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This paper investigates how anchor product formation is affected by other store choice factors (quality, selection, price) and how anchor product formation influences purchase amounts in grocery shopping situations. [ABSTRACT FROM AUTHOR]

An abstract of the article "Comma N' Cents in Pricing: The Effects of Auditory Representation Encoding on Price Recall and Magnitude Perceptions," by Keith S. Coulter and is Pilsik Choi presented.

An abstract of the article "Under What Conditions Can Coopetition Develop?: An Investigation Into Coopetition Formation," by Rosanna Garcia and Colette Friedrich is presented.

Interfirm interactions have been extensively studied in economics, marketing, strategic management, and organization theory. Over the last two decades, research on interfirm interactions has evolved into two research streams: one based on firms' competitive behavior and the other on firms' cooperative behavior. Before the mid 1980's, interfirm interactions were analyzed with great emphasis on firms' competitive behavior. This stream of research was influenced by economic theory, which generally embraces intense competition. In the mid and late 1980's, while other researchers dwell on the tradition of firms' competitive behavior, a number of researchers turned their attention to the cooperative aspects of interfirm interactions. Since then, they have identified various types of interfirm cooperation, e.g., symbiotic marketing, co-marketing, strategic alliances, etc. All of these concepts emphasize cooperation between firms. In the early 1990's, sharing the similar background to that of the concepts emphasizing cooperation, a new concept, "co-opetition," was created. Unlike the other concepts, co-opetition (blend of cooperation and competition) focuses on both cooperation and competition at the same time. The book, Co-opetition, by Brandenburger and Nalebuff (1996) ignited the popularity of the concept. The book has generated tremendous interest among practitioners and researchers. In light of the amount of interests in co-opetition, however, it is surprising that academic publication on co-opetition is very limited thus far. Addressing this issue in the literature, this paper attempts to investigate the nature of co-opetition. The purpose of this paper is to review the literature related to co-opetition and examine its antecedents and consequences. Specifically, this study attempts to address the following questions: (1) What is co-opetition? (2) How can it be classified? (3) Which firm characteristics cause co-opetition? (antecedents), and (4) What benefits does co-opetition generate for firms that adopt the concept? (consequences). Co-opetition is defined as the situation where a group of competitors cooperate in activities associated with creating mutual benefits while at the same time they compete with each other in activities associated with dividing up the benefits. Co-opetition is different from symbiotic marketing, co-marketing, and strategic alliances mainly because it focuses on both cooperation and competition with competitors simultaneously while the other three focus only on cooperation with suppliers, customers, competitors, and/or noncompeting firms. Competitors in this paper are defined as direct competitors who are competing in the same market(s). Co-opetition is categorized into channel co-opetition, marketing co-opetition, and R&D co-opetition. Channel co-opetition denotes a situation where one competitor becomes the other competitor's buyer or supplier or a situation where one competitor uses the other's distribution channels or production facilities while they compete with each other in a final goods market. Marketing coopetition is a situation where direct competitors cooperate for joint marketing efforts (e.g., brand alliances, joint promotion, bundling, etc.) while they compete with each other in the same market. R&D co-opetition occurs when direct competitors join forces in research and development or other similar activities (e.g., joint new technology development, joint industry standard development, etc.) while they compete in other activities. Drawing upon the literature on co-opetition, strategic alliances, co-marketing, and symbiotic marketing, I identify complementarity, compatibility, managerial ability, and competition level as antecedents of co-opetition.… [ABSTRACT FROM AUTHOR]