Management and Marketing - Research Publications
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ItemA Second Chance At Life? Analyzing Customer Value In The Medical Industry(European Institute for Advanced Studies in Management, 2009)
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ItemWho framed the sustainability crisis? Understanding the contrasting and complementary ideologies of sustainable consumption(ANZMAC - Australian and New Zealand Marketing Academy, 2009)
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ItemA Conceptual Framework of the Causes and Consequences of the Privacy Paradox(Monash University, 2009)
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ItemEmpirically Investigating Service-Dominant Logic: Developing and Validating a Service-Dominant Orientation Measure(Monash University Press, 2009)
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ItemManaging Dynamics in a Customer Portfolio(SAGE PUBLICATIONS INC, 2009-09)Although highly relevant for marketing practice, few studies provide conceptual and empirical insights into customer portfolio management. Furthermore, most approaches to analyzing customer portfolios are static. This article discusses three neglected key issues relevant for a dynamic customer portfolio analysis: (1) Does a static versus a dynamic valuation lead to a different prioritization of customer segments in a portfolio? (2) How does offensive or defensive management of segment dynamics affect portfolio value? and (3) Do reliable predictors for dynamics of a customer's position in the portfolio exist? As a tool for customer portfolio analysis, the authors develop a segment-based customer-lifetime-value model. They capture customer dynamics by analyzing how customers switch between segments of different values across time. The authors apply their tool with longitudinal data from four firms with up to 300,000 customers. The results from the empirical analysis and a simulation study provide answers to the three key issues raised. First, compared with a dynamic analysis, a static approach overestimates the value of some customer segments but underestimates others. Second, a defensive versus offensive management of value dynamics is relatively more appropriate for middle-tier segments, whereas the opposite holds true for bottom-tier segments. Third, general customer characteristics and aggregated transaction characteristics indicate future segment dynamics, whereas specific product usage data differentiate customers according to current value.
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ItemImplementing the Marketing Concept at the Employee-Customer Interface: The Role of Customer Need Knowledge(SAGE PUBLICATIONS INC, 2009-07)
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ItemSocial Identity and the Service-Profit Chain(SAGE PUBLICATIONS INC, 2009-03)The conventional service-profit chain (SPC) proposes that a firm's financial performance can be improved through a path that connects employee satisfaction, customer orientation, customer satisfaction, and customer loyalty. In this article, a complementary SPC that is built on both a conventional path and a social identity-based path is introduced. The latter SPC path centrally builds on customer- and employee-company identification as a core construct. Using a large-scale triadic data set that includes data from employees, customers, and firms, the authors find strong support for the extended SPC, which accounts for important customer (loyalty and willingness to pay) and firm (financial performance) outcomes. In addition, the effects of company identification exist incrementally beyond the effects of the conventional SPC path.
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ItemFinancial Champions and Masters of Innovation: Analyzing the Effects of Balancing Strategic Orientations(WILEY, 2009-11)Theory predicts that market and resource orientations can each lead to innovation and financial success. Despite this, no research has examined whether the pursuit of both resource and market orientations is feasible and, if so, the impact of this combined effect on innovative and financial outcomes. This paper aims to address these gaps. Thus, it is the first to examine the interdependent relationship between market orientation (MO) and resource orientation (RO). Additionally, this study responds to calls for (1) cross‐disciplinary research, particularly in the areas of marketing and strategic management, and (2) comparative studies of diverse strategic orientations on performance. In doing so, this paper investigates the difference in innovation performance and financial performance between firms adopting a high or low degree of market orientation or a high or low degree of resource orientation. This allows us to observe independent and interdependent effects of these orientations on the firm's performance. Data were collected from 250 senior executives in Australia. Confirmatory factor analysis and related techniques were applied to assess the robustness of the measures used. A two‐way between‐groups analysis of variance (ANOVA) was used to evaluate the relationships. Results show the emergence of four organizational types: unfocused imitators or followers; market‐driven innovators; masters of innovation; and financial champions. From these, financial champions emerge as having the greatest impact on the financial performance of the firm, while masters of innovation are best for maximizing innovation outcomes. In fact, organizations with a high RO in the matrix (masters of innovation and financial champions) achieved a higher impact on innovation relative to the quadrants reflecting a lower MO. Results also demonstrate that pursuing a low degree of resource and market orientations leads to inferior financial performance. Therefore, a balance of resource and market orientations is important. A potential extension of this research is to assess these relationships on an industry‐by‐industry basis. This would contribute to our knowledge by allowing us to determine if and how these results differ between industries. Managerial and theoretical implications are also discussed.
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ItemThe Marketplace Management of Illicit Pleasure(OXFORD UNIV PRESS INC, 2009-02)
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