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We live in very adversarial political times. Tribalism and hateful rhetoric abound. This chapter argues that this state of affairs was an inevitable consequence of political cable television. I blame Ted Turner and CNN. Once Ted showed the world that news could be a profit center, competition, differentiation, and partisan one-sided coverage in broadcasting were inevitable. Product differentiation of cable news stations coupled with confirmation biases that lead viewers to watch networks on which the broadcasters reinforce their political views polarizes public opinion. The chapter concludes with suggestions for climbing out of the downward spiral.

The purpose of this paper is to examine the correspondence between the stock market's immediate reactions to new product introduction announcements and those products' subsequent commercial performance.

The main study uses standard event study methodology.

The paper finds that the stock market reacts “incorrectly” to announcements of new product introductions more often than one would expect from a market that is assumed to be highly efficient.

The paper's findings raise questions about the appropriateness of using daily stock returns to assess the profitability of marketing actions with highly uncertain outcomes.

Event studies of stock prices have been a popular method to assess the profit impact of marketing actions in a timely manner; yet, there has been surprisingly little research addressing the stock market's ability to react immediately to firm actions in a manner consistent with how effective the actions actually turn out to be. The authors' intended contribution is to guide marketing researchers investigating determinants of firm profitability.

Explores ways of developing the marketing mix for the market in drinking tea, rejecting a number of existing marketing mix models. Adapts methods popular in product design and applies them to the marketing mix of the tea‐drinking market. Uses Suh’s principle of product design, explaining it in detail, then applies this to drinking tea, using a random sampling survey to discover consumer needs, perceptions and attitudes. Reports also on an empirical study of 799 Taiwanese households to find out more about the Oriental tea market. Presents the data analysis, including a comparison of brand loyalty. Indicates that market segmentation and marketing mix should be developed simultaneously and claims that this paper provides a method for doing that.

This paper examined the explanatory power of a set of acquisition factors and the ability of decision makers to utilize these factors within the context of corporate takeover decisions using multiple regression and correlation techniques. The acquisition factors included size of cash flow, level of technological advancement, marketing techniques, and management expertise in strategic planning. The results indicate that the size of cash flow, management expertise in strategic planning and vertical marketing systems are significant factors in acquisition decisions.

Economic theory depicts a price‐setter who is cognizant of both the incremental profit implications of changing price and likely competitive reactions. Marketplace observations suggest otherwise; several studies and anecdotal evidence find a tendency for pricing to be driven by cost and market share rather than marginal profit. Further, recent evidence suggests that competitive reactions are often overlooked. This paper develops an explanation of these observations via decision accountability. The literature on accountability is based on the premise that in any social or organizational context, people are compelled to make decisions that can be justified. This justification involves searching for criteria on which those decisions will be judged by others and decision making which can be rationalized on those criteria. New evidence reviewed here suggests that people tend to justify decisions on the basis of more familiar and less ambiguous criteria, giving too little weight to more ambiguous but important considerations. The omission of future profit projections and competitive behavior in decision making, then, can be explained by ambiguity surrounding the estimation of these factors (relative to more concretely measured and familiar internal criteria). I examine three case studies that illustrate how firms have changed information strategy, culture, and competitive thinking in the interest of making profitability and competitive information more justifiable inputs for pricing decisions.

The chapter briefly reviews the eight volumes in my Legend series – organizational buying behavior, consumer behavior, product and new product management, marketing strategy, market segmentation, global marketing, marketing research and modeling, and the future of marketing. In addition, the chapter highlights the three driving forces of much of my research: (a) the real world challenges facing corporations and organizations, (b) the search for new methodological developments, and (c) the continuous challenge of the prevailing marketing concepts and approaches. The chapter concludes with some reflections on the evolution of marketing in the past five decades and my wish list for the discipline and my future activities.