- Management and Marketing - Research Publications
Management and Marketing - Research Publications
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ItemShifting focus from the mainstream to the offbeat: Anti-consumption's contribution to sustainable change in water consumptionPhipps, MJP ; Brace-Govan, J (ANZMAC, 2008)
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ItemExploring the Strategic Orientations of a Service-Centred View of the FirmLamberti, L ; Paladino, A ; Noci, G (European Marketing Academy, 2010)
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ItemA Second Chance At Life? Analyzing Customer Value In The Medical IndustryAguiari, ; PALADINO, A (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 consumptionPhipps, MJP ; Brace-Govan, J (ANZMAC - Australian and New Zealand Marketing Academy, 2009)
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ItemPrivacy from a Consumer's Perspective: Shared Meanings and GoalsYap, JE ; Beverland, M ; Bove, LLB (ANZMAC - Australian and New Zealand Marketing Academy, 2010)
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ItemA Conceptual Framework of the Causes and Consequences of the Privacy ParadoxYap, ; Beverland, ; BOVE, L (Monash University, 2009)
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ItemEmpirically Investigating Service-Dominant Logic: Developing and Validating a Service-Dominant Orientation MeasureKARPEN, I ; BOVE, L ; LUKAS, B (Monash University Press, 2009)
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ItemProposing and Conceptualizing a Service-Dominant Strategic OrientationKARPEN, I. ; BOVE, L. ; JOSIASSEN, A. (American Marketing Association, 2008)
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ItemSatisfaction, complaint, and the stock value gapLuo, X ; Homburg, C (SAGE PUBLICATIONS INC, 2008-07)
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ItemCustomer prioritization: Does it pay off, and how should it be implemented?Homburg, C ; Droll, M ; Totzek, D (SAGE PUBLICATIONS INC, 2008-09)It seems to be common sense that to increase profits, firms should prioritize customers (i.e., focus their efforts on the most important customers). However, such a strategy might have substantial negative effects on firms’ relationships with customers treated at a low priority level. Prior research does not indicate satisfactorily whether and how customer prioritization pays off. Moreover, although customer prioritization may be strongly present in firms’ marketing strategies, firms frequently fail to implement such a strategy. Therefore, it is also important to investigate empirically by which means firms can facilitate implementation. The authors address both issues and conduct a cross-industry study with 310 firms from business-to-consumer and business-to-business contexts together with two independent validation samples. The results show that customer prioritization ultimately leads to higher average customer profitability and a higher return on sales because it (1) affects relationships with top-tier customers positively but does not affect relationships with bottom-tier customers and (2) reduces marketing and sales costs. Furthermore, the ability to assess customer profitability, the quality of customer information, selective organizational alignment, selective senior-level involvement, and selective elaboration of planning and control all positively moderate the link between a firm's prioritization strategy and actual customer prioritization.