Search results

Strategy Question: Is there a simple yet comprehensive way to characterize the business health of my markets, segments, and niches?

Summary: Now that we have the markets segmented and niched, we need to research each segment relative to attractiveness. This can be simply an indication of segment growth prospects in the chosen planning horizon, or it can be a conglomeration of key elements important to the organization (market strength, opportunity for growth, margin yield opportunity, etc.). This tool takes the user through ways to evaluate the segments for use in prioritizing the importance of various segments to product/service and channel actions. We build on either the Market Segmentation Tool or the Segment Niching Tool by assigning an attractiveness code to the column heading (green, yellow, or red). We then recommend the organization rank order the segments, with the one chosen most attractive positioned on the far left, and those next bests located in decreasing order to the right. We have found the resulting one-page Market Map Tool output extremely helpful in simply conveying what is usually a difficult and very complex picture to explain and communicate.

Successful segmentation and implementation are crucial for firms. This paper aims to focus on what areas small- and medium-sized enterprises (SMEs) consider when implementing new target segments in the organization. If firms do not understand the potential complexity and plan for implementation, they risk overlooking important areas that cause organizational resistance and failure in the market.

This paper builds on a literature study and five SME case studies based on 44 interviews and 10 intervention workshops.

The authors identify key areas of change that SMEs consider when planning to implement segments in the organization, including marketing strategy and plans, organizational aspects and implementation processes. Organization changes and sales plays are key considerations among SME managers. The authors further identify four categories characterized by different degrees of marketing and organizational changes that SMEs face when implementing new target segments, reflecting SMEs former choices.

This research is based on interviews and workshops that bring managers into a situation where they can evaluate needed changes to implement segments. The managers can express the complexity and the effect of the implementation.

This paper presents considerations and insights derived from SMEs and discusses how firms can be better equipped to implement new segments.

This paper offers new insights and directions for segmentation literature, focusing on implementation and proposing how to advance the segmentation literature.

Demonstrates the usefulness of combining retail market segmentation with competitive analysis as a very effective method to understand the dynamics of retail markets and to analyse strategic options for supermarket chains. Attempts to advance the market segmentation research by narrowing the gap between the academically oriented research on segmentation and the practical application of segmentation research. Applies the recommended methodology to a largescale investigation and discusses the empirical findings along with strategic implications for supermarket retail chain organizations.

The purpose of this paper is to draw upon the various articles in this theme issue and identify the key services management principles that merit re-thinking in the face of the growing and enduring trend of Asian travellers.

As a conclusion, this paper reviews the findings of the articles in this theme issue collection and synthesizes them thematically as well as strategically for both scholars and practitioners of services management and marketing.

There are five key assumptions that need re-thinking if services management organizations are to adequately meet the challenges of a more demographically diverse wave of travellers led by Asian visitors. Briefly, service organizations need to re-think: how they identify significant shifts in customer profile, the limits of their current service systems, decisions on service integration versus separation, how to transcend the traditional 5 Ps of services and, not least, how to prioritize humanism over efficiency in terms of service manpower training and development.

Though not exhaustive, the service management issues summarized and highlighted by this paper (and comprising this theme issue of WHATT) should serve to amplify the need to address the significant and enduring changes brought by the new wave of Asian travellers now enveloping services organizations throughout the world.

The paper serves to identify several areas for service organizations to review and re-think which includes, among others, service interactions between front line service providers and customers, the evolving needs of visitors from Asia, how Asian customers perceive concepts of courtesy and politeness, as well as the use of language and culture in shaping and interpreting socio-cultural interactions in a service setting.

There are many challenges facing senior marketing people, and this commentary paper, based on the author’s consultancy experience, teaching expertise and observations of the business-to-business (B2B) environment, aims to address the causal relationship between marketing expenditure and results, which is holding back marketers from inclusion in the boardroom.

This paper includes a contextual analysis with questions and answers, giving supporting examples and facts.

B2B marketers have work extensively to earn a place in the boardroom. The author remains optimistic that given the increasing number of chartered marketers (marketing executives qualified to practice via the Chartered Institute of Marketing) and marketing MSc programmes, B2B marketers will eventually earn the right become the main drivers of corporate strategy, as is the case in the best companies in the world.

The paper brings valuable insight into enhancing marketing accountability and to provide a better position to marketers in the boardroom.

An often overlooked aspect of service delivery in business‐to‐business settings is the issue of service quality among internal organizational units. Yet, in practice many organizational departments are service providers primarily to customers within the organization. For example, management information systems, human resources, and purchasing departments all share an important function supporting other employees as they perform their jobs. Managers of those internal service functions are becoming more concerned with delivering high levels of service quality to their internal customers. This article explores the dimensionality of customer service quality as perceived by a set of internal customers of an organizational buying unit, and examines the potential for segmentation of internal customers. Managerial implications and recommendations are presented to aid organizations desiring to improve internal service quality.

The chapter briefly reviews the eight volumes in my Legend series – organizational buying behavior, consumer behavior, product and new product management, marketing strategy, market segmentation, global marketing, marketing research and modeling, and the future of marketing. In addition, the chapter highlights the three driving forces of much of my research: (a) the real world challenges facing corporations and organizations, (b) the search for new methodological developments, and (c) the continuous challenge of the prevailing marketing concepts and approaches. The chapter concludes with some reflections on the evolution of marketing in the past five decades and my wish list for the discipline and my future activities.

Background: The annual average daily traffic (AADT) data from road segments are critical for roadway projects, especially with the decision-making processes about operations, travel demand, safety-performance evaluation, and maintenance. Regular updates help to determine traffic patterns for decision-making. Unfortunately, the luxury of having permanent recorders on all road segments, especially low-volume roads, is virtually impossible. Consequently, insufficient AADT information is acquired for planning and new developments. A growing number of statistical, mathematical, and machine-learning algorithms have helped estimate AADT data values accurately, to some extent, at both sampled and unsampled locations on low-volume roadways. In some cases, roads with no representative AADT data are resolved with information from roadways with similar traffic patterns.

Methods: This study adopted an integrative approach with a combined systematic literature review (SLR) and meta-analysis (MA) to identify and to evaluate the performance, the sources of error, and possible advantages and disadvantages of the techniques utilized most for estimating AADT data. As a result, an SLR of various peer-reviewed articles and reports was completed to answer four research questions.

Results: The study showed that the most frequent techniques utilized to estimate AADT data on low-volume roadways were regression, artificial neural-network techniques, travel-demand models, the traditional factor approach, and spatial interpolation techniques. These AADT data-estimating methods' performance was subjected to meta-analysis. Three studies were completed: R squared, root means square error, and mean absolute percentage error. The meta-analysis results indicated a mixed summary effect: 1. all studies were equal; 2. all studies were not comparable. However, the integrated qualitative and quantitative approach indicated that spatial-interpolation (Kriging) methods outperformed the others.

Conclusions: Spatial-interpolation methods may be selected over others to generate accurate AADT data by practitioners at all levels for decision making. Besides, the resulting cross-validation statistics give statistics like the other methods' performance measures.

The authors' research examines how negative electronic word-of-mouth (e-WOM) alters focal customers' post-recovery justice perceptions and attitudes to determine their future behavior with the service provider. Specifically, this paper develops and tests a conceptual model to investigate how negative e-WOM alters focal customers' perceptual and attitudinal outcomes after the service recovery experience. It also examines the post-recovery effect of negative e-WOM on focal customers’ willingness to patronize the service after their recovery experience.

To test the hypotheses, two pretests and two experimental studies with created scenarios in the retail context were conducted.

The authors' findings reveal that services are judged during and well beyond failure and recovery occurrences. To maintain a loyal customer base, service managers should develop processes that address service complaints both within and beyond the service consumption stage. The authors also find that despite a favorable recovery, focal customers gravitate toward the failure experience and develop unfavorable attitudes toward the service provider, leading to likely defections.

The authors' research demonstrates the persuasive power of negative e-WOM at the post-service recovery stage, making a unique contribution to the service recovery literature. This research also contributes to the persuasive effect of negative e-WOM, demonstrating message context as a boundary condition of negative e-WOM effects. In general, the authors' work highlights the importance of understanding the psychological processes involved in eliciting the persuasive influence of negative e-WOM in the post-service recovery stage that may lead to the defection of “so-called” successfully recovered customers.