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Enhance your database marketing by incorporating insight into why customers behave as they do and how you can influence that behavior.

A study of the characteristics of successful new consumer financial products is described. The first stage of the investigation involved the identification of financial product attributes possibly associated with success. A total of 43 were found. Information was then collected on these attributes for 77 new financial products and was simplified by grouping into nine distinct factors. The article describes all nine factors in detail with illustrations. Four of the factors are particularly associated with success. They are: “overall quality” (the product, the delivery system, after‐sales service, the organisation′s reputation for quality); having a differentiated product (being first, being innovative); product fit and internal marketing (the new product complementing existing products and receiving the support of staff); and use of technology.

In response to calls for theory use and a more reflexive turn in social marketing, this paper aims to draw on previously executed studies. In line with dominant social marketing downstream-focussed practice, the explanatory power of a commonly used theory, namely, the theory of planned behaviour (TPB), was empirically examined across three different contexts and critically assessed to guide future research practice.

TPB measures were drawn from prior studies, and inconsistent item use across contexts was observed. Quantitative studies involving from 876 to 3,191 respondents underpin this study. Each study focussed on a different behaviour, namely, walking to and from school, binge drinking and packing fruits and vegetables into lunchboxes. Hierarchical multiple linear regressions were used for data analysis.

Item use was mixed, construct reliability was not consistent and consequent findings indicated that TPB explained walking to and from school and binge drinking, but it did not explain packing fruits and vegetables into lunchboxes.

Theory use is recommended to enhance intervention outcomes. However, theory application remains scarce in social marketing. Moreover, when theory is used, consistent measures are not used; items are removed from constructs to obtain model fit and constructs used within the theory differ. The current study draws from three studies, all of which applied TPB to explain behaviours. Mixed outcomes were observed when the same analytical process was applied using the available measures and constructs. Close investigation of the measures used across the three studies highlights one explanation for mixed findings. In the absence of consistent application of the theory, drawing definitive conclusions about a theory’s effectiveness is premature. Precise application of theoretical constructs is needed to deliver theoretically derived understanding.

Marketing is innovative thinking and inventive doing for many organizations. Most noncommercial organizations and small businesses are exploring formal marketing concepts and methods for the first time. Industrial and high technology companies are becoming more sensitive to their customers and competitors and, therefore, to marketing efforts. Environmental uncertainty and pressures have challenged conventional practices in traditionally marketing‐oriented industries such as retailing and packaged goods.

Although very much in vogue in both academic discourse and practitioner rhetoric, presents a case for a need to be concerned over the use of the “R” (relational) word in marketing. But even this needs to be implemented with caution and sensitivity as evidence on how consumers react to the approach shows. In an era of self service and disintermediation, marketers are increasingly turning to customer data instead of the tacit understanding of customers they used to possess when interaction was on a more personal basis. There are, however, concerns over the nature of the data collected and the way in which it is used, that lead to a proposition that relationship marketing can be an oxymoron. Also, however, suggests a number of compromise solutions in an era in which marketers are unlikely to abandon the paradigm. If marketing reverted to earlier paradigms rather than promising cynical consumers a “relationship”, perhaps all parties might actually start to gain more trust in each other. Personal rather than relational interaction would indeed be more pragmatic.

ESPE, the market leader, is a medium-sized German manufacturer of precision dental impression materials competing in a shrinking market. To grow the business, ESPE invests substantial resources in innovative impression materials and associated distribution mechanisms. Squeezed by the shrinking market, the competition is increasingly using the proprietary channels (dispensing mechanisms) and brand equity (trademark) of ESPE to maintain their market share. There is a potential infringement. Explores how ESPE is organized to execute on the options imbedded in its IP rights.

To provide students with an understanding of how to use brands and trademarks in conjunction with trade secrets, patents, and other forms of IP in mature markets to build and maintain innovation-based competitive advantage.

The purpose of this article is to explain how the management of the two areas business intelligence (BI) and customer insight (CI) needs to be brought together to support a company's interactive marketing.

The article is based on the author's work in consultancy and in assessing client company's customer management capabilities and performance, as well as a review of some of the literature on BI and CI.

The article suggests that companies need to pay close attention to the governance of BI, as a self-service approach to BI becomes increasingly used by CI teams.

The review of literature carried out by the authors suggests that the interface between BI and CI is poorly researched and would benefit from a significant research effort.

The focus on the interface between BI and CI is relatively new. The authors hope that it will trigger significant research.

This paper aims to answer the following four research questions: Where do tourists gaze at the destination? What do tourists gaze at the destination? How do tourists gaze differently? Why do tourists gaze differently referring to relevant theory?

With a computer vision approach, this study illustrated a series of maps that reflect where and what do tourists gaze at and compared the differences in the visual perceptions among Asian, European and North American tourists in Hong Kong.

The findings confirm that the “tourist gaze” is influenced by geographical and cultural conditions. The conclusions provided three types of implementations for destination management strategies and advocated a high engagement with computer vision technology.

In theory, this study proves that the “tourist gaze” is influenced by geographical and cultural conditions. The study’s methodological contribution lies in applying advanced technology of visual content analysis for big data relevant to the issue of the tourist gaze. Practically, the finding that has not been achieved via previous questionnaire surveys will serve as a reference for tourism recommendations and precision marketing. In addition, its practical contribution is that it offers a means by which to explore tourists’ perceptions of destinations and understand the attractiveness of destinations to tourists.

研究一方面使用计算机视觉深入学习模型对游客照片内容进行识别, 比较了亚洲、欧洲和北美游客在香港不同空间场景的视觉感知差异。另一方面, 研究借助ArcGIS软件对游客凝视地点和内容差异进行了具体可视化分析。

这项研究有四个研究子问题：

• （1） 游客在哪里凝视？

• （2） 游客凝视了什么？

• （3） 游客凝视内容有什么不同？

  （4） 为什么游客凝视不同？

（1） 游客在哪里凝视？

（2） 游客凝视了什么？

（3） 游客凝视内容有什么不同？

（4） 为什么游客凝视不同？

不同游客在旅游目的地的“凝视”存在差异, 差异表征具体体现在地点选择和内容偏好等维度。同时, 研究结果显示计算机视觉技术在旅游研究领域呈现较好的应用潜力。

理论上, 本研究佐证了”游客凝视”受地理和文化条件影响的理论。技术上, 本研究探索了视觉分析技术在游客凝视议题上应用, 为旅游目的地感知评估提供了新的视角。应用层面, 研究结论为旅游目的地精准营销提供了参考。

Resumen

Con un enfoque de visión artificial, este estudio ilustra una serie de mapas que reflejan dónde y qué miran los turistas, y compara las diferencias en las percepciones visuales entre los turistas asiáticos, europeos y norteamericanos en Hong Kong.

El estudio tiene cuatro preguntas de investigación:

• (1) ¿Dónde miran los turistas en el destino?

• (2) ¿Qué miran los turistas en el destino?

• (3) ¿Cómo miran los turistas de forma diferente?

• (4) ¿Por qué los turistas miran de forma diferente en referencia a la teoría pertinente?

(1) ¿Dónde miran los turistas en el destino?

(2) ¿Qué miran los turistas en el destino?

(3) ¿Cómo miran los turistas de forma diferente?

(4) ¿Por qué los turistas miran de forma diferente en referencia a la teoría pertinente?

Las conclusiones confirman que la “mirada del turista” está influida por las condiciones geográficas y culturales. Las conclusiones aportan tres tipos de aplicaciones para las estrategias de gestión de destinos y abogan por un alto compromiso con la tecnología de visión artificial.

En teoría, este estudio demuestra que la “mirada del turista” está influenciada por las condiciones geográficas y culturales. La contribución metodológica del estudio radica en la aplicación de tecnología avanzada de análisis de contenido visual para big data relevante para el tema de la mirada del turista. En la práctica, los hallazgos que no se han logrado a través de encuestas anteriores servirán de referencia para las recomendaciones turísticas y el marketing de precisión. Además, su contribución práctica es que ofrece un medio para explorar las percepciones de los turistas sobre los destinos, y comprender el atractivo de los mismos para los turistas.

Food choices profoundly affect one's dietary, nutritional and health outcomes. Using alcoholic beverages as a case study, the authors assess the potential of genetic data in predicting consumers' food choices combined with conventional socio-demographic data.

A discrete choice experiment was conducted to elicit the underlying preferences of 484 participants from seven provinces in China. By linking three types of data (—data from the choice experiment, socio-demographic information and individual genotyping data) of the participants, the authors employed four machine learning-based classification (MLC) models to assess the performance of genetic information in predicting individuals' food choices.

The authors found that the XGBoost algorithm incorporating both genetic and socio-demographic data achieves the highest prediction accuracy (77.36%), significantly outperforming those using only socio-demographic data (permutation test p-value = 0.033). Polygenic scores of several behavioral traits (e.g. depression and height) and genetic variants associated with bitter taste perceptions (e.g. TAS2R5 rs2227264 and TAS2R38 rs713598) offer contributions comparable to that of standard socio-demographic factors (e.g. gender, age and income).

This study is among the first in the economic literature to empirically demonstrate genetic factors' important role in predicting consumer behavior. The findings contribute fresh insights to the realm of random utility theory and warrant further consumer behavior studies integrating genetic data to facilitate developments in precision nutrition and precision marketing.

The subject areas are e-commerce, brand management, marketing strategy, digital marketing and supply chain management strategy.

Medium, can be used for undergraduate marketing electives and graduate core courses.

Jumei, founded in 2010, had already become China’s biggest online retailer of beauty products. Its 31-year-old Founder and Chief executive Officer (CEO) Leo Chen had become the youngest CEO of any NYSE listed company in 2014. However, Jumei was currently facing a major milestone. Could it become a mega-commerce hub like Alibaba? Or should it stick to its core product line – cosmetics – which was already being challenged by luxury retailers and other horizontal e-commerce competitors?

The case will provide the students the opportunity to conduct a situational analysis Identify and prioritize generic business and marketing strategies, review concepts of brand/line extension and conceive new product ideas, assess Jumei potential as a business-to-customer platform and assess brand equity and potential by comparison to another diversified brand.

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CSS 8: Marketing.