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Article
Publication date: 18 November 2019

Jagdish N. Sheth: reflections of an accidental scholar

Jagdish Sheth

The aim of this paper is to demonstrate that scholarship is all about challenging the prevailing wisdom by offering an alternative perspective or explanation. Hopefully…

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Abstract

Purpose

The aim of this paper is to demonstrate that scholarship is all about challenging the prevailing wisdom by offering an alternative perspective or explanation. Hopefully, the author’s journey of more than 50 years will inspire others to be eclectic and become deep generalists.

Design/methodology/approach

It is an autobiographical evaluation of an accidental scholar. It emphasizes that an educator is more than a scientist or a priest or a public servant. It is all of them. Educators are in the business of making ordinary people extraordinary. They are diamond cutters who are entrusted by society with its rough diamonds to get their brilliance out and make them useful to themselves, the society and the community.

Findings

Over 50 years, marketing has evolved and adapted to the external environment, including technology revolution, changing demographics, global competition and geopolitics. This provides enormous opportunity for the next generation of scholars to establish their own identity in managerial marketing, consumer behavior or marketing analytics.

Practical implications

While publishing in the top journals is both necessary and desirable in the early stages of an academic career, it is also important to make an impact on practitioners by publishing professional books.

Social implications

According to Peter Drucker, there are only two functions of business: innovation and marketing. While innovation is admired by everyone, marketing can also become a positive force for a better world.

Originality/value

Lessons learnt over time from different encounters and circumstances in research, teaching and service are important to document. In the end, according to the author, they are all academic entrepreneurs.

Details

Journal of Historical Research in Marketing, vol. 11 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/JHRM-01-2019-0001
ISSN: 1755-750X

Keywords

  • Consumer behaviour
  • Relationship marketing
  • Autobiography
  • Accidental scholar
  • Jagdish Sheth
  • John A. Howard
  • Consumer behaviour relationship marketing

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Article
Publication date: 14 November 2016

Brickbats and bouquets for marketing

Philip J. Kitchen and Jagdish N. Sheth

The purpose of this paper is to consider the development and application of marketing theory and practice over time and its current status. The terms “brickbats” and…

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Abstract

Purpose

The purpose of this paper is to consider the development and application of marketing theory and practice over time and its current status. The terms “brickbats” and “bouquets” are used as metaphors to extend praise or criticism for marketing. In doing so, the authors draw upon the views of leading theorists over time and apply these in the current environmental context.

Design/methodology/approach

The approach adopted is discursive, critical and conceptual.

Findings

Following literature review, and drawing upon current examples, marketing as a discipline is subject to both kudos and criticisms. Nonetheless, it is concluded optimistically in that marketing can be an even greater source for societal good. That “goodness” is partly based upon the added impetus of social media adoption and use by consumers, the need for growth and accelerative innovation in the digital age coupled with the democratisation of consumption. Nonetheless, the authors offer the caveat that free competitive markets lead to market failures, and the need for market regulation by governments is becoming more evident.

Research limitations/implications

The implications of the paper are profound. Academics should be concerned in and involved with marketing theory. Questions need to be raised concerning non-robust definitions of marketing and its application. The authors wait for a consumer-led approach to marketing to add depth to the marketing theory.

Practical implications

Marketers need to be made more accountable for their actions. Consumers need to become part of the marketing process. Marketing claims need to be verified by delivered benefits. Companies need to take steps to ensure that the marketing process does not end at purchase. Satisfaction needs to be made manifest. Likewise, dissatisfactions need to be managed well as part of the marketing process.

Social implications

Too much marketing currently is relatively unregulated in the sense that there are so few opportunities to evade its myriad reach and – despite social media – little chance of changing marketing practice for the good of societies. Many criticisms of marketing practice are not being addressed in the literature.

Originality/value

Marketing is a vibrant force in all nations and markets. It is deeply rooted in business practice. It is contemporaneous and relevant. It is global and national. But, it is not entirely all good news. There are caveats and criticisms as well as kudos and praise. While both are addressed here, the topic needs to be considered for marketing and its accompanying theory and practice to change.

Details

European Journal of Marketing, vol. 50 no. 11
Type: Research Article
DOI: https://doi.org/10.1108/EJM-09-2016-0530
ISSN: 0309-0566

Keywords

  • Marketing theory
  • Kudos and criticisms of marketing
  • Marketing practice
  • Mutual exchanges
  • Worldwide adoption

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Article
Publication date: 26 June 2020

Repositioning the customer support services: the next frontier of competitive advantage

Jagdish Sheth, Varsha Jain and Anupama Ambika

This paper aims to analyze the present status of customer support services (CSS) and advocate the re-positioning of support services from an administrative cost center to…

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Abstract

Purpose

This paper aims to analyze the present status of customer support services (CSS) and advocate the re-positioning of support services from an administrative cost center to a strategic profit center. Authors demonstrate how customer support or after sales services can be a source of competitive advantage and revenue generation for firms.

Design/methodology/approach

The study adopts a conceptual approach grounded in theoretical foundations of service dominant logic, customer loyalty and customer centricity along with practical illustrations from the industry.

Findings

Following the tenets of theory, review of existing research and analysis of the industry practices, the authors propose a new framework to enable the repositioning of customer service function. The key propositions include establishing customer support as separate business unit and insights center, introducing a new role of a C-level chief customer support officer to lead the customer support unit, adopting a customer-centric culture and process, enabling frontline IT support and investing in frontline employee skills development.

Research limitations/implications

Academics should examine the potential of customer support, where the strategic importance is low at present, leading to customer dissatisfaction. The new approach and positioning of customer support calls for a new direction for research in this area focusing on enablers, challenges and further implications. To succeed in this competitive era, firms should be conscious of the value of customer service and undertake concrete actions to generate value for all stakeholders.

Practical implications

Industry can use the new framework and re-position CSS of the organizations. The CSS unit can be different from other business units in the organizations. The CSS would evolve and emerge from the live customer insights. CSS unit can be managed by the C level chief CSS officer. Customer-centric culture would be developed and front line processes can be made customer-oriented by the officer. Thus, this paper and framework would provide new customer-centric directions to the organizations for effective functioning.

Originality/value

This is the original piece that has emerged from the experience and expertise of the authors.

Details

European Journal of Marketing, vol. 54 no. 7
Type: Research Article
DOI: https://doi.org/10.1108/EJM-02-2020-0086
ISSN: 0309-0566

Keywords

  • Customer loyalty
  • Competitive advantage
  • After sales service
  • Customer centric
  • Customer support
  • Customer support service
  • Re-positioning
  • Service dominance logic
  • Aftersales
  • Customer centricity
  • Service dominant logic
  • Loyalty

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Article
Publication date: 16 July 2018

Brand line extensions: creating new loyalties or internal variety-seeking?

Anthony Koschmann and Jagdish Sheth

The purpose of this paper is to examine whether line extensions (modified brands) create their own loyalties or induce variety-seeking within the brand. Prior research has…

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Abstract

Purpose

The purpose of this paper is to examine whether line extensions (modified brands) create their own loyalties or induce variety-seeking within the brand. Prior research has explored how the branded house strategy (i.e. multiple products bearing the same brand name) retains customers from competing brands. However, this research investigates loyalty within the brand by comparing loyalty and variety-seeking rates of modified brands.

Design/methodology/approach

Markov chains examine behavioral loyalty and switching rates of panel households in the USA over several quarters for two family brands of carbonated beverages. Emphasis is placed on the consumers who purchase the upper median of volume (heavy half) and constitute a disproportionate amount of brand’s sales (86 per cent of the volume).

Findings

Three propositions find that loyalty rates are high among modified brands with little switching to other lines within the brand. Further, loyalty and switch to rates are highest for the flagship branded product (the master modified brand).

Practical implications

Managers segment the market using the branded house strategy, yet loyalty rates vary for each product line. The switching rates can guide managers as to which products have established a loyal consumer base.

Originality/value

While brand switching is a considerable research stream, this research is believed to be the first to explore loyalty versus variety-seeking in the branded house strategy.

Details

Journal of Product & Brand Management, vol. 27 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/JPBM-08-2017-1535
ISSN: 1061-0421

Keywords

  • Brand loyalty
  • Markov chain

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Article
Publication date: 7 January 2019

Do brands compete or coexist? A response to the responses

Anthony Koschmann and Jagdish Sheth

This paper aims to respond to the responses made by Aaker, Keller and Tellis to “Do brands compete or coexist? How persistence of brand loyalty segments the market”.

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Abstract

Purpose

This paper aims to respond to the responses made by Aaker, Keller and Tellis to “Do brands compete or coexist? How persistence of brand loyalty segments the market”.

Design/methodology/approach

This paper is a response to the comments of Aaker, Keller and Tellis.

Findings

The paper finds the comments by Aaker, Keller and Tellis recognize the role of innovation for mature brands to maintain relevance and, by extension, loyalty.

Research limitations/implications

Scholars are encouraged to question conventional wisdom (such as brands compete head-to-head) and build their case for important ideas with strong arguments.

Originality/value

This paper suggests that only through innovation can mature brands hold on to loyal customers. Becoming the relevant brand in a given product space is challenging, but possible through evolutionary and revolutionary innovation of the brand architecture.

Details

European Journal of Marketing, vol. 53 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/EJM-07-2018-0493
ISSN: 0309-0566

Keywords

  • Brand loyalty
  • Markov chain
  • Brand architecture
  • Heavy half
  • Mature products

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Article
Publication date: 13 February 2017

Revitalizing relationship marketing

Jagdish Sheth

The aim of this paper is to review the forces that led to the rise of relationship marketing (RM) and to provide suggestions for how it can overcome its midlife crisis and…

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Abstract

Purpose

The aim of this paper is to review the forces that led to the rise of relationship marketing (RM) and to provide suggestions for how it can overcome its midlife crisis and be revitalized.

Design/methodology/approach

Personal reflections.

Findings

A shift in two dimensions is needed to revitalize RM: from “share of wallet” to “share of heart” as the RM objective and from “managing customer relationships” to “managing contractual or virtual joint ventures with customers” as the process of RM.

Research limitations/implications

The shift to “share of heart” will generate three new RM areas for researchers and practitioners: emotive feedback, purpose-driven RM and the use of social media for developing and nurturing brand communities. For the process shift to take place, companies and customers need to co-create value, collaborate cross functionally and share value.

Originality/value

Going from “share of wallet” to “share of heart” as the objective of RM and from managing customer relationship to joint venturing with customers as a process will revitalize the RM discipline.

Details

Journal of Services Marketing, vol. 31 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/JSM-11-2016-0397
ISSN: 0887-6045

Keywords

  • Relationship marketing
  • Share of wallet
  • Joint venture
  • Share of heart

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Article
Publication date: 1 February 1989

Consumer Resistance to Innovations: The Marketing Problem and its solutions

S. Ram and Jagdish N. Sheth

Considers why customers resist innovations even though they areconsidered necessary and desirable. Identifies functional barriers suchas usage, value, and risk, and…

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Abstract

Considers why customers resist innovations even though they are considered necessary and desirable. Identifies functional barriers such as usage, value, and risk, and psychological barriers such as tradition and image. Concludes that successful innovation lies not in bowing down to consumer resistance, but in understanding the causes and developing a marketing strategy to attack them.

Details

Journal of Consumer Marketing, vol. 6 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/EUM0000000002542
ISSN: 0736-3761

Keywords

  • Beliefs
  • Consumer behaviour
  • Innovation
  • Marketing strategy
  • Product launch
  • Resistance

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Book part
Publication date: 1 January 2010

A Review of Prior Classifications of Purchase Behavior and a Proposal for a New Typology

Hans Baumgartner

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Abstract

Details

Review of Marketing Research
Type: Book
DOI: https://doi.org/10.1108/S1548-6435(2009)0000006005
ISBN: 978-0-85724-728-5

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Article
Publication date: 7 January 2019

Do brands compete or coexist? How persistence of brand loyalty segments the market

Jagdish Sheth and Anthony Koschmann

This study aims to question the conventional wisdom that brands compete for customers, especially in mature industries such as soft drinks. Rather than engaging in price…

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Abstract

Purpose

This study aims to question the conventional wisdom that brands compete for customers, especially in mature industries such as soft drinks. Rather than engaging in price wars or promotion wars, brands coexist in the markets by focusing on their own brand loyal customers.

Design/methodology/approach

Consumer panel data of carbonated beverages are examined using Markov chains to measure switching between two brands: Coke and Pepsi. Switching rates are conducted for all Coke households (n = 10,474) and Pepsi households (n = 7,227). This is further examined with respect to heavy half (upper median) consumers of each brand who make up approximately 86 per cent of volume purchases.

Findings

Households that made a majority of their purchase volume in either Coke or Pepsi products stayed with their preferred brands in subsequent quarters: 85 to 97 per cent of households. These findings are validated at all levels of the brand architecture (family brands, product brands and modified brands), even though both brands engage in similar marketing mix tactics (advertising, price cuts, distribution, product offerings). Loyalty was even higher among the heavy user households.

Research limitations/implications

The research was conducted using two well-known brands in a mature industry. Services or non-mature markets may exhibit different loyalty patterns.

Originality/value

The study extends prior research on competition, loyalty and branded offerings to show that brand loyalty remains high despite marketing efforts to switch the brand buying behavior.

Details

European Journal of Marketing, vol. 53 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/EJM-07-2018-0489
ISSN: 0309-0566

Keywords

  • Brand management
  • Brands
  • Brand loyalty

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Book part
Publication date: 1 January 2005

The Resource-Advantage Theory of Competition

Shelby D. Hunt and Robert M. Morgan

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Abstract

Details

Review of Marketing Research
Type: Book
DOI: https://doi.org/10.1108/S1548-6435(2004)0000001008
ISBN: 978-0-85724-723-0

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