{"title":"Utilizing managerial beliefs for set identification of price elasticities of demand","authors":"Rouven E. Haschka, Helmut Herwartz","doi":"10.1007/s11747-025-01090-9","DOIUrl":"https://doi.org/10.1007/s11747-025-01090-9","url":null,"abstract":"<p>Data-driven decision-making is increasingly prevalent but can clash with managerial beliefs, risking biased decisions. A prime example is pricing strategy optimization, where traditional methods for estimating price elasticities of demand often lead to counter-intuitive results due to model misspecification and the reliance on single-point estimates. To address this, we propose utilizing structural vector-autoregressions (SVARs) to generate identified sets of elasticities, integrating managerial beliefs into the analysis to improve decision-making processes. Using weak restrictions about the directional effects of supply and demand shocks on sales and prices, and assumptions about the functioning of in-store promotions effectively sharpens the identified sets. Specifically, we analyze the demand for beer at a large scale for 1,953 stores in the US. For many stores (i.e., at least 40%), both recent endogeneity-robust single-equation methods and alternative identification strategies for SVARs used in marketing studies yield positive price elasticity estimates that oppose behavioral fundamentals. Hence, these are hardly informative for designing pricing strategies. Instead, the suggested approach to set identification yields elasticity estimates that are sufficiently precise to improve the design of retail pricing strategies and offer insights into customer’s distinct price sensitivities in grocery and drug stores. Overall, our approach emphasizes the importance of combining data-driven analysis with managerial insights for evidence-based decision-making.</p>","PeriodicalId":17194,"journal":{"name":"Journal of the Academy of Marketing Science","volume":"53 1","pages":""},"PeriodicalIF":18.2,"publicationDate":"2025-03-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143561286","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Engagement in platform markets: A (video) game changer?","authors":"Michiel Van Crombrugge, Stefan Stremersch","doi":"10.1007/s11747-025-01089-2","DOIUrl":"https://doi.org/10.1007/s11747-025-01089-2","url":null,"abstract":"<p>Empirical studies of two-sided platform markets, like the video game console industry, typically rely on software and platform sales data, thereby overlooking today’s managerial focus on engagement. This present research leverages a unique dataset tracking the daily engagement of over 14,000 users of Microsoft’s Xbox One and Xbox Series video game platforms to remedy this gap. We investigate how software development and release characteristics affect consumers’ engagement with software titles and the platforms on which they release. Our analysis finds that releasing software on subscription services is the strongest determinant of engagement, overshadowing established determinants like software quality or exclusivity. While superstar software and exclusive titles generate engagement, their relative importance is smaller compared to sales-based findings, reported in prior literature. Instead, franchises, non-superstars, and multihomed software perform much better on engagement than on sales, especially when included in a subscription service. These findings have important industry implications. </p>","PeriodicalId":17194,"journal":{"name":"Journal of the Academy of Marketing Science","volume":"12 1","pages":""},"PeriodicalIF":18.2,"publicationDate":"2025-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143538594","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Mary C. Gilly, Mary Finley Celsi, Stephanie Dellande, Hope Jensen Schau, Russel Nelson, Chin-May Aradhye
{"title":"Trying not to spend","authors":"Mary C. Gilly, Mary Finley Celsi, Stephanie Dellande, Hope Jensen Schau, Russel Nelson, Chin-May Aradhye","doi":"10.1007/s11747-025-01091-8","DOIUrl":"https://doi.org/10.1007/s11747-025-01091-8","url":null,"abstract":"<p>Financial literacy programs aim to prevent consumer overspending by teaching and encouraging fiscally sound habits (purchase restraint, responsible credit use, savings). Unfortunately, trying not to spend is at odds with the emotions consumers experience in a tempting marketplace. The theory of trying considers attitudes and intentions, but not emotions, when trying to consume. To address this gap, we examine indebted consumers opting into formal financial literacy training explicitly designed for debt repayment and avoidance of future debt. Through indebted consumers’ diary reflections and interviews with clients and debt management counselors, we show that financial literacy’s emphasis on budgeting needs versus wants is not sufficient when consumers try not to spend. To reconcile budgets with actual purchasing behavior when faced with temptations in the marketplace, consumers often adopt a linguistic exercise of imaginatively bending and blending utilitarian and hedonic discourses to justify purchases by recategorizing wants as needs. Further, consumers trying not to spend experience negative emotions; how they regulate those emotions impacts their success in getting out of debt. While financial literacy courses only give consumers budget-setting tools, indebted consumers cannot be successful without tools for trying not to spend in the marketplace.</p>","PeriodicalId":17194,"journal":{"name":"Journal of the Academy of Marketing Science","volume":"9 1","pages":""},"PeriodicalIF":18.2,"publicationDate":"2025-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143538595","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Old signals, new era: Reconsidering how customer satisfaction and employee satisfaction impact shareholder wealth","authors":"César Zamudio, Suyun Mah, Vanitha Swaminathan","doi":"10.1007/s11747-025-01087-4","DOIUrl":"https://doi.org/10.1007/s11747-025-01087-4","url":null,"abstract":"<p>Extant research suggests that higher levels of customer and employee satisfaction signal a firm’s competitive advantage, resulting in greater firm value. This article advances the understanding of how firms can manage customer satisfaction and employee satisfaction to increase shareholder wealth in a new environment due to the emergence of social media and a new class of retail investors. Drawing from stakeholder theory and signaling theory, we argue that inconsistency in customer satisfaction and employee satisfaction can be informative to investors and lead to greater shareholder wealth in such a new environment. Our findings demonstrate that there is a negative joint effect of the two on shareholder wealth, such that unanticipated increases in employee satisfaction reduces shareholder wealth when customer satisfaction has also increased. Social media visibility and industry concentration are two key moderators that strengthen the negative joint effect. Our study provides important theoretical implications and valuable suggestions to managers to determine what their satisfaction indicators communicate in a new era where social media and the retail investor class have gained outsized importance.</p>","PeriodicalId":17194,"journal":{"name":"Journal of the Academy of Marketing Science","volume":"127 1","pages":""},"PeriodicalIF":18.2,"publicationDate":"2025-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143462784","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The effect of customer-centric strategy and structure alignment on new product portfolio innovativeness and firm performance","authors":"Soo Hyung “Ralph” Park, David A. Griffith","doi":"10.1007/s11747-025-01082-9","DOIUrl":"https://doi.org/10.1007/s11747-025-01082-9","url":null,"abstract":"<p>The authors build on configuration theory to argue that the alignment of a customer-centric strategy and a customer-centric structure allows a firm to increase firm performance through new product portfolio innovativeness. They further contend that the influence of customer-centric strategy-structure alignment on new product portfolio innovativeness can be amplified by increasing the firm’s strategic resource emphasis toward R&D, relative to advertising. The model is tested using a 9-year panel dataset (2011–2019) involving 695 firm-year observations comprising 8,899 product launches across 91 firms. The findings indicate that new product portfolio innovativeness mediates the positive effect of customer-centric strategy-structure alignment on firm performance, and that the increase in strategic resource emphasis toward R&D amplifies the effect of customer-centric strategy-structure alignment on new product portfolio innovativeness. Implications for theory and practice are discussed.</p>","PeriodicalId":17194,"journal":{"name":"Journal of the Academy of Marketing Science","volume":"49 1","pages":""},"PeriodicalIF":18.2,"publicationDate":"2025-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143435287","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Thomas F. Schreiner, Timo Mandler, Harald J. van Heerde, Carolin Haiduk
{"title":"Dynamics of pre-release consumer buzz: Driving communication, search, and participation for market performance","authors":"Thomas F. Schreiner, Timo Mandler, Harald J. van Heerde, Carolin Haiduk","doi":"10.1007/s11747-024-01077-y","DOIUrl":"https://doi.org/10.1007/s11747-024-01077-y","url":null,"abstract":"<p>While pre-release consumer buzz may drive new product market performance, little is known about the importance of its distinct behavioral manifestations: communication, search, and participation. This paper not only studies how these three pre-release buzz behaviors affect market performance but also their dynamic interplay and how firms can drive pre-release buzz. Using movie data, we find self-enhancing and spillover effects of buzz throughout the pre-release period. For driving communication and search behaviors, firm social media posts are most effective, while movie trailers are most effective in evoking participatory behaviors. Furthermore, box office sales benefit the most from pre-release communication, followed by participation and search. These findings extend current knowledge by showing that while all buzz behaviors matter for driving market performance, communication plays a central role due to its powerful spillover effects on search and participation, and firms can effectively stimulate it through social media posts about the new product.</p>","PeriodicalId":17194,"journal":{"name":"Journal of the Academy of Marketing Science","volume":"17 1","pages":""},"PeriodicalIF":18.2,"publicationDate":"2025-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143417212","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Xiang Fang, Zhiyong Yang, Kevin Kam Fung So, Yingying Shao, Zhuofan Zhang, Grace Fang Yu-Buck
{"title":"Stay or leave? How corporate responses to economic sanctions shape consumer reactions","authors":"Xiang Fang, Zhiyong Yang, Kevin Kam Fung So, Yingying Shao, Zhuofan Zhang, Grace Fang Yu-Buck","doi":"10.1007/s11747-025-01083-8","DOIUrl":"https://doi.org/10.1007/s11747-025-01083-8","url":null,"abstract":"<p>Today, firms face mounting challenges due to increasing international conflicts, wars, and economic sanctions. Our research, based on nine studies employing both experimental methods and secondary data, examines how firms’ response strategies in sanctioned countries affect consumer reactions (attitude toward the company and word of mouth). Drawing on signaling theory and the literature on economic sanctions, this research reveals that consumers respond more favorably to firms that adopt a full-suspension strategy as opposed to a scale-back strategy, which in turn elicits more positive reactions than a continuation strategy. Our findings also show that the perceived morality of the firm mediates this effect. Furthermore, the effect can be generalized from the Russo-Ukrainian War to other causes of economic sanctions, such as human rights issues and terrorism. Given the logic of perceived morality, factors such as response time (early vs. late), corporate donation (yes vs. no), product type (essential vs. nonessential), and announcement source (CEO vs. company) serve as boundary conditions for the effect. Overall, our research not only makes significant contributions to the literature on economic sanctions, crisis management, and signaling theory, but also provides clear guidance for global firms on employing appropriate response strategies during economic sanctions. </p>","PeriodicalId":17194,"journal":{"name":"Journal of the Academy of Marketing Science","volume":"3 1","pages":""},"PeriodicalIF":18.2,"publicationDate":"2025-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143418407","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Michiel Van Crombrugge, Els Breugelmans, Kathleen Cleeren, Scott A. Neslin
{"title":"Retailer marketing mix response when launching a direct channel: Not all retailers are alike","authors":"Michiel Van Crombrugge, Els Breugelmans, Kathleen Cleeren, Scott A. Neslin","doi":"10.1007/s11747-025-01084-7","DOIUrl":"https://doi.org/10.1007/s11747-025-01084-7","url":null,"abstract":"<p>Many manufacturers introduce an online direct channel to create brand value that could benefit both manufacturer and retailers. However, retailers often view direct channel entry as a threat. Research on horizontal entry suggests retailers protect their sales by adjusting their marketing mix, particularly assortment and price. However, the direct channel is a vertical entry by a partner that is now also a competitor. The challenge for retailers is how to adjust their marketing mix. We employ a value creation/value capture framework to hypothesize and test how retailers contend for their “piece of the pie.” We analyze a consumer electronics manufacturer’s direct channel entry. The average retailer decreases assortment and increases price but there is ample heterogeneity depending on retailer characteristics. For example, small “mom-and-pop” stores follow the average, while large multichannel specialists increase assortment and increase price less. Manufacturers must develop segmentation strategies to market new direct channels to retailers.</p>","PeriodicalId":17194,"journal":{"name":"Journal of the Academy of Marketing Science","volume":"51 1","pages":""},"PeriodicalIF":18.2,"publicationDate":"2025-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143417216","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Inside sales structures and firm performance","authors":"Molly Ahearne, Mohsen Pourmasoudi, Johannes Habel","doi":"10.1007/s11747-025-01085-6","DOIUrl":"https://doi.org/10.1007/s11747-025-01085-6","url":null,"abstract":"<p>Organizations face a considerable challenge in determining the appropriate balance between inside and outside salespeople, largely due to the uncertain effects that a high dependence on inside salespeople has on firm performance. To address this challenge, we employ a multimethod research design, combining a qualitative theories-in-use approach with a quantitative analysis using panel data from 194 firms to examine the relationship between dependence on inside salespeople and firm performance. The results reveal that while higher dependence on inside salespeople increases the volume of interactions between salespeople and customers, thereby increasing firm performance, these interactions tend to be of lower quality, thereby decreasing firm performance. Notably, the net effect on firm performance is more likely to be positive when customer exchanges are less demanding and when managers can exert more control over inside salespeople. This study provides actionable macro-level theory on inside sales, addressing a critical gap in academic knowledge and managerial practice.</p>","PeriodicalId":17194,"journal":{"name":"Journal of the Academy of Marketing Science","volume":"16 1","pages":""},"PeriodicalIF":18.2,"publicationDate":"2025-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143401601","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Entering a complex market: How hybrid branding helps new brands create distinctive and resonant identities","authors":"Nicole Gorman, Pierre-Yann Dolbec","doi":"10.1007/s11747-024-01072-3","DOIUrl":"https://doi.org/10.1007/s11747-024-01072-3","url":null,"abstract":"<p>In today’s competitive markets, creating a distinctive brand identity is crucial yet challenging, especially for new entrants. Complex markets with conflicting institutional logics offer unique opportunities to create a distinctive and resonant brand identity. We introduce hybrid branding as a novel strategy that resolves market-level cultural contradictions to create such identities. Our qualitative analysis of lingerie brand Savage X Fenty identifies four mechanisms of hybrid branding—selective adopting, selective distancing, juxtaposing, and integrating—through which the brand resolved contradictions between the conflicting ‘bombshell’ and ‘body-positive’ logics structuring the lingerie market to create an identity centered on inclusive sexual empowerment. We also identify threats that hybrid brands face: perceived deviations from logics, amplification of contradictions, and hybridization failures. We contribute to theory by introducing hybrid branding as a means of navigating institutional complexity and by identifying market complexity as a source of novel meaning creation. We also offer insights on managing brand authenticity, legitimacy, and hybrid brands.</p>","PeriodicalId":17194,"journal":{"name":"Journal of the Academy of Marketing Science","volume":"38 1","pages":""},"PeriodicalIF":18.2,"publicationDate":"2025-02-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143083686","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}