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This study tests the premise that conflict between advertising agencies and clients has a cognitive basis — that is, each group weighs decision factors differently, and consequently evaluates campaigns differently. We identified five common decision factors in evaluating campaigns: market research, media planning, message/creativity, budget, and agency/client relationship. Based on these five variables, we used multiple regression‐based judgment analysis to create decision profiles for a group of 120 advertising agency professionals and clients. We compared agencies' and clients' judgments by six categories. Analysis affirmed that cognitive conflict differs by product type, longevity, and campaign purpose; but not by seniority or campaign budget. Clients had less cognitive disagreement with creatives than with agency management.

In recent years, we have witnessed a tremendous movement of the manufacturing firms around the globe. In response to this trend large advertising agencies from the triad countries are following on the footsteps of their manufacturing clients. In view of these globalization efforts, the advertising industry is experiencing growth in many countries of the world, as evidenced by the increased number of advertising agencies and total billings. In particular, certain issues have come forward for investigation. For instance, how to manage and produce the advertising strategies? Should the domestic agency or in‐house advertising department do it? What are the duties and responsibilities of advertising agencies? The present study examines current structural characteristics of advertising agencies in an advanced developing country , Turkey, and critically compares the role, function, and structure of the advertising agency and client relationships in that country.

Nowadays, consumer behavior is more sophisticated and complex than before. In this study, I attempt to analyze the relationship between impulse buying (consumerʼs emotional side of the consumption) and an individualʼs self-discrepancy (the difference between what one is and what one would like to be). I propose that a consumer uses impulse buying to lift oneʼs self up and remove oneʼs self-discrepancy. Results from a sample of consumers in Spain established that a consumer experienced self-discrepancy was likely to have impulse buying. Moreover, the larger the self discrepancy, the more one was dissatisfied with oneʼs consumption. Finally, symbolic meanings of products to the consumer were associated with the different areas of self-discrepancy. Clothing is associated with not only oneʼs image in front of others but also oneʼs self-esteem. Therefore, impulse buying in clothing is positively related to oneʼs self-discrepancy in the emotional side of self.

Whither Public Opinion Polls? One of the bedrocks of marketing intelligence and planning is market information and the activities of market research. There has been one considerable recent blow to the reputation of market research and the researching organizations.

Investigates the usage of, and attitude towards marketing training in UK companies by means of survey data collated among 669 respondent firms. Suggests possible future directions for training in this area.

Focuses on the client’s relationship with its advertising agency to examine advertising client‐agency roles in campaign planning. Seeks to establish who buys, and to verify the role of the campaign process from a decision‐making perspective. Begins with a review of the relevant literature and then outlines a survey of 900 companies undertaken by the authors. Gives some recommendations based on the survey results.

This paper will discuss the concept of account management in the area of advertising agency‐client relationships. The main theoretical issues regarding agency‐client relationships are discussed by means of a review of the literature to identify an account‐management lifecycle for agency‐client relationships. Three main stages were identified: agency evaluation/selection; relationship development and maintenance; and agency review/termination. Discussing the literature will also provide a greater understanding of agency‐client relationships and identify possible areas for further research.

Creative role‐reversal training is demonstrated to be a powerful instrument for improving the creative and creative‐related effectiveness of product managers and agency account managers. Beneficial results appear to have been maintained into the longer term, with greater confidence and professional compatibility achieved with the agency creative development. The Learning Style Inventory developed by Kolb and Fry was used to evaluate participants' learning styles, and Behaviourally Anchored Rating Scales were used to measure effective‐ineffective course performance.

The purpose of the paper is to analyse the male and female stereotypes in Spanish magazine advertising during the last three decades of the twentieth century in order to determine if they reflect or not the important cultural changes of Spanish society in these years.

Content analysis of 1,033 different advertisements randomly selected. To ensure reliability two independent codifiers of opposite gender worked together, one as an analyst and other as a judge. Three agreement indices were calculated.

Use of male and female portrayals has undergone relevant changes in the last 30 years in accordance with the social evolution of Spain. For both men and women stereotypes persist but there has been a move from the portrayal of the character in situations considered socially traditional to less traditional scenarios. At the end of the period analysed, Spanish magazines show low and decreasing levels of sexism.

Only one advertising medium and one country have been analysed.

This is the first study developed in Spain in gender role stereotyping and sexism, and has been analysed through a longitudinal research.

In consultant–client relationships, relationship longevity can create significant cost advantages and operational efficiencies for both client and consultant. At the same time, each party may also be motivated to look for new perspectives and opportunities by switching to new relationships. However, the benefits of replacing one consulting relationship with another are mitigated by switching costs: the costs associated with the act of changing the relationship itself.

This chapter explores the concept of switching costs by examining various types of costs, the ways these costs have been conceptualized in the literature, and how these costs may impact the nature and continuity of consultant–client relationships. The chapter will end with a series of hypotheses and suggestions for a research agenda to further develop our understanding of this important phenomenon.