A theory of multiformat communication: mechanisms, dynamics, and strategies

Extant communication theories predate the explosion of digital formats and technological advances such as virtual reality, which likely explains their predominant focus on traditional and format-level (e.g., face-to-face, email) rather than digital or characteristic-level (e.g., visual cues, synchronicity) design decisions. Firms thus lack insights into how to create and use emerging digital formats, individually or synergistically. To establish a holistic framework of bilateral multiformat communication for relationship marketing, this article reviews communication theory to establish a foundation for understanding multiformat communication and to identify any gaps (e.g., AI agents, simulated cues). The authors then review bilateral communication research in light of the identified theoretical gaps, to inform their framework. Finally, by decomposing these formats according to six fundamental characteristics, they predict how each characteristic might promote effective, efficient, and experiential communication goals, in light of distinct message, temporal, and dyadic factors. Ultimately, these combined insights reveal an overarching framework, with characteristic-level propositions grouped into five key themes, that can serve as a platform for academics and managers to develop multiformat communication theory and relationship strategies

Three Perspectives for Making Loyalty Programs More Effective

Loyalty programs are an ubiquitous instrument of customer relationship management. However, many loyalty programs perform poorly, which ultimately results in their abolition. Among both marketing managers and researchers, reasons for loyalty program failure are far from clear. The aim of this research is to enhance our understanding of loyalty program effectiveness. We propose a broadened framework for analyzing loyalty program performance which relies on three perspectives: a customer portfolio perspective, a reward elements perspective, and a reward delivery perspective. Further on, we identify three psychological mechanisms, i.e. customer gratitude, customer status, and customer unfairness as the positive and negative forces mediating loyalty programs\u27 impact on performance outcomes. We validate our framework in two experimental studies and one field study

The effect of review writing on learning engagement in channel partner relationship management

To develop the knowledge and skill sets of channel partner firms, firms increasingly introduce learning programs as part of their relationship management strategies. Yet, the engagement of channel partners in these programs tends to be low though. The current research, conducted in collaboration with a Fortune 100 information technology company, examines ways to strengthen learning engagement. In accordance with self-regulated learning theory, the authors propose and demonstrate that when channel partners write reviews of a learning module that they attended, beyond providing ratings,they are better able to reflect on the relevance of their learning experience and they are further engaged in learning activities. The audience and focus of these written reviews determine the engagement of the channel partner sales personnel. Therefore, review writing is a valuable, informal mechanism to motivate them. These effects are moderated by characteristics of both the channel partner (learning orientation of the salesperson, identification with the manufacturer) and the relationship with the manufacturer (length and exclusivity)

50 years of social marketing: seeding solutions for the future

Purpose This paper looks back to look forward, through a synthesising social marketing literature over the last fifty years, and delivers a set of guiding tenets to propel social marketing’s agenda forward. Design/methodology/approach Across three strands, this paper amalgamates theoretical and practitioner evidence from social marketing. This synthesis commences with a review, summary and critical discussion of five decades of social marketing research. Across strand 2 and 3, we review 412 social marketing interventions reported across 10 evidence reviews, and 238 case studies. Findings This paper demonstrates social marketing’s use of fundamental marketing principles and capability to achieve behaviour change outcomes. Social marketers have built frameworks and processes that non-profit organisations, government agencies and policy makers seeking to enact change can utilise. This paper delivers 5 tenets that summarise the findings of the three strands and delivers research priorities for the next 50 years of social marketing research to drive the field forward. Research limitations/implications Drawing on five decades of learning, this paper proposes research priorities that can be applied to refine, recalibrate and future-proof social marketing’s success in making the world a better place. Practical implications This article demonstrates the value of social marketing science and helps bridge gaps between theory and practice and further strengthen social marketing’s value proposition. This paper provides confidence that money invested in social marketing programs is well spent. Originality/value This paper delivers a forward-looking perspective and provides social marketing academics and practitioners with confidence that it can assist in overcoming society’s most pressing issues. The paper encompasses key social marketing literature since it was founded 50 years ago. Five tenets will guide social marketing forward: (1) evidencing marketing principles (2) operationalisation of processes, principles and activities (3) implementing systems thinking (4) creating and testing marketing theory, and (5) guiding a new social marketing era

Marketing channel strategy, 8th ed./ Palmatier

p.496.: ill.; 23 c

Effects of customer and innovation asset configuration strategies on firm performance

Both customer and innovation assets are important to firm performance. Prior research has mostly examined these assets at the firm level and has not distinguished between the effects of asset depth relative to competitors and asset breadth across different segments. Using configuration theory and the resource-based view of the firm, the authors propose that how these assets interact to influence performance depends on both depth and breadth because these features reflect whether the assets are likely to create and/or appropriate value when deployed. Empirical results from two studies - one using secondary data and another using primary data from a survey of senior managers - indicate that performance is highest when firms employ configurations using deep customer and broad innovation assets or deep innovation and broad customer assets. In contrast, firm performance variability decreases in the presence of deep-deep and broad-broad asset configurations. The effect of configuration strategies on firm performance also is typically greater in dynamic than in stable environments. © 2011, American Marketing Association.Link_to_subscribed_fulltex

Marketing channel strategy, 8th ed./ Palmatier

p.496.: ill.; 23 c

Relational selling: Past, present and future

Relational selling is at a crossroads: Some trends undermine salespeople's ability to build strong relationships (e-commerce, buying norms), but others emphasize the importance of such links (services, solutions). To anticipate the future of relational selling, this comprehensive review of research and practice seeks to clarify the impact of the changing conditions. Specifically, this study assesses relational selling from three perspectives. Perspective 1 is a temporal lens that reflects the evolution of relational selling, to delineate how it has changed over time. Perspective 2, a theoretical lens, then encompasses the key theories that provide a theoretical underpinning of relational selling and that can be refocused on emerging conditions to understand its future effectiveness. Finally, with an empirical lens in Perspective 3, this study identifies which relationship strategies are most effective and in what conditions. By combining these perspectives, this article derives six key tenets to guide managerial practice and research in relational selling.Griffith Business School, Department of MarketingNo Full Tex

Influence of customer participation on creating and sharing of new product value

This research applies an institutional arrangement perspective to develop an end-to-end model for the interaction between customers and upstream suppliers to develop a new product to understand how new product value is created and shared. The model is empirically tested by collecting primary data from 188 manufacturers across different industries. The research demonstrates that customer participation affects new product value creation by improving the effectiveness of the new product development process by enhancing information sharing and customer-supplier coordination and by increasing the level of customer and supplier specific investments in the product development effort. In addition, increasing the formalization of the customer participation process enhances both customer and supplier relationship-specific investments in the new product development process. The impact of customer participation on the customer's share of the new product value pie is more complex then is first apparent. Based on the dependence and equity perspectives the results suggest that exchange partners' power (relative dependence) positively influences a partner's ability to capture new product value, but this power is offset by a desire of exchange partners to ensure the distribution of value is "fair" and reflects each party's contribution to the value creation. © 2007 Academy of Marketing Science.Link_to_subscribed_fulltex

Goal-Setting Paradoxes? Trade-Offs Between Working Hard and Working Smart: The United States Versus China

This article proposes a model of the impact of goal difficulty and goal specificity on selling behaviors (selling effort, adaptive selling, and sales planning) and hence sales and behavior performance. The model suggests that goal-setting factors may have opposing effects on different sales behaviors. The empirical findings suggest that goal difficulty positively influences selling effort while negatively influencing adaptive selling behaviors. The results show that goal difficulty and goal specificity both have opposite effects on the two dimensions of working smart: adaptive selling and sales planning. The findings support the need for sales managers to account for the cultural context of the salesperson when determining optimal goal-setting strategies. With data collected from salespeople in the United States and China, the cross-cultural differences regarding the effects of goal-setting factors are also proposed and empirically supported.Link_to_subscribed_fulltex