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The theory of emergent nature argues that the “right” people have a unique ability to imagine and envision how products might be developed so that they can be successful in the marketplace. The purpose of this paper is to apply this theory to the wine market to evaluate the ability of wine tasters with the “right” profile (i.e. high in emergent nature) to identify benefits applicable to the development of a new wine.

Two sequential studies were performed to collect data: a qualitative study of a sample of 44 professional wine tasters to identify the “right” profile and a quantitative study, with a sample of 1,126 consumers, to assess the value of the benefits proposed by the wine tasters in terms of purchase intention. The validation of the measurement model was carried out using the variance-based partial least squares (PLS) technique.

Two types of wine tasters were identified, normal and “right”. The “right” wine tasters were more and better able to develop arguments for the innovation and market orientation of the wine.

In the context of the wine market, identifying expert wine tasters with the “right” profile is a strategic option to improve innovation and market orientation in the development of commercially viable wines.

This pioneering research validates, in the wine market, a proven methodology used in other markets, which makes it possible to identify expert wine tasters high in emergent nature. These “right” expert tasters identify benefits that can have a decisive effect on purchase intention.

This chapter will look at the development, types and effectiveness of new forms of advertising in television (NFAs) and report on the current state of research in the field.

The most relevant contributions from the literature describing the practice and assessing the effectiveness of NFAs are presented and reviewed.

NFAs have emerged in response to the decreased effectiveness of conventional television advertising (spots) due to audience fragmentation, zapping, saturation and increased competition. Currently, NFAs are widely used around the world. Although the available empirical evidence indicates that NFAs are more effective than traditional spots in terms of recall, this chapter points to a need for better scientific understanding of key aspects of these new formats. Given the important role that NFAs play in how today’s television advertising market is managed, further research is needed on their effectiveness.

The literature on the practice and analysis of the effectiveness of NFAs is unfocused and varied, making it difficult to adequately determine whether the growing use of these formats can be justified on the grounds of proven arguments regarding the qualities that set them apart from traditional spots. In this regard, the summary provided in this chapter of both the state of knowledge about different types of new advertising formats on TV and their effectiveness is an important reflection of the state of the art in research on these formats.

The relevance of this study lies in the search for alternative sales channels, not originally intended for this end, at a time of general crisis within the tourism sector. In spite of the great number of companies from the tourism sector that join multi‐sponsor loyalty platforms and the high volume of tourism service offers (flights, journeys, hotel accommodation, etc.) made and accepted through this medium, little is known about basic aspects for the management of such companies' participation. The paper aims to investigate this issue.

Using data from a leading programme in the Spanish market over a wide period of time – ten years and nearly 100,000 point redemptions have been analysed – additional sales in different tourism service categories, related with the redemption of points, have been evaluated by comparing them with other offers made.

Tourism service offers are indeed one of the reward choices most popular among cardholders. In order to obtain tourism offers the consumer usually makes up their points total in the programme to the required level by making additional payments. It is important to classify cardholders according to their point credit‐rating (the rate at which they accumulate points in the programme) and make them offers in accordance with their preferences.

The benefits that a tourism service provider may obtain by joining a multi‐sponsor loyalty programme and including its services as reward offers are discussed. For programme managers information and conclusions relevant to reward catalogue design are also expounded.

This paper helps tourism service providers to take decisions with regard to joining a multi‐sponsor loyalty programme by reviewing important issues relating to both point redemption and sales.

The aim of this study is to analyze over time the evolution of associated costs of direct marketing in Spain and offer operational conclusions for the optimization of marketing budgets intended for the establishment of contact and/a relationship with the customer.

This study analyses and compares the relationship between advertising messages sent through direct mail, electronic mail, telemarketing and short cell‐phone messages (SMS), over five years. In the context of a loyalty program, and by means of a historical analysis, an alternating media marketing test is presented: a total of 10,000 contacts per medium studied per year were made.

The relationship that exists between the cost per contact and the cost per effective response for each one of the above mentioned direct and interactive media.

A series of operational conclusions can be extracted for direct media planning and its marketing budget optimization with regard to choice of medium according to expected response and choice of medium according to cost per response.

The relevance of this work is based on the relative lack of information in Spain over the cost of communications channelled through direct media. Besides, the inclusion of advertising by SMS in this work is particularly relevant due to the fact that the novelty of this media channel means that it has only been analyzed independently by very few existing studies.

The purpose of this paper is to address physical space management in customer service establishments and recognise the importance for such establishments to consider the experiences of customers in these spaces. For this purpose, the authors suggest constructs that enable service companies to focus appropriately on clients and to create and manage the experiences of customers in these facilities.

The data for the analysis were gathered using a purpose‐designed structured questionnaire that was administered by computer‐assisted telephone interviewing (CATI). Quotas were established to ensure a reliable and accurate representation of the general Spanish population with current accounts at a retail branch of any bank. The data collected included 1,600 valid responses.

Changes in the physical spaces of banking establishments must be determined by “how such establishments want to be perceived” by customers. This research indicates that current management is inadequate, as evidenced by the resoundingly negative customer evaluations. Consequently, banking establishments must be redesigned to ensure that clients are placed at the centre of such spaces.

The authors’ practical recommendation is that banks should introduce changes to the environmental and physical components of their facilities to generate a more positive response from their customers.

The categorisation of the physical customer service space described in this paper will enable such spaces to be used to facilitate positive consumer experiences, to assist companies in achieving an improved client‐oriented atmosphere.