“Too good to be true!”: The effectiveness of CSR history in countering negative publicity

Corporate crises call for effective communication to shelter or restore a company’s reputation. The use of corporate social responsibility (CSR) claims may provide an effective tool to counter the negative impact of a crisis, but knowledge about its effectiveness is scarce and lacking in studies that consider CSR communication during crises. To help fill this gap, this study investigates whether the length of company’s involvement in CSR matters when it uses CSR claims in its crisis communication as a means to counter negative publicity. The use of CSR claims in crisis communication is more effective for companies with a long CSR history than for those with a short CSR history, and consumer skepticism about claims lies at the heart of this phenomenon

The paradox of surprise: empirical evidence about surprising gifts received and given by close relations

Purpose This study aims to explore surprising gifts received and given by close relations to identify the variables involved in creating surprising gifts. The analysis of the viewpoints of the giver and the recipient, reflecting their profiles, leads to recommendations for retailers. Design/methodology/approach An exploratory, small-scale, open-ended questionnaire (48 respondents) produces 43 (38) accounts of surprising gifts given (received), informed further by in-depth interviews (eight informants, both givers and recipients of surprising gifts). Findings This study identifies and elaborates on the variables (why, when, what, where, who and how, and their combinations) that define surprising gift giving, from both giver and recipient perspectives. The findings indicate a paradox: even if givers or recipients prefer a surprising gift, they might give or wish for an unsurprising gift to avoid disappointment. Research limitations/implications Further research should confirm the findings using representative samples. Moreover, gender differences in surprising gift giving should be investigated further. Finally, the exact characteristics and properties that make common objects potential candidates for successful surprising gifts should be studied further. Practical implications The discussion has relevant implications for manufacturers and retailers. For example, if recipients are surprised, happy and satisfied, they likely exhibit higher brand recall. The recipient’s (happy versus not happy) emotions also have spillover effects on the giver’s. Thus, retailers should provide assistance in the store and advertise their salespeople as experts who can offer advice about selecting appropriate gifts. The exact characteristics and properties that make common objects potential candidates for successful surprising gifts should be studied further. Originality/value The systematic account of all six variables, not previously analyzed in the literature, provides rich insights into surprising gift giving. The discussion of the study of givers and recipients supplements these insights

Surprise... Surprise..., An Empirical Investigation on How Surprise is Connected to Customer Satisfaction

This research investigates the specific influence of the emotion of surprise on customer transaction-specific satisfaction. Four empirical studies-two field studies (a diary study and a cross section survey) and two experiments-were conducted. The results show that surprise positively [negatively] influences satisfaction directly and indirectly (via the amplification of positive [negative] emotions), even when disconfirmation is taken into account in the model. The amplification property of surprise and the How-do-I-feel-about-it? heuristic are believed to explain this influence. Some results also show that surprised customers display higher levels of satisfaction and dissatisfaction than non surprised customers

“Surprise Gift” Purchases of Small Electric Appliances: A Pilot Study

Understanding decision-making processes for gifts is of strategic importance for companies selling small electrical appliances as gifts account for a large part of their sales. Among all gifts, the ones that are surprising are the most valued by recipients. However, research about decision-making processes involved in surprise gift purchases is lacking. This article shows, for example, that design and money back guarantees are more important for the purchase of surprise gifts than other gifts. The brand name, however, appears to be less important. Also, surprise gifts are more often bought on the spot, without extended information search (similar to impulse purchases)

To surprise or not to surprise your customers: The use of surprise as a marketing tool

It has been contended that companies must move from satisfying their customers to delighting them (Rust, Zahorik and Keiningham 1996). It has also been observed that features that can be used to delight are those that are "surprisingly pleasant" (Rust and Oliver 2000: p.87). Many relationship marketing activities are being copied and therefore fail to provide for a long-term strategic advantage to the companies that originally launched them. Moreover, some of such activities do not work as originally intended. This article examines when and how surprise can be applied as a marketing tool in retaining a company's customers. A review of the existing literature on (1) the use of relationship-based marketing and emotion-based marketing and (2) the emotion of surprise suggests that it is close to impossible for a company to copy emotion-based marketing activities. Interestingly, the emotion of surprise has recently been proposed as being appropriate for emotion-based relationship marketing. This article argues that surprise can be an extremely efficient marketing tool, but that marketers need to be aware that some situations are more suited for using surprise than other situations. In order to reach this conclusion the article reviews empirical research on the emotion of surprise and its influence on marketing variables such as customer satisfaction, customer retention and trust

Building theory at the intersection of ecological sustainability and strategic management

This article builds theory at the intersection of ecological sustainability and strategic management literature—specifically, in relation to dynamic capabilities literature. By combining industrial organization economics–based, resource-based, and dynamic capability–based views, it is possible to develop a better understanding of the strategies that businesses may follow, depending on their managers’ assumptions about ecological sustainability. To develop innovative strategies for ecological sustainability, the dynamic capabilities framework needs to be extended. In particular, the sensing–seizing–maintaining competitiveness framework should operate not only within the boundaries of a business ecosystem but in relation to global biophysical ecosystems; in addition, two more dynamic capabilities should be added, namely, remapping and reaping. This framework can explicate core managerial beliefs about ecological sustainability. Finally, this approach offers opportunities for managers and academics to identify, categorize, and exploit business strategies for ecological sustainability

Strategic ambiguity in minority targeting

Ambiguous cues in advertising offer companies the chance to reach multiple consumer segments with the one economical campaign. ‘Purposeful polysemy’ can indeed be an effective strategy – but it may not always deliver what it promises

To do well by doing good: improving corporate image through cause-related marketing

As part of their corporate social responsibility, many organizations practice cause-related marketing, in which organizations donate to a chosen cause with every consumer purchase. The extant literature has identified the importance of the fit between the organization and the nature of the cause in influencing corporate image, as well as the influence of a connection between the cause and consumer preferences on brand attitudes and brand choice. However, prior research has not addressed which cause composition most appeals to consumers or the impact of cause choice on corporate image. A between-subjects field experiment in the Netherlands examines the influence of three core cause attributes—cause type, cause scope, and cause acuteness—on consumers’ perceptions of corporate image. Furthermore, this experiment examines the extent to which consumer identification with the cause mediates the influence of the cause attributes on corporate image. The findings indicate that identification with the cause leads to more positive evaluations of marketing campaigns for cause type and cause scope. Also, however, our results uncover a negative direct relationship between cause scope and corporate image. Cause acuteness is only marginally influential in corporate image perceptions. By proposing and testing a comprehensive model of the influence of cause attributes on corporate image in cause-related marketing, this article provides important implications and suggests avenues for further research

Reflections on the PhD process: the experiences of three survivors

In the literature it is possible for doctoral candidates to find a broad range of guidelines on how to write a successful doctoral thesis. For example, in 1999 the Australasian Marketing Journal published an article on a structured approach to presenting doctoral theses, with an in-depth examination of the sections that are expected to appear in a doctoral thesis (Perry 1999). The Marketing Review is currently printing a series of four articles on general guidelines on how to undertake a research project (Baker 2000a, 2000b, 2001a, 2001b). Candidates are often struggling with their theses one reason being that they find it difficult to present their research findings, and the efforts made by Perry and Baker are thus to be applauded; and the articles should serve both to motivate and guide candidates. The present article, however, focuses on what the authors consider to be one key, fundamentally unresolved, issue surrounding the Perry and Baker articles: the process of actually getting to the point of presenting the research findings in a doctoral thesis. The authors first share with the reader their personal experiences of going through a typical doctoral programme before offering their best pieces of advice. Overall, the list of dos and don'ts can help candidates to get on top of their doctoral research instead of the doctoral research getting on top of the candidates

How to revise, and revise really well, for premier academic journals

Most of the premier academic journals in all fields routinely have rejection rates of 80%, 95%, or higher. All journals prefer articles that make significant contributions to the field. Revising a manuscript and responding properly to the comments of reviewers and editors often is challenging. This article discusses how to revise effectively a manuscript according to the (minor or major) comments of reviewers and editors for premier academic journals. We provide a series of tips for helping the authors in their endeavor, making the process less arduous and improving the possibility of a positive outcome.http://www.elsevier.com/locate/indmarman2019-07-01hj2018Gordon Institute of Business Science (GIBS