Search results

Purpose – The marketing literature does not provide a satisfactory explanation for the role of consumer's attention in the process of how Country-of-Manufacture (COM) information influences consumer product evaluations. The research contributes to an improved understanding of this process by integrating the construct of “attention to Country-of-Manufacture” into the model and examining its relationship with the influence of COM.

Design/methodology/approach – Survey data are collected from American consumers aged 18 years and above. To test the research hypotheses, MANOVA and canonical correlation analysis are performed in analyzing the data.

Findings – COM has more influence on the attentive group (consumers consciously paying attention to the COM information on a product label), on their evaluations of abstract product attributes such as durability and reliability than it does on the inattentive group (consumers not paying conscious attention to such information). In contrast, COM's influences on evaluating concrete product attributes such as style, model, availability, and quality are all significantly related to involvement with COM, but not to attention.

Research limitations/implications – The product assessments sought from respondents are generally on “foreign” products. Future research needs to obtain product-specific evaluations within each product category in testing the model and see how the results may differ or not differ across product categories.

Practical implications – Marketers selling products with high performance in abstract attributes such as durability and reliability should increase consumers’ attention to the COM through effective product labeling.

Originality/value – This research identifies and empirically investigates the difference of COM effects on consumers’ product judgment between consumers who are attentive and the ones who are inattentive to COM information.

This study explores the relationship between brand image and brand equity in the context of sports sponsorship. Keller's (1993, 2003) customer-based brand equity models are the conceptual inspiration for the research, with Faircloth, Capella, and Alford's (2001) conceptual model – adapted from the work of Aaker (1991) and Keller (1993) – the primary conceptual model. The study focuses on the sponsorship relationship between the New Zealand All Blacks and their major sponsor and co-branding partner, adidas. The sporting context for the study was the 2003 Rugby World Cup held in Australia. Data were collected from two independent samples of 200 respondents, utilizing simple random sampling procedures. A bivariate correlation analysis was undertaken to test whether there was any correlation between changes in adidas' brand image and adidas' brand equity as a result of the All Blacks' performance in the 2003 Rugby World Cup. Results support the view that Keller (1993, 2003) proposes that brand image is antecedent to the brand equity construct. Results are also consistent with the findings of Faircloth et al. (2001) that brand image directly impacts brand equity.

Counterfeiting is an increasing global problem, which affects a wide spectrum of industries – fashion, pharmaceutical, cosmetic, electronic, food processing etc. Globalisation, growth of the world commerce, new markets and technology development have contributed to the growth of the phenomenon of counterfeiting. Besides, counterfeiting has an unfavourable effect on legitimate manufacturers, consumers, as well as on national and international economy.

This chapter is aimed at presenting attitudes of consumers in Bosnia and Herzegovina toward counterfeit products. The intention was to examine whether and why consumers buy counterfeit products, which counterfeit products are purchased most frequently, consumers' attitudes toward counterfeit products and the degree of awareness of the risk of using counterfeit products.

Results of a research conducted on the sample of 427 respondents in Bosnia and Herzegovina reveal that 78.2% of them have bought a counterfeit product, while the most frequently purchased kinds of products include clothes and footwear. The results show that consumers typically buy counterfeit products over the internet or in the local marketplaces, and that the most frequent reasons for buying counterfeit products include lower prices, impossibility to buy the original product and the impossibility to recognise a counterfeit product. The research has also showed that most respondents agree that product counterfeiting affects both manufacturers and the national economy. It was also revealed that the respondents are aware of the risks that counterfeit products may cause.

The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product development, and it provides a comparison to an earlier review of the management accounting (MA) literature (Wouters & Morales, 2014).

This structured literature search covers papers published in 23 journals in IOM in the period 1990–2014.

The search yielded a sample of 208 unique papers with 275 results (one paper could refer to multiple cost management methods). The top 3 methods are modular design, component commonality, and product platforms, with 115 results (42%) together. In the MA literature, these three methods accounted for 29%, but target costing was the most researched cost management method by far (26%). Simulation is the most frequently used research method in the IOM literature, whereas this was averagely used in the MA literature; qualitative studies were the most frequently used research method in the MA literature, whereas this was averagely used in the IOM literature. We found a lot of papers presenting practical approaches or decision models as a further development of a particular cost management method, which is a clear difference from the MA literature.

This review focused on the same cost management methods, and future research could also consider other cost management methods which are likely to be more important in the IOM literature compared to the MA literature. Future research could also investigate innovative cost management practices in more detail through longitudinal case studies.

This review of research on methods for cost management published outside the MA literature provides an overview for MA researchers. It highlights key differences between both literatures in their research of the same cost management methods.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

The balanced scorecard (BSC) is the most popular toll for business performance management. It can be used by managers belonging to every kind of (public or private) organization to keep track of the execution of activities and to monitor the consequences arising from the improvements projects. The (financial, customer, internal business processes, and learning/growth) perspectives of the BSC allow to plan and control the company strategy in a holistic way. Starting from its theoretical bases, this chapter describes the BSC measurement perspectives and how to build a strategy map. The chapter closes with some suggestions for ensuring the success of the BSC.