Suggests that theories of procedural fairness can offer insightsinto the effectiveness of complaint‐handling strategies. Discussescomplaint‐handling strategies, equity theory…
Abstract
Suggests that theories of procedural fairness can offer insights into the effectiveness of complaint‐handling strategies. Discusses complaint‐handling strategies, equity theory, distributive fairness, procedural fairness, interactional fairness and how marketers can best satisfy complainers. Concludes that firms need to have complaints procedures which consumers feel treat them fairly; which involves appearing genuinely responsive, rather than offer apologies by rote.
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States how marketers have been traditionally advised to allowunhappy customers to voice their opinions freely, offering apologies.Suggests that theories of procedural fairness…
Abstract
States how marketers have been traditionally advised to allow unhappy customers to voice their opinions freely, offering apologies. Suggests that theories of procedural fairness such as equity theory can provide understanding of the effectiveness of such complaint‐handling strategies. Argues that an apology cannot compensate for lack of a tangible outcome such as a refund. Concludes with a consideration of how marketers may be able to satisfy their complainers more effectively.
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The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities…
Abstract
The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.
By tracing something of my history in becoming a marketing professor and conducting research, I hope to demonstrate that if I can flourish without compromising my ideals or losing…
Abstract
Purpose
By tracing something of my history in becoming a marketing professor and conducting research, I hope to demonstrate that if I can flourish without compromising my ideals or losing my enthusiasm for research, so can anyone.
Design/methodology/approach
I attempt to show my trajectory, emphasizing the little turns along the way that have sent me in certain directions. I also discuss several of my most cited articles and discuss how they emerged.
Findings
I emphasize reading broadly, working with interesting co-authors, learning from my students and breaking free of narrow disciplinary boundaries as ways that have helped to stimulate and inspire me. The implicit message here is to take a chance and dare to do something different from what seems to be the mainstream.
Practical implications
There is certainly no single way to pursue a successful career. But I hope that by showing how I happened to get to where I am, I may give support and encouragement to those who may feel they are outside the academic mainstream in marketing or that their ideas don’t quite jell with those of colleagues.
Originality/value
The story and opinions here are mine alone. Together with others’ biographies and autobiographies (Shaw and Wilkinson, 2011), hopefully the reader can find a range of possibilities.
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The age‐old question of “what's in a name?” is analysed from a marketing standpoint. The author studies the manifold effects of different names upon us, in a general context, and…
Abstract
The age‐old question of “what's in a name?” is analysed from a marketing standpoint. The author studies the manifold effects of different names upon us, in a general context, and isolates two opposing principle's for evaluating brand nomenclature: the Juliet principle, in which a name is justified by its traditional associations; and the Joyce principle, where names depend on their phonetic symbolism to communicate an idea. Certain groups of letters have been shown, by experiment, to possess qualities of “darkness” or “lightness”, “largeness” or “smallness”, etc., to a concensus of people. A word can also have a symbolic function arising from the associations it produces in the minds of consumers. The author proceeds from these suggestions to evolve guidelines for those engaged in the creation of new brand names. He discusses the evaluation of not only “traditional” names, but also apparently meaningless names like “Omo” or “Kleenex”, and shows how certain names work, or might be expected to work, in the market situation. The name is the one unchangeable part of the marketing mix. This psycholinguistic approach helps to put the question of the “naming of brands” into perspective, giving criteria for a “good” name, and elucidating the stages of arriving at it. Finally, the author points out that wholeness of approach is necessary —the felicity of the name chosen will be conditioned by the depth of involvement of relevant personnel concerned with the new product.
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Considers psychological, linguistic and marketing aspects of brandname characteristics. Presents the inherent brand name characteristicswhich lead to memorable names that support…
Abstract
Considers psychological, linguistic and marketing aspects of brand name characteristics. Presents the inherent brand name characteristics which lead to memorable names that support the desired product image. Concludes that brand names should be simple, distinctive, meaningful, emotional, make use of morphemes, phonemes, alliteration, consonance, and should make a sound associate of product class, as well as being legally protectable; a well‐planned brand name will require less marketing money to achieve recall and image targets.
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Self‐concept, despite its marketing relevance, has been overshadowed by other psychological concepts. The self‐concept is, however, significant and relevant to the study of…
Abstract
Self‐concept, despite its marketing relevance, has been overshadowed by other psychological concepts. The self‐concept is, however, significant and relevant to the study of consumer behavior because many purchases made by consumers are directly influenced by the image an individual has of himself. A fundamental question involves the process of the formation of the self‐concept. Several distinct qualities exist within the self‐concept, and once the self‐concept is established, these have a bearing upon the individual's behavior and his relationship with his objective, subjective, social, and ideal self. For marketers, an understanding of the self‐concept and self‐image can provide the means for developing more effective marketing programs. Consistency and congruence also play an important part in establishing the relationship between the self‐concept, the individual's image, and final purchase behavior. Other factors also play a part in the process and, in some situations, misunderstandings about their importance can result in less than effective marketing efforts. Careful research and analysis of the relevant factors affecting the self‐concept and their effect on purchase behavior can make for more effective market strategic planning. This article examines the various issues related to the marketing applicability of the self‐concept and discusses its implications in terms of research and market strategic planning.
Chara Haeussler Bohan and Joseph R. Feinberg
During the late twentieth century in the field of social studies education, Donald Oliver, Fred Newmann, and James Shaver were prominent leaders. Their work on the Harvard Social…
Abstract
During the late twentieth century in the field of social studies education, Donald Oliver, Fred Newmann, and James Shaver were prominent leaders. Their work on the Harvard Social Studies Project was part of the New Social Studies movement popular in the 1960s and 1970s that attempted to transform the social studies curriculum nationwide. By creating materials that focused on inquiry-based learning, they aimed to make a difference in the way that social studies courses were taught in American schools. The focus of this research is an analysis of the content and impact of the Harvard Social Studies Project and an exploration of the contributions of Donald Oliver, Fred Newmann, and James Shaver to that project. Historical research methods served as the primary theoretical framework for guiding the investigation. Oliver, Newmann, and Shaver’s work on the Harvard Social Studies Project not only established all three men as influential leaders in social studies education but also laid the groundwork for their subsequent work in broader areas of education.
Ivan Russo, Nicolò Masorgo and David M. Gligor
Given increasing customer expectations and disturbances to product returns management, capabilities such as supply chain resilience (SCR) can complement service recovery…
Abstract
Purpose
Given increasing customer expectations and disturbances to product returns management, capabilities such as supply chain resilience (SCR) can complement service recovery strategies in retail supply chains. This study utilizes procedural justice theory (PJT) to conceptualize service recovery resilience as a capability that allows firms to meet customer requirements when dealing with disruptions, and empirically investigates its impact on procedural and interactional justice and customer outcomes (i.e. satisfaction and loyalty) in the context of product replacement.
Design/methodology/approach
This research employs two scenario-based experiments using a sample of 368 customers to explore the outcomes associated with service recovery resilience.
Findings
The investigation shows more satisfied and loyal customers when a retail supply chain can overcome service recovery challenges through SCR. The study shows that customers evaluate not only the process itself, but also their interactions with the retailer. Specifically, procedural justice and interactional justice have a significant influence on these relationships.
Originality/value
This study proposes service recovery resilience as a concept that bridges service recovery theory with supply chain strategy in the unique context of product replacement. Further, this study also notes how information enhances customer satisfaction with the retailer's effort to address disturbances in the recovery process. Finally, this study informs managers on the capabilities needed to face new customers' needs.