Search results

At the marketing/entrepreneurship interface, most research concerns how entrepreneurs market their businesses, rather than how advertisers market to entrepreneurs. The purpose of this study is to address this gap.

The authors undertake a content analysis of 88 recent issues of the two largest print magazine titles targeted at American entrepreneurs, with particular attention to advertising content for known small business success factors.

This study finds no correlation between factors most important to small business success and advertising volume. However, this study finds a strong, inverse correlation between US small business performance for each success factors and the volume of advertising for that competitiveness factor. Finally, it is found that advertisement characteristics (placement, timing, repetition, contact channel, and competitor comparison) vary by competitiveness factor.

This study is limited to print advertising to US entrepreneurs. The findings imply that small business competitiveness factors may need to be amended, and that the nature of advertising to small businesses should be further investigated.

The ability to identify shortcomings in what small businesses need to succeed may spur advertisers to remedy the gap with product promotions that create awareness of need solutions.

This study is the first to use content analysis of B2B print advertising targeted at entrepreneurs to develop insights into the nature of the target market (US entrepreneurs); to explore the extent to which advertised goods and services match needs of the target market; and to examine whether advertisers communicate the various factors that address target market needs, in different manners.

The cases describe the demise of Arthur Andersen, a firm that had long set the industry standard for professionalism in accounting and auditing. Once an example of strong corporate culture with a commitment to public service and independent integrity, Andersen saw its culture and standards weaken as it grew explosively and changed its mode of governance. The (A) case describes a crisis precipitated by the admission of Waste Management, a major Andersen client, that it overstated its pretax earnings by $1.43 billion from 1992 to 1996. The resulting Securities and Exchange Commission (SEC) investigation ended with Andersen paying a $7 million fine, the largest ever levied against an accounting firm, and agreeing to an injunction that effectively placed the accounting giant on probation. Students analyze the causes of Andersen's problems and advise Andersen leadership. The (B) case covers Arthur Andersen's relationship with Enron, one of the great success stories of the “new economy” boom. When Enron's aggressive use of off-balance sheet partnerships became impossible to hide in autumn 2001, news reports stated that Andersen auditors had engaged in extensive shredding of draft documents and associated communications with Enron. Students are asked to act as crisis management consultants to Andersen CEO Joe Berardino. The (C) case details Andersen's collapse following its indictment and conviction on criminal charges of obstructing justice in the Enron case. Its conviction was later overturned by the U.S. Supreme Court on narrow technical grounds, but by then Andersen had ceased to exist, eighty-nine years after Arthur E. Andersen had taken over a small accounting firm in Chicago. Students can focus on the impact of media on a reputational crisis.

Students will: Identify the teachable moment in a crisis that leaders can leverage as an opportunity to improve a firm's reputation or core identity, to reinforce values, and to drive change, Understand the impact on crisis management of the media landscape and regulatory decision-making, Realize the fragility of corporate cultures and the need to actively maintain them, especially during difficult times,

The cases describe the demise of Arthur Andersen, a firm that had long set the industry standard for professionalism in accounting and auditing. Once an example of strong corporate culture with a commitment to public service and independent integrity, Andersen saw its culture and standards weaken as it grew explosively and changed its mode of governance. The (A) case describes a crisis precipitated by the admission of Waste Management, a major Andersen client, that it overstated its pretax earnings by $1.43 billion from 1992 to 1996. The resulting Securities and Exchange Commission (SEC) investigation ended with Andersen paying a $7 million fine, the largest ever levied against an accounting firm, and agreeing to an injunction that effectively placed the accounting giant on probation. Students analyze the causes of Andersen's problems and advise Andersen leadership. The (B) case covers Arthur Andersen's relationship with Enron, one of the great success stories of the “new economy” boom. When Enron's aggressive use of off-balance sheet partnerships became impossible to hide in autumn 2001, news reports stated that Andersen auditors had engaged in extensive shredding of draft documents and associated communications with Enron. Students are asked to act as crisis management consultants to Andersen CEO Joe Berardino. The (C) case details Andersen's collapse following its indictment and conviction on criminal charges of obstructing justice in the Enron case. Its conviction was later overturned by the U.S. Supreme Court on narrow technical grounds, but by then Andersen had ceased to exist, eighty-nine years after Arthur E. Andersen had taken over a small accounting firm in Chicago. Students can focus on the impact of media on a reputational crisis.

Students will: Identify the teachable moment in a crisis that leaders can leverage as an opportunity to improve a firm's reputation or core identity, to reinforce values, and to drive change, Understand the impact on crisis management of the media landscape and regulatory decision-making, Realize the fragility of corporate cultures and the need to actively maintain them, especially during difficult times,

Using a Constrained Choice Theory framework, this paper will identify variation in choosing the constraint-reflective priorities of budget, taste, or health by sociodemographic group, familial status, and weight category. Identifying which groups experience unique constraints will allow for customized healthy eating programs to address barriers specific to each group.

Data are derived from a paper survey of families with children in Lexington, KY and analyzed using logistic regression.

The results of this study confirm that some sociodemographic groups are more likely to choose priorities that reflect contextual constraints in their lives than others. In particular, having a higher income reduces likelihood of prioritizing budget and increases chances of prioritizing taste. Being married or cohabitating is correlated with choosing health, but having more children reduces the likelihood of prioritizing health. Being obese correlates with increased likelihood of prioritizing budget. Membership in each of these categories reflects constraints on which foods are purchased for the home.

Families are encouraged to improve their diets by eating at home, but families face many constraints when choosing healthy foods at the grocery store. Understanding the constraints experienced by various groups when shopping for food will lead to health policy that more fully addresses barriers to healthy eating for groups with disproportionately high incidence of diet-related disease.

This paper extends Constrained Choice Theory by applying it to a new aspect of health, purchasing groceries, and also by examining a wider variety of sociodemographic groups than previous research.

A 30-item Sport Interest Inventory (SII) was developed and validated for measuring ten unique motives related to consumer interest at an international sporting event. Spectators (N=1,321) attending five different US venues during the 1999 FIFA Women's World Cup were administered the SII. Analysis revealed that sport and team interest, excitement, supporting women's opportunity in sport, aesthetics and vicarious achievement explained 35 per cent of the variance in spectators' interest in the event. Results provide sport marketers with consumer-based marketing strategies, particularly for women's sport.

The cases describe the demise of Arthur Andersen, a firm that had long set the industry standard for professionalism in accounting and auditing. Once an example of strong corporate culture with a commitment to public service and independent integrity, Andersen saw its culture and standards weaken as it grew explosively and changed its mode of governance. The (A) case describes a crisis precipitated by the admission of Waste Management, a major Andersen client, that it overstated its pretax earnings by $1.43 billion from 1992 to 1996. The resulting Securities and Exchange Commission (SEC) investigation ended with Andersen paying a $7 million fine, the largest ever levied against an accounting firm, and agreeing to an injunction that effectively placed the accounting giant on probation. Students analyze the causes of Andersen's problems and advise Andersen leadership. The (B) case covers Arthur Andersen's relationship with Enron, one of the great success stories of the “new economy” boom. When Enron's aggressive use of off-balance sheet partnerships became impossible to hide in autumn 2001, news reports stated that Andersen auditors had engaged in extensive shredding of draft documents and associated communications with Enron. Students are asked to act as crisis management consultants to Andersen CEO Joe Berardino. The (C) case details Andersen's collapse following its indictment and conviction on criminal charges of obstructing justice in the Enron case. Its conviction was later overturned by the U.S. Supreme Court on narrow technical grounds, but by then Andersen had ceased to exist, eighty-nine years after Arthur E. Andersen had taken over a small accounting firm in Chicago. Students can focus on the impact of media on a reputational crisis.

Students will: Identify the teachable moment in a crisis that leaders can leverage as an opportunity to improve a firm's reputation or core identity, to reinforce values, and to drive change, Understand the impact on crisis management of the media landscape and regulatory decision-making, Realize the fragility of corporate cultures and the need to actively maintain them, especially during difficult times,