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This paper aims to investigate actual tourist customer visiting behavior with behavioral data from Google Popular Times to evaluate the extent that such an online source is useful to better understand, analyze and predict tourist consumer behaviors.

Following six hypotheses on tourist behavior, a purpose-built software tool was developed, pre-tested, and then used to obtain a large-scale data sample of 20,000 time periods for 198 restaurants. Both bi-variate linear regression and correlation analyzes were used for hypothesis testing.

Support was established for the hypotheses, through an analysis of customer reviews, timing effects, the number of pictures uploaded and price segment information provided by tourists to a given restaurant. Also, a relationship to average duration time was found to be positive. The findings demonstrate that data provided through Google Popular Times matches theoretical and logical assumptions to a high degree. Thus, the data source is potentially powerful for providing valuable information to stakeholders (e.g. researchers, managers and tourists).

This paper is the first to both conceptually and empirically demonstrate the practicality and value of Google Popular Times to better understand, analyze and predict tourist consumer behaviors. Value is thereby provided by the potential for this approach to offer insights based behavioral data. Importantly, until now such an approach to gathering and analyzing this volume of actual customer data was previously considered far less practical in terms of time and expense.

本研究旨在用谷歌热门时段(Google Popular Times)的行为数据来探讨游客的实际访问行为, 以评估此种线上资源对理解、分析和预测游客消费行为的实用程度。

基于对游客访问行为的六个假设, 本研究开发并前测一种专用软件工具, 用其收集198家餐厅中20,000个时间段的大规模数据样本。双变量线性回归(bi-variate linear regression)和相关性分析(correlation analyzes)均用于检验假设。

研究结果支持本文假设, 包含顾客评论数量、时间影响、图片数量以及价格区间等资讯對特定餐厅游客平均数量之預測; 同时亦发现与平均持续时间的正向关系。研究结果证明, 谷歌热门时段所提供的数据很大程度上符合理论与逻辑假设。因此, 其具备潜在强大功能, 能为利害关系人（如研究者, 管理者, 游客）提供高价值的资讯。

本研究是第一个从概念与实证上证明谷歌热门时段的实用性和价值, 进而深入理解、分析和预测游客消费行为。此方式透过行为数据来提供深入的见解并创造价值; 重要的是, 在此之前, 这种收集与分析大量实际顾客数据的方法被认为缺乏时间与成本效益。

El presente documento tiene como objetivo investigar las conductas de visita de los clientes turísticos reales con datos de comportamiento de Tiempos populares de Google (Google Popular Times) para evaluar el grado en que dicha fuente online es útil para comprender, analizar y predecir mejor las conductas de los consumidores turísticos.

Siguiendo seis hipótesis sobre el comportamiento de los clientes turístico visitante, se desarrolló una herramienta de software especialmente diseñada, probada con anterioridad y posteriormente se utilizó para obtener una muestra de datos a gran escala de 20.000 períodos de tiempo para 198 restaurantes. Se utilizaron tanto la regresión lineal bi-variante como los análisis de correlación para probar las hipótesis.

Se apoya la hipótesis que incluyen la cantidad de comentarios de los clientes, los efectos de tiempo, el número de imágenes y la información del segmento de precios sobre la cantidad de turistas que visitan un restaurante determinado en promedio. Además, se encuentra una relación positiva con el tiempo de duración promedio. Los hallazgos demuestran que los datos proporcionados a través de Google Popular Times coinciden en alto grado con las suposiciones teóricas y lógicas. Por lo tanto, la fuente de datos es potencialmente eficaz para proporcionar información valiosa a los interesados (por ejemplo, investigadores, administradores, turistas).

Este ensayo es el primero que demuestra conceptual y empíricamente la practicidad y el valor de Google Popular Times para entender, analizar y predecir mejor el comportamiento del consumidor turístico. Por lo tanto, el valor es proporcionado por el potencial de este enfoque para ofrecer datos de comportamiento basados en la comprensión. Es importante señalar que hasta ahora ese enfoque para reunir y analizar ese volumen de datos reales sobre los clientes se consideraba menos práctico en términos de tiempo y gastos.

Given that the majority of firms are followers of pioneering firms into new, related product markets, managers of almost all firms can benefit from benchmarking their competitive responses to pioneering new product introductions. This paper examines the competitive responses of firms not only in terms of the time until their responding new product introduction, but also in terms of the firms’ preceding stages of competitive response: awareness, interest, and evaluation. For example, how long does – and should – it take a follower firm to become aware of a pioneering new product introduction? A general conceptual framework and basic methodology is proposed for firms to evaluate and benchmark their competitive responses. Follower firm responses to pioneering new low‐fat food product introductions in North America are examined and illustrate the opportunity for benchmarking firms’ competitive responses.

• Appreciate the scope and pervasiveness of fake reviews in retailing

• Recognise the causes of fake reviews in retailing

• Understand consumer responses to fake reviews in retail

• Understand how retailers can and should manage fake reviews

• Understand better the expected future of retail with fake reviews

Appreciate the scope and pervasiveness of fake reviews in retailing

Recognise the causes of fake reviews in retailing

Understand consumer responses to fake reviews in retail

Understand how retailers can and should manage fake reviews

Understand better the expected future of retail with fake reviews

The purpose of the research is first, to understand, explain, and evaluate the nature and extent of marketing skill development in MBA programmes relative to the needs and desires of practitioners and students, and second, to present findings and recommendations for increasing the effectiveness of skill development in MBA programmes for the benefit of both marketing practitioners and academics.

The research design/methodology is based primarily on survey research on skill development in MBA programmes from the perspectives of both graduates and marketing practitioners.

This research suggests that six important skill weaknesses – decision making, leadership, problem formulation, persuasion, creativity, and negotiation – need to be developed among future marketers and that a marketing education framework should be based on the pillars of a project and dissertation, classroom debate and discussion, and oral presentations.

Future research should focus on understanding and explaining to an even greater extent how marketing education can make more effective use of interactive, hands‐on learning approaches typified by a project and dissertation, classroom debates and discussions, and oral presentations.

Implications for practice include the suggestion that practitioners must also assume responsibility for developing initiatives that facilitate marketing skill development as well.

The new and original value and contribution of the research is that it extensively characterises and quantifies the extent of a marketing skill development gap – the gap between what marketing skills are being developed in MBA programmes and what practitioners want and need in marketers of the future in addition to providing recommendations to close the marketing skills gap.

Notes that much is known in the academic literature about factors that may be influential in firms’ market entry timing decisions. Specifically, in response to a competitors’ pioneering new product introduction, academic research finds many conditions that suggest a greater desirability of immediate market entry while many other conditions suggest a greater desirability of a delayed response. Reports the results of a survey and experiment where working managers and experienced MBA students were asked to evaluate the timing of market entry given a complex business scenario. The results show areas where there is a consensus among decision makers with the academic literature, as well as areas where views differ from that of the literature. Perverts and discusses insights gained into the decision making processes of managers for market entry timing decisions. The study can help managers in follower firms achieve greater success in formulating market entry timing strategies by reducing ambiguity in the timing implications of many internal and external conditions, as well as by drawing attention to potential action biases.

The purpose of this paper is to synthesize, organize, and discuss multidisciplinary research influential to a service firm's use of a cyclical time‐based marketing approach that may be aptly termed time‐of‐day services marketing, to introduce a general process and framework to assist in the evaluation of its strategic use, and to present areas in need of future research.

Objectives are achieved via conceptual analysis and a synthesis and organization of the relevant multidisciplinary literature.

The paper finds that the principal benefits to service firms of adopting a time‐of‐day services approach in varying degrees are that it is able to assist the firm in offering multiple, unique value‐propositions, providing superior contextual value to the customer, enhancing customer perceptions of value in relation to their needs, and supporting the firm's pursuit of a sustainable competitive advantage in its services.

Time‐of‐day services marketing is a viable approach for some firms but is not a strategy to be pursued by all firms. Service industry executives and managers should carefully weigh its adoption in terms of an overarching framework to identify the best services strategy for their marketing and business objectives.

Time‐of‐day services marketing has received little strategic attention in the services marketing literature. Furthermore, there is no good, published source of guidance to help service industry executives and managers make decisions about the extent that such an approach may present opportunities for value creation and competitive advantage. This paper addresses these voids by providing and discussing a comprehensive set of multi‐disciplinary factors, process, and framework that facilitate its evaluation for strategic adoption. Theoretically, the research contributes to the body of services marketing knowledge by altering the services marketing view of the “day” to be one that can be increasingly examined as less‐constant in terms of many service‐relevant individual and social behaviors, more systematically varying, and increasingly explainable on biological/physiological, sociological and/or psychological bases which are ultimately highly relevant to services marketers

The purpose of this paper is to provide greater insights to managers seeking to time properly the launches of innovative new products (NPs) across multiple generations. This paper aims to address the rhythm matching problem by developing a typology and a conceptual framework of the interaction between a firm's technological readiness to launch NPs and a market's receptivity in influencing a firm's long‐term performance.

Based on the new product development (NPD) and diffusion of innovation literatures, the paper develops a model explicitly to address the rhythm matching problem by highlighting the interaction between a firm's technological readiness to launch new products and a market's receptivity in influencing a firm's long‐term performance. The logic of this model may be described as follows: long‐term performance is a function of matching: products to customer needs, marketing mix dynamics to customer segments and buying behavior dynamics, and logistics, supply chain management, and inventory to market dynamics and financial efficiency; uncertainty in: knowledge of needs, market segments and their dynamics, and market dynamics is all a function of time, as is financial efficiency. Therefore, a firm's long‐term performance is a function of these matches over time.

Deriving from the proposed model and typology, it was found that in independent rhythm windows, the management focus is on a single generation and each successive generation can be planned independently. In market‐imposed windows, firms aim at adapting their own NP readiness rhythm to the market receptivity rhythm. In firm‐imposed windows, firms have the initiative to drive the market receptivity rhythm. In dynamically resultant windows, everything is more complicated because firms' NP readiness rhythm and market receptivity rhythm influence each other.

The model and typology developed in this paper are a breakthrough result of synthesizing various traditions of NPD and diffusion of innovation research. It is believed that the paper provides a rich conceptual framework drawing together extant research on the development and introduction of new products. The framework is intended both to explicitly inform managers of the importance of rhythm matching as well as to the factors that influence such matching. It is also intended to provide a lens with which further research can be directed to increase the efficiency and effectiveness of resource utilization in NPD and the long‐term success of the firms.