Media selection for database marketers

1. GENERAL PLANNING STRATEGY MAINTAINING RELATIONSHIPS WITH CUSTOMERS: SOME CRITICAL FACTORS Martin, Mary C. and Ravipreet S. Sohi (1993), En· hancing Knowledge Development in Marketing: 1993 AMA Educators' Proceedings, 4 (Summer conference), pp. 21-27. Through exploratory interviews with sellers, the authors build on theoretical conceptualizations of determinants of relationship continuance. They propose that within the domain of the buyer-seller intersection, trust, frequency, and quality of com· munication, and relational norms support the con· tinuance of relationships. Customer orienlation, likeability, competence, and dependability are im· portant seller characteristics for relationship continuity. Finally, environmental uncertainty supports the continuance of buyer-seller relationships. Babin. (4,5) CAN THIS RELATIONSHIP WORK? Arthur M. Hughes (1994), Marketing Tools, 1 (July/ August), pp. 4-11. How do you know when database marketing works and when it doesn't? Relationship marketing works if the following is true: The provider has a well thought·out program; the payment system makes obtaining names, addresses, and purchase behavior easy; the product involves repeat purchases with name capture; there is an affinity group with which to construct a database; and a frequency reward sys· tern can be constructed. On the other hand, two attributes signal trouble for database marketing: The product is a commodity with too small a markup to finance relationship marketing efforts and the pur· chase is made seldom and unpredictably. To illus· trate how the decision to develop a relationship marketing program can be made, the author has de· veloped a customer lifetime value model utilizing retention rate spending rate and net present value to determine a lifetime value. Utilizing this model, projections can be made predicting the elfects of a relationship marketing program. The examples shown include vacuum cleaners (for which relationship marketing wouldn't work) and a chain of upscale women's fashion shops (for which it would). Carner. (9, 14) CUSTOMER LOYALTY, TOWARD AN INTEGRATED CONCEPTUAL FRAMEWORK Alan Dick and Kunai Basu (1994), journal of the Academy of M""keting Science, 22 (Spring), pp. 99-113. The authors present a conceptual framework to un· derstand the attitudinal components of customer loyalty and its consequences. The relative strength of rhe relationship compared to competing olferings is a key factor. Other factors would be identifying the important antecedents such as the cognitive, in· formational determinants or brand beliefs; the alfect of feeling states such as emotions; and the conative state relating to behavioral aspects such as switching costs, expectations, and sunk costs. The framework also suggests the importance of social norms and situational factors such as store incentives and promotions. Implications for research and how man· agers might improve store loyalty after using this framework are olfered. Sherman. (14) 3. CREATIVITY, IDEA GENERATION PROMOTIONAL STRATEGIES TO ENHANCE CHARITABLE BEHAVIOR: AN INTERACTIONAL FRAMEWORK Neeli Bendapudi and Smendra N. Singh (1993), American Academy ofAdvertising Proceedings, pp. 208-215. This article reviews marketing, advertising, and psychology literature to develop 14 communication hypotheses designed to proVide managers of non· profit organizations with practical, actionable gUidelines for developing more elfective messages and solicitation appeals. Nonprofit direct marketers will find recommendations regarding message e 1995 John Wiley & Sons, Inc. :lnd Dirct.'1 MarkctinR Educational Foundation, Inc. CCC 0892·0591/95/01085·04 JOURNAL OF DIRECT MARKETING VOLUME 9 NUMBER 1 WINTER 1995 as