Journal of Marketing

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Journal of Marketing: 2011-06-14 - Journal of Marketing 75(4): i-ii
From the Incoming Editor: 2011-06-14 - Journal of Marketing 75(4): 1-2
The Asymmetric Effects of Extending Brands to Lower and Higher Quality: 2011-06-14 - Journal of Marketing 75(4): 3-20 Abstract Managers often extend brands to different quality levels (e.g., Charmin's lower-quality Charmin Basic), which may increase sales but risks diluting brand image. This study examines such line extensions by testing middle-quality brands (e.g., Giovanni's pasta sauce [fictitious], Foster's beer [real]) that offer higher-quality (e.g., Giovanni's Magnifico) or lower-quality line extensions (e.g., Foster's Grog). A robust asymmetry emerges in which higher-quality extensions improve brand evaluation far more than lower-quality extensions damage it. The asymmetry prevails across various perceptual and evaluative dimensions, multiple product classes, numerous fictitious and real brands that differ on various dimensions (familiarity, liking, personality, and prestige), and consumer regulatory focus. Group and individual-level tests show that the standard asymmetry is the modal pattern (though not universal) and that it is associated with two primary underlying processes: (1) opponent processes produced by lower-quality extensions whose negative quality-association effects are tempered by positive variety effects (in general, consumers prefer broader product lines) and (2) best-of-brand processing, in which consumers consider higher-quality extensions more relevant to brand evaluation than lower-quality extensions.
Getting a Grip on the Saddle: Chasms or Cycles?: 2011-06-14 - Journal of Marketing 75(4): 21-34 Abstract The saddle is a sudden, sustained, and deep drop in sales of a new product, after a period of rapid growth following takeoff, followed by a gradual recovery to the former peak. The authors test for the generalizability of the saddle across products and countries and for three rival explanations: chasms in adopter segments, business cycles, and technological cycles. They model both boundary points of the saddle--start of the sales drop and recovery to the initial peak--using split-population models. Empirical analysis of historical sales data from ten products across 19 countries shows that the saddle is fairly pervasive. The onset of the saddle occurs in 148 product-country combinations. On average, the saddle occurs nine years after takeoff, at a mean penetration of 30%, and it lasts for eight years with a 29% drop in sales at its depth. The results support explanations of chasms and technological cycles for information/entertainment products and business cycles and technological cycles for kitchen/laundry products. The authors conclude with a discussion of the findings, contributions, and implications.
Emotional Brand Attachment and Brand Personality: The Relative Importance of the Actual and the Ideal Self: 2011-06-14 - Journal of Marketing 75(4): 35-52 Abstract Creating emotional brand attachment is a key branding issue in today's marketing world. One way to accomplish this is to match the brand's personality with the consumer's self. A key question, however, is whether the brand's personality should match the consumer's actual self or the consumer's ideal self. On the basis of two empirical studies of 167 brands (evaluated by 1329 and 980 consumers), the authors show that the implications of self-congruence for consumers' emotional brand attachment are complex and differ by consumers' product involvement, consumers' individual difference variables, and the type of self-congruence (fit of the brand's personality with the consumer's actual self versus with the consumer's ideal self). On a general level, actual self-congruence has the greatest impact on emotional brand attachment. Product involvement, self-esteem, and public self-consciousness increase the positive impact of actual self-congruence but decrease the impact of ideal self-congruence on emotional brand attachment. The authors discuss important managerial and academic implications of these findings.
Facilitating and Rewarding Creativity During New Product Development: 2011-06-14 - Journal of Marketing 75(4): 53-67 Abstract In an effort to improve creativity in the new product development process, many firms offer incentive programs, creativity training programs, or both. However, creativity continues to be a construct that is not well understood in marketing, and little research has examined the joint influence of such initiatives on creative outcomes. As a result, there is considerable variance in the way firms approach these issues. A qualitative study of 20 firms indicates that 15 offered some type of incentive program, whereas only 7 engaged in creativity training (a subset of the firms used both). Given that previous research has consistently found that extrinsic rewards offered in isolation actually undermine the creative process (by reducing intrinsic motivation), it seems that many firms may be unwittingly hampering their own creative efforts. However, two experiments demonstrate that the effect of rewards can be made positive if offered in conjunction with appropriate training. Specifically, product creativity was highest when the monetary reward was paired with a dedicated creative training technique. The training alters the influence of the reward such that it reinforces, rather than undermines, intrinsic motivation. Managers can improve the effectiveness of their creative efforts by leveraging the use of incentives and training in combination.
Stock Market Reaction to Unexpected Growth in Marketing Expenditure: Negative for Sales Force, Contingent on Spending Level for Advertising: 2011-06-14 - Journal of Marketing 75(4): 68-85 Abstract Because firms do not publicly report marketing expenditures, most studies of the link between firm value and marketing consider advertising (which is publicly reported for many firms) a proxy for marketing. The authors extend those studies in two ways. First, they broaden the proxy for marketing by considering both advertising and sales force. Second, they offer an explanation for the fact that some studies linking advertising to firm value find a positive relationship, whereas others find a negative relationship. The accounting literature suggests that the link to firm value for both unexpected growth in sales force expenditures and unexpected growth in advertising expenditures should be negative. The authors confirm the hypothesized accounting relationship for sales force expenditures but find a contingent relationship for advertising expenditures. Firm value and unexpected growth in advertising expenditures are negatively related for firms that advertise below the advertising response threshold, but they are positively related for firms that advertise above that threshold. Perhaps because this contingent relationship is difficult for analysts to learn through observation of the stock market, analysts ignore value-relevant advertising expenditure information when they forecast firm value.
The Impact of Incomplete Typeface Logos on Perceptions of the Firm: 2011-06-14 - Journal of Marketing 75(4): 86-93 Abstract This research investigates the influence of incomplete typeface logos on consumer perceptions of the firm. In these logos, parts of the characters in the company name are intentionally missing or blanked out, giving rise to a form of perceptual ambiguity. Three studies demonstrate that although incomplete typeface logos have an unfavorable influence on perceived firm trustworthiness, they have a favorable influence on perceived firm innovativeness. The former influence is tied to the logo's perceived clarity, while the latter influence is tied to its perceived interestingness. Furthermore, incomplete typeface logos have an unfavorable influence on overall attitude toward the firm, but only for consumers with a prevention, rather than promotion, focus. These findings suggest that firms should avoid incomplete typeface logos if perceptions of trustworthiness are critical or if consumers are likely to have a prevention focus. However, such logos may be successfully employed with promotion-focused consumers, and they may be used as a tool to position a firm as innovative.
Enough Is Enough! The Fine Line in Executing Multichannel Relational Communication: 2011-06-14 - Journal of Marketing 75(4): 94-109 Abstract In an effort to build long-term, profitable relationships, many companies systematically engage in multichannel relational communication--personalized messages sent to existing customers through various channels as part of a broader relationship marketing strategy. In this research, the authors examine three key drivers of relational communication effectiveness: volume of communication, mix of communication channels, and alignment of those channels with customers' preferences. They hypothesize that customer response to relational communication follows a continuum in which reciprocity explains response to lower levels of communication, the classic ideal point describes a transition phase, and reactance explains response to higher levels of communication. They empirically test the theoretical framework by examining the impact of multichannel communication on repurchase over a three-year period. The results indicate that after the ideal level of communication is exceeded, customers react negatively. This negative response can be exacerbated by the use of multiple channels but attenuated by aligning channels with customer preferences. The findings suggest that the complex effects of multichannel communication can actually drive customers away from rather than closer to a company.
The Alignment of Contract Terms for Knowledge-Creating and Knowledge-Appropriating Relationship Portfolios: 2011-06-14 - Journal of Marketing 75(4): 110-127 Abstract Interfirm collaborative relationships for developing new products involve the two fundamental tasks of creating new knowledge and appropriating the newly created or current stocks of knowledge. This study examines the alignment of two contract terms--form of resource integration (how partners integrate their resources) and form of equity sharing (whether partners are engaged in equity investment)--for knowledge-creating and knowledge-appropriating relationship portfolios. By analyzing interfirm relationship agreements initiated in the pharmaceutical industry between 1990 and 2006, the author shows that knowledge-creating and knowledge-appropriating relationship portfolios benefit from different alignments of contract terms to address their unique concerns. The author also shows that the appropriate alignments of contract terms are more critical for small firms than for large firms. The results provide specific insights into the management of knowledge-creating and knowledge-appropriating relationship portfolios for developing a greater number of radical and incremental new products.
Introduction to the Journal of Marketing 75th Anniversary Special Section: 2011-06-14 - Journal of Marketing 75(4): 128-128
To JM on Its 75th Anniversary: 2011-06-14 - Journal of Marketing 75(4): 129-131 Abstract This article discusses how Journal of Marketing (JM) has influenced marketing science and practice by publishing articles on substantive topics relevant to customers, managers, organizations, markets, and society. The journal's 75th anniversary coincides with the 50th anniversary of the Marketing Science Institute (MSI). Frequently, JM and MSI have collaborated to address important substantive marketing issues identified in MSI's Research Priorities. The author highlights seminal articles on brand equity; business-to-business marketing (including sales force management); connecting marketing information, metrics, and strategy; consumer behavior; innovation, new product development. and product management; marketing orientation and capabilities; and market research, methodology and services. She also draws attention to articles that have won the Sheth Foundation/JM Award and the H. Paul Root Award. The article describes how JM's knowledge dissemination is amplified by powerful social network effects. Ideas in JM articles diffuse through the business community, influencing the mind-set of managers worldwide.
Reinventing Marketing to Manage the Environmental Imperative: 2011-06-14 - Journal of Marketing 75(4): 132-135 Abstract Marketers in the past have based their strategies on the assumption of infinite resources and zero environmental impact. With the growing recognition of finite resources and high environmental costs, marketers need to reexamine their theory and practices. They need to revise their policies on product development, pricing, distribution, and branding. The recent financial meltdown has added another layer of concern as consumers adjust their lifestyles to a lower level of income and spending. Companies must balance more carefully their growth goals with the need to pursue sustainability. Increased attention will be paid to employing demarketing and social marketing thinking to meet the new challenges.
A Framework for Conceptual Contributions in Marketing: 2011-06-14 - Journal of Marketing 75(4): 136-154 Abstract Conceptual advances are critical to the vitality of the marketing discipline, yet recent writings suggest that conceptual advancement in the field is slowing. The author addresses this issue by developing a framework for thinking about conceptualization in marketing. A definition of conceptualization is followed by a typology of types of conceptual contributions. The types of conceptual contributions, their similarities and differences, and their importance to the field are described. Thinking skills linked to various types of conceptual contributions are also described, as are the use of tools that can facilitate these skills. The article concludes with a set of recommendations for advancing conceptualization in our field in the years to come.
Sophistication in Research in Marketing: 2011-06-14 - Journal of Marketing 75(4): 155-165 Abstract Over the years, the level of analytical rigor has risen in articles published in marketing academic journals. While, ceteris paribus, rigor is desirable, there is a growing sense that rigor has become a, if not the, goal for research in marketing. Consequently, other desirable characteristics, such as relevance, communicability, and simplicity, have been downplayed, to the detriment of the field of marketing. The authors explore this imbalance, setting forth the consequences of overemphasis on rigor for (1) the manuscript review process, (2) PhD programs, (3) hiring, and (4) the tenure and promotion review process. Two surveys of successful authors provide empirical support for the conjectures put forth. The authors then identify the causes for this trend and propose some directions to reestablish a better balance between rigor and relevance.
Impact of Emerging Markets on Marketing: Rethinking Existing Perspectives and Practices: 2011-06-14 - Journal of Marketing 75(4): 166-182 Abstract The core idea of this article is that five key characteristics--market heterogeneity, sociopolitical governance, chronic shortage of resources, unbranded competition, and inadequate infrastructure--of emerging markets are radically different from the traditional industrialized capitalist society, and they will require us to rethink the core assumptions of marketing, such as market orientation, market segmentation, and differential advantage. To accommodate these characteristics, we must rethink the marketing perspective (e.g., from differential advantage to market aggregation and standardization) and the core guiding strategy concepts (e.g., from market orientation to market development). Similarly, we must rethink issues of public policy (e.g., from compliance and crisis driven to purpose driven) and the marketing practice (e.g., from glocalization to fusion marketing).
Closing the Marketing Capabilities Gap: 2011-06-14 - Journal of Marketing 75(4): 183-195 Abstract Marketers are being challenged by a deluge of data that is well beyond the capacity of their organizations to comprehend and use. Their strategies are not keeping up with the disruptive effects of technology-empowered customers; the proliferation of media, channel, and customer contact points; or the possibilities for microsegmentation. Closing the widening gap between the accelerating complexity of their markets and the limited ability of their organizations to respond demands new thinking about marketing capabilities. Three adaptive capabilities are needed: (1) Vigilant market learning that enhances deep market insights with an advance warning system to anticipate market changes and unmet needs, (2) adaptive market experimentation that continuously learns from experiments, and (3) open marketing that forges relationships with those at the forefront of new media and social networking technologies and mobilizes the skills of current partners. The benefits of these adaptive capabilities will only be realized in organizations that are more resilient and free-flowing, with vigilant leadership and more adaptive business models.
Bridging the Academic-Practitioner Divide in Marketing Decision Models: 2011-06-14 - Journal of Marketing 75(4): 196-210 Abstract The marketing decision models field has produced many striking developments that have had a dramatic impact on practice. However, the field has produced orders of magnitude more developments that have received minimal use. In this article, the author notes the many successful marketing model developments but then considers the relatively low level of practical use (trial or adoption) and questions why that is the case. He then suggests how changes in the incentive and reward systems for marketing academics, marketing practitioners, and marketing intermediaries can bring about adoption and implementation improvements that would be mutually beneficial, bridging the academic-practitioner divide. The author also outlines a program of research in the area of the adoption and use of marketing decision models that will provide guidance on what to develop and how to get those developments adopted.
On Managerial Relevance: 2011-06-14 - Journal of Marketing 75(4): 211-224 Abstract The concept of managerial relevance continues to be a significant topic for both research faculty and business schools alike. Despite decades of debate, it is surprising that there is virtually no work on the nature of the concept itself. Thus, the author defines the concept of managerial relevance, makes three specific observations, and discusses research implications for each observation. The key message is that the field needs a much deeper understanding of the marketing roles within the firm, and research programs must be crafted to fit the needs of these particular roles. The author calls this approach role-relevant managerial research. With this central thesis in mind, he examines the role of the chief marketing officer (CMO) as an illustrative case study to identify areas of inquiry that are both novel and highly managerially relevant. This analysis reveals that of the seven core tasks of the CMO, three have been lightly investigated. The author concludes with advice to both academics and practitioners on how to increase the role relevance of academic research.
Marketing Scholarship 2.0: 2011-06-14 - Journal of Marketing 75(4): 225-234 Abstract The system for the design, production, and dissemination of marketing scholarship aimed at contributing to marketing practice is under increasing strain due to pressures exerted by globalization, digitization, and environmentalism. Scholarly research in marketing adheres largely to a twentieth-century manufacturing model. Change is needed now. Marketing scholarship can benefit from embracing a twenty-first-century, collaborative approach to the conception, design, and dissemination of research. Crowdsourcing is becoming a frequently employed strategy in industry. Marketing academe should adopt some of the same techniques and technologies to make stronger research contributions that will benefit marketing practice. In particular, more collaboration is needed, both among academic researchers and between academe and industry, to be sure important problems are being investigated using sound theories and methods. An open, collaborative model will allow the field to evolve from Marketing Scholarship 1.0 to Marketing Scholarship 2.0.

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