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Approach knowledge management one business process at a time.

Explores the potential effects of computer technology on the traditional structure and functioning of focus groups. On‐line focus groups are purported to be cost‐effective, enable the inclusion of dispersed participants, and result in broad and honest responses on the part of participants as a result of system anonymity. However, many of these claims have not been carefully examined. It is essential that the unique qualities of on‐line environments form the theoretical grounding for on‐line research efforts. Drawing on insights from research in the computer‐mediated communication field, we propose some conditions in which on‐line focus groups may broaden current applications and provide a useful complement to traditional face‐to‐face approaches. Considering these insights, we developed an Internet tool, called Internet Focus Group or IntFG ‐ to enable future empirical exploration of on‐line focus groups. The main motivation for the development of the IntFG tool is that it is a necessary element of a systematic research program in this area.

Since gaining a mass following in the mid‐1990s, companies have poured millions into customer relationship management (CRM) software and solutions. Over the next few years analysts predict that this high spend is set to continue. But why the explosion in investment? Can CRM offer long‐term value, and if so how? The basics of CRM have been around ever since the birth of commerce. At the heart of every business transaction lies the process of interaction between customer and vendor. Managing this interaction so that customers willingly return should be the goal of every customer‐facing organization.

The purpose of this paper is to demonstrate how an e-bank’s structure (click-and-mortar bank vs internet-only bank) influences the consumer’s evaluation of website quality, and to identify the most significant website features that influence online trust and lead to consumer loyalty.

A non-probability convenience sample of 476 online bank users (248 click-and-mortar and 230 internet-only bank users) was used in this study. An online survey was conducted. Structural equation modeling and multi-group analysis were used to analyze the data.

Findings suggest that e-trust and e-loyalty levels depend on the e-banking structure. Click-and-mortar-based online users were found to have more trust and loyalty in their online banks than internet-only bank users. Findings demonstrate that website features are evaluated differently according to the e-bank structure. Information design and interactivity are very important for internet-only banks, and their effect on online trust seems to be higher. On the other hand, website personalization was evaluated as more important for click-and-mortar banks and had a stronger impact on online trust.

To promote the trustworthiness of their websites and retain customers, internet-only banks should make the experience more tangible for users by developing a pleasant online experience. Personalization is an important variable that can enhance the consumer’s engagement with the brand. Click-and-mortar banks should enhance their interactivity by providing a continuous and consistent experience across different channels of distribution whether online or in-person and provide more interactive tools on their websites.

This study contributes significantly to the marketing research literature related to consumer trust as well as to the electronic banking literature. It is the first study to compare customers of click-and-mortar banks with customers of internet-only banks when evaluating website features. It also explores the impact of the e-bank model on the relationship between website features and online trust and customer loyalty.

As a high school senior, there was no doubt I wanted to attend college, it was just a matter of where. I applied to only two universities – Oakland University (OU) and MSU. I was not too familiar with MSU, but it had a good reputation; I was much more familiar with Oakland. Although I had obtained an application for the University of Michigan (UM), I decided that the UM application was just too long to complete. And what the heck is a wolverine anyway? I lived in Michigan for most of my life, and I had never spotted this mythical rodent. As a tendency, I always found Michigan students and alumni to be either too arrogant or eccentric for my taste. Also, at that time of my life, I found the atmosphere in Ann Arbor not right in some way, so I applied to only two universities.¹

Contrary to my expectations, the old adage holds true – “absence makes the heart grow fonder” – even in the context of higher education. If someone would have asked me 15 years ago if I would miss my time at the copy machine in the Marketing Department or in the library or stressing about comprehensive exams or my dissertation, my answer would have been a resounding “NO!” Now that I realize what a luxury it was to be focused exclusively on learning and research without all of the other obligations of tenured faculty life, I remember my days at MSU fondly. I can almost say I even miss the winters! However, since joining North Carolina State University in 1995, the key word in that last sentence is “almost”.

This study surveys a broad spectrum of new product development (NPD) projects from the biochemistry industry in the USA, Canada, Germany, the UK, and Belgium with the purpose of exploring the role of the organizational activity factors in the NPD success.

Drawing on the resource‐based view of the firm, the authors present a set of hypotheses concerning the relationship between the people resources, development resources, testing resources, and launch resources committed to NPD projects and their financial success. In addition, the effect of the firm's international market involvement on the NPD project success is considered. In this study, testing of the hypothesized relationship is accomplished through linear probability model, binary probit model, and binary logit model.

Empirical results generally support the predictions from the theory. Specifically, the findings of this study show that: the involvement of a strong champion, use of a multi‐disciplinary team, and focus of a dedicated team are key factors for NPD project success among the people resources; the detailed market research has a significant impact on the project success in the development phase of the NPD process; the allocation of resources to the testing of the product with the final customer, market testing, and production start‐up positively influences the NPD project success; advertising quality plays a key role in the NPD project success during its launch; and the NPD project success is positively associated with the degree of a firm's diversification into international markets.

This study provides several guidelines for product managers seeking to launch new products. It offers critical insights into the identification of firm resources that influence the NPD project success. This study also has important implications for firms that consider diversifying or have already diversified into international markets. Understanding the role of market diversification in the NPD project success advances the ability of managers to direct their efforts in international market involvement.