Melbourne Business School - Research Publications

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Now showing 1 - 10 of 12
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    Empirical evidence of the stock market's (mis)pricing of customer satisfaction
    O'Sullivan, D ; Hutchinson, MC ; O'Connell, V (ELSEVIER, 2009-06)
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    Do social product features have value to consumers?
    Auger, P ; Devinney, TM ; Louviere, JJ ; Burke, PF (ELSEVIER, 2008-09)
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    Market orientation and enterprise policy
    O'Sullivan, D ; Butler, P (EMERALD GROUP PUBLISHING LTD, 2009)
    Purpose The purpose of this paper is to examine the merit of enterprise policies that seek to enhance market orientation as a driver of firm performance. Design/methodology/approach The approach takes the form of empirical research utilising the MKTOR survey instrument, administered to senior marketing managers in high‐value‐added sectors in Ireland; and both subjective and lagged objective measures of firm performance. Findings Findings support international context‐specific research. Market orientation is not found to be directly associated with firm performance in high‐value‐added firms in the Irish economy. Research limitations/implications Research directions should include the evolving understanding of market orientation, and the exploration of what alternative orientations lead to improved performance in different contexts. Practical implications For public policy, a re‐examination of the conceptualisation of, and support for, market orientation is warranted. Originality/value The paper presents a new contribution to understanding the merit of market orientation in enterprise policy in developed economies.
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    Marketing performance measurement and firm performance Evidence from the European high-technology sector
    O'Sullivan, D ; Abela, AV ; Hutchinson, M (EMERALD GROUP PUBLISHING LTD, 2009)
    Purpose The research aims to test whether the ability to measure marketing performance affects the actual performance of firms, in the context of the European high‐tech sector. It also aims to test whether performance‐reporting frequency and size of marketing budget mediate the relationship between measurement ability and performance. Design/methodology/approach Survey responses collected from 157 marketers were supplemented with firm performance data. Findings Results show that marketing performance measurement ability positively impacts firm performance and that reporting frequency mediates this relationship. Research limitations/implications More attention should be given to the activities that are measured rather than the metrics in use – which receive much attention in the literature. Current interest in marketing dashboards may be overstated. Practical implications Enhanced ability to account for marketing leads not only to improved firm performance, but also to greater regard for marketing at the senior management level. Originality/value This is the first study to demonstrate a link between marketing performance measurement ability or frequency and firm performance in the European market. It also provides an insight into the chain of effects linking marketing performance measurement ability to firm performance.
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    Customer empowerment and relationship outcomes in healthcare consultations
    Ouschan, R ; Sweeney, J ; Johnson, L ; Tiu Wright, L (Emerald, 2006-09)
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    Internal relationships: Linking practitioner literature and relationship marketing theory
    Herington, C ; Johnson, LW ; Scott, D (Emerald, 2006-08-25)
    Purpose Practitioners argue that the way they treat their employees has an impact on firm success. However, they frequently do not equate this with relationship building. On the other hand, the academic relationship marketing literature does highlight internal relationships as having an important impact on external customer relationships. However, this relationship suffers from a lack of academic empirical evidence. Neither seems to recognize the knowledge of the other leading to incongruence between marketing theory and practice. The purpose of this paper is to bring the two literature streams together demonstrating that the practitioners are talking about, and practising, relationship marketing. Design/methodology/approach Exploration and comparison of the academic and practitioner literature bases to elaborate on the value of relationship building within organizations. Findings Competitive advantage can be attained through development of a relationship‐building culture which includes building relationships inside the organization as well as customer relationships. In fact, successful customer relationships rely on successful internal relationships. Research implications/implications A broad research agenda is outlined for understanding the nature of internal relationships and their impact on a firm's success. Practical implications Organizational success can be gained through building strong internal relationships and the development of a relationship‐building organizational culture. Originality/value Links practitioner cases and reflections to the concept of relationship marketing, demonstrating further how relationship marketing activities provide a competitive advantage.
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    A comparison of Online and offline consumer brand loyalty
    Danaher, PJ ; Wilson, IW ; Davis, RA (INFORMS, 2003-01-01)
    In this study we compare consumer brand loyalty in online and traditional shopping environments for over 100 brands in 19 grocery product categories. The online purchase data come from a large traditional grocery retailer that also operates an online store for its products. The offline data corresponds to the exact same brands and categories bought in traditional stores by a panel of homes operated by ACNielsen for purchases made in the same city and over the same time period. We compare the observed loyalty with a baseline model, a new segmented Dirichlet model, which has latent classes for brand choice and provides a very accurate model for purchase behavior. The results show that observed brand loyalty for high market share brands bought online is significantly greater than expected, with the reverse result for small share brands. In contrast, in the traditional shopping environment, the difference between observed and predicted brand loyalty is not related to brand share.
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    The effect of competitive advertising interference on sales for packaged goods
    Danaher, PJ ; Bonfrer, A ; Dhar, S (SAGE Publications, 2008-01-01)
    Competitive advertising interference can occur when viewers of advertising for a focal brand are also exposed to advertising messages for competing brands within a short period (e.g., one week for television advertising). Although competitive advertising interference has been shown to reduce advertising recall and recognition and brand evaluation measures, no studies have examined its impact on brand sales. In this research, the authors use a market response model of sales for two grocery categories for a large grocery chain in the Chicago area to study the extent to which competitive advertising interference influences sales. The model enables the authors to capture the “pure” own-brand advertising elasticities that would arise if there were no competitive interference. The results show that competitive interference effects on sales are strong. When one or more competing brands advertise in the same week as the focal brand, the advertising elasticity diminishes for the focal brand. The decrease depends on the number of competing brands advertising in a particular week and their total advertising volume. The authors find that having one more competitor advertise is often more harmful to a focal brand's advertising effectiveness than if the current number of advertising brands increase their total advertising volume.