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

Evolution of consumption: a psychological ownership framework

Technological innovations are creating new products, services, and markets that satisfy enduring consumer needs. These technological innovations create value for consumers and firms in many ways, but they also disrupt psychological ownership––the feeling that a thing is “MINE.” The authors describe two key dimensions of this technology-driven evolution of consumption pertaining to psychological ownership: (1) replacing legal ownership of private goods with legal access rights to goods and services owned and used by others and (2) replacing “solid” material goods with “liquid” experiential goods. They propose that these consumption changes can have three effects on psychological ownership: they can threaten it, cause it to transfer to other targets, and create new opportunities to preserve it. These changes and their effects are organized in a framework and examined across three macro trends in marketing: (1) growth of the sharing economy, (2) digitization of goods and services, and (3) expansion of personal data. This psychological ownership framework generates future research opportunities and actionable marketing strategies for firms aiming to preserve the positive consequences of psychological ownership and navigate cases for which it is a liability.Accepted manuscrip

An empirical investigation of Network-Oriented Behaviors in Business-to-Business Markets

This study is concerned with the extent to which network-oriented behaviors directly and/or indirectly affect firm performance. It argues that a firm's interaction behaviors in relation to an embedded network structure are key mechanisms that facilitate the development of important organizational capabilities in dealing with business partners. Such network-oriented behaviors, which are aimed at affecting the position of a company in the network, are consequently important drivers of firm performance, rather than the network structure alone. We develop a conceptual model that captures network-oriented behaviors as a driving force of firm performance in relation to three other key organizational behaviors, i.e., customer-oriented, competitor-oriented and relationship-oriented behaviors. We test the hypothesized model using a dataset of 354 responses collected via an on-line questionnaire from UK managers, whose organizations operate in business-to-business markets in either the manufacturing or services sectors. This study provides four key findings. First, a firm's networkoriented behaviors positively affect the development of customer-oriented and competitor-oriented behaviors. Secondly, they also foster relationship coordination with its important business partners within the network. Thirdly, the effective management of the firm's portfolio of relationships is found to mediate the positive impact of network-oriented behaviors on firm profitability. Lastly, closeness to end-users amplifies the positive effect of network-oriented behaviors on relationship portfolio effectiveness

Decomposing the effect of supplier development on relationship benefits: The role of relational capital

Buyers invest considerably in developing their suppliers, yet the performance effects of such investments are not universal. Drawing on social capital theory, this research investigates whether the relationship between supplier development and relationship benefits may be facilitated by the generation of relational capital. The authors examine mediating and moderating roles of relational capital in the relationship between two aspects of supplier development (capability development, supplier governance) and two dimensions of relationship benefits (supplier benefits, buyer benefits), using survey data collected from 185 suppliers of a large manufacturing firm. Investment in supplier development does not automatically result in benefits for the supplier or reciprocated benefits for the buyer. Rather, relational capital "bridges" supplier development and relationship benefits. Without relational capital, benefits from capability development do not accrue, and the impact of a supplier governance regime can be even detrimental. In conditions of high relational capital, capability development results in lower perceived buyer benefits. The results can help managers ensure that the benefits from their supplier development efforts fully materialize

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

A Descriptive Syntax of the 'Ormulum'.

Ph.D.LinguisticsUniversity of Michiganhttp://deepblue.lib.umich.edu/bitstream/2027.42/156870/1/6511010.pd

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