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While the extant literature establishes that creativity in advertisements enhances ad effectiveness, developing creative advertisements is costly and creativity perceptions are subjective varying from person to person. Therefore, it is important to study the factors that influence the creativity assessments of consumers. Accordingly, this paper aims to investigate the impact of thinking style on creativity assessments of advertisements.

Five studies (two surveys and three experiments) demonstrate that individuals with higher levels of analytic thinking style perceive creative advertisements as more creative. This result holds for a self-reported thinking style scale (Studies 1, 2 and 3) as well as for primed thinking styles (Studies 4 and 5) and for different product categories/ads (coffee in Study 1, furniture store in Study 2, and juice in Studies 3, 4 and 5).

The findings show that analytic thinkers perceive the same creative advertisement as more creative than holistic thinkers. In addition, the advanced creativity perception due to analytic thinking reflects positively on managerially important variables (willingness to pay a premium: Study 1, attitude toward ad: Study 2 and Study 4 post-test).

To the best of the authors’ knowledge, this research is the first to investigate an individual difference, namely, thinking style, that impacts creativity judgments, which in turn enhances advertising effectiveness.

This public-sourced case describes the latest restructuring efforts by Deutsche Bank (DB) and gives a short history of prior restructuring efforts from the decade before. In July 2019, Christian Sewing, the new CEO of DB, announced a series of measures that included, among others, the elimination of global equity trading, the layoff of 18,000 employees, the creation of a “bad bank” to transfer noncore assets, and the suspension of dividends until 2022. The case describes key decisions a bank CEO makes when a bank needs to change course to return to profitability and growth. The case offers an opportunity to debate these key decisions, as well as discuss some of the prior ones during earlier restructuring efforts, and put the students in the CEO's shoes: What would you do and why? The case also describes key banking performance metrics (e.g., ROE, ROA) and other critical variables such as those reflecting capital health (Tier 1 ratio), as well as gives an overview of the bank business model and factors impacting bank profitability and value.