, both of which are customers of an intermediary platform firm. Dyadic viewpoints implicit in conventional theories of customer orientation thus must be modified to apply to a triadic relationship system (seller--platform--buyer) in platform settings. The authors propose that customer orientation of platform firms consists of total customer orientation (customer orientation toward both the buyer and seller sides) and customer orientation asymmetry (customer orientation in favor of the seller relative to the buyer side) and examine the antecedents and consequences of these orientations. Data from 109 business-to-business electronic platforms reveal that buyer- (seller-) side concentration increases total customer orientation and customer orientation asymmetry toward sellers (buyers). These positive effects are weaker when buyers and sellers interact directly (two-sided matching) versus indirectly (one-sided matching) and are stronger when the offering prices vary (dynamic price discovery) versus remain stable (static price discovery) during negotiations. Finally, total customer orientation increases platform performance by itself and in interaction with customer concentration, but orientation asymmetry increases performance only in conjunction with customer concentration. [ABSTRACT FROM AUTHOR]

The authors introduce and examine a new marketing concept that a small set of leading firms has begun to adopt: marketing doctrine. Marketing doctrine refers to a firm’s unique principles, distilled from its experiences, which provide firm-wide guidance on market-facing choices. As such, marketing doctrine provides a firm-wide common approach to decision making. Importantly, marketing doctrine helps a firm address the classic consistency–flexibility conundrum by providing high-level guidance to all decision makers in the firm (thus ensuring consistency) but not specifying execution details (thus allowing for local flexibility). Across three samples, the authors explore the concept using a discovery-oriented, theories-in-use approach with 35 executives from several industries. This article makes four contributions. First, it offers a parsimonious definition of the marketing doctrine construct and contrasts it with related constructs. Second, it offers insight into how firms can develop marketing doctrine. Third, it develops a conceptual model that identifies the antecedents and consequences of marketing doctrine use. Finally, the authors explore the moderating effects of three unpredictable environments (competitive intensity, market turbulence, and structural flux) on the marketing doctrine use–performance relationship. [ABSTRACT FROM AUTHOR]

The success of products such as FarmVille has prompted many firms to engage in viral marketing on Facebook and other social media websites. Yet is the viral marketing approach adopted for games suitable for other, more utilitarian products? This study aims to answer questions that link product characteristics and contexts to viral marketing success: Should primarily utilitarian products rely on the same sharing mechanisms for their viral marketing campaigns as less utilitarian products? If not, why is this the case, and how should viral marketing for primarily utilitarian products differ? This empirical study analyzes the Facebook viral marketing campaigns of 751 products and reveals that the same sharing mechanism that made FarmVille so successful is the worst possible mechanism for promoting primarily utilitarian products. These findings are in line with theory from social psychology: because consumers do not visit Facebook to learn about utilitarian products, they rely on simple cues and heuristics to process viral marketing messages about these products. This study thus contributes to literature on viral marketing in general and sharing mechanisms in particular; it also offers practical, hands-on recommendations to marketing managers in charge of designing viral marketing campaigns for both more and less utilitarian products. [ABSTRACT FROM AUTHOR]