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Grounded in regulatory mode theory (RMT), this study aims to investigate the impact of managers’ orientation for action (locomotion and assessment) in business-to-business…
Grounded in regulatory mode theory (RMT), this study aims to investigate the impact of managers’ orientation for action (locomotion and assessment) in business-to-business positioning decision-making.
Data are collected using a scenario-based experimental design. Study 1 examines whether interest and involvement in recommending a positioning strategy depends on a manager’s regulatory mode orientation. The impact of such orientations on the likelihood of changing a recommended positioning strategy is the focus of Study 2. The moderating effects of task motivation (expected rewards resulting from a recommendation), market feedback and the line manager’s leadership style are examined.
Both assessment and locomotion are significant determinants of involvement in recommending a positioning strategy. The introduction of motivation as a moderator helps explain differences in level of interest in positioning decision-making. Locomotion, but not assessment, affects the likelihood of changing a recommended positioning strategy. Assessment amplifies the impact of locomotion, while none of the interaction effects between regulatory mode orientation and contextual factors is a significant determinant of changing a positioning strategy.
To the best of the authors’ knowledge, this is the first application of RMT on positioning decision-making. Results from two experiments provide novel insights into the predictive relevance of managers’ preference in terms of involvement with the decision-making process and the likelihood of altering positioning.
Tests the relevance of positioning within the domain of business marketing through the application of a new typology of positioning strategies. The proposed typology is…
Tests the relevance of positioning within the domain of business marketing through the application of a new typology of positioning strategies. The proposed typology is tested in a well‐established market sector which is characterised by commodity products and consequently the research deals with positioning as applied to actual companies rather than specific brands. Our results offer strong support as to the stability of the proposed typology and the relevance of the concept of positioning in business markets. The authors suggest that although business positioning is predominantly determined by hard criteria (e.g. product quality) and relationship building factors (e.g. personal contact), other considerations such as company structures (i.e. geographical coverage), breadth of offerings and degree of integration (i.e. location in the distribution chain), also play an important part. Finally, we offer support to the claim that, level of familiarity with a specific company is a contributing factor to perceptions of the pursued positioning strategies.
Examines the determinants that influence consumers’ intention to buy environmentally friendly products. Ajzen’s theory of planned behaviour (TPB) provides the conceptual…
Examines the determinants that influence consumers’ intention to buy environmentally friendly products. Ajzen’s theory of planned behaviour (TPB) provides the conceptual framework of the research and the appropriateness of the theory and is tested in two distinct market conditions (UK and Greece). Although the findings offer considerable support for the robustness of the TPB in explaining intention in both samples, there is some indication that the theory is more appropriate in well established markets that are characterised by clearly formulated behavioural patterns (i.e. the model fitting elements of the UK sample are superior to the corresponding ones obtained from the Greek sample). The results are consistent with previous research on moral behaviour.
The purpose of this paper is to undertake a comparative examination of the media types used in projecting positioning strategies of service brands, and to establish…
The purpose of this paper is to undertake a comparative examination of the media types used in projecting positioning strategies of service brands, and to establish whether there is evidence of congruence/fit between managerial decisions, adopted communications and target audience perceptions of positioning strategies of the brands. The relative congruence among intended, conveyed and perceived brand positions is an important research task. Also, how to ensure such synergy and minimize incongruence is an important research question both to theory and to practice.
Following extensive review of the literature, triangulation research method (face-to-face long interviews, survey and content analysis) characterized this study.
The findings reveal that overall parity between the three media (TV; newspaper; and pamphlets, leaflets, brochures and billboards) is evident in terms of failure to translate managerial decisions into corresponding positioning messages. The findings also show that fit or congruence between managerial decision and communicated message fails to deliver the desired message in 19 per cent of the observations. Further 23 per cent of the adopted strategies are neither present in communications nor perceived by the target audience. Irrespective of a positioning strategy being adopted or not, there is total congruence/fit between messages in newspapers and target audience’s perceptions, while the corresponding results for TV and other media are moderate. Moreover, channels for positioning offerings can be multifaceted and they do not strictly have to occur via communications. Only “brand name” positioning strategy demonstrates total fit, while “top of the range” shows high frequency of failure to translate managerial decisions into appropriate communication messages.
This paper offers useful insights into the overall differences between the three media (TV; newspaper; and pamphlets, leaflets, brochures and billboards) in the positioning of service brands. The study is a step forward in the diagnosis of the congruence/fit or coherence in the positioning activities between managers, firm practices and consumers’ perceptions. Without this knowledge, executives may encounter difficulties and challenges in their efforts at establishing, maintaining or reframing market “positions” for their offerings.