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on Marketing |
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Issue of 2014‒07‒05
five papers chosen by Joao Carlos Correia Leitao Universidade da Beira Interior and Universidade de Lisboa |
| By: | Moraux, Hélène; Volle, Pierre |
| Abstract: | La question de la performance marketing est cruciale et actuelle (Ambler et Roberts, 2008 ; Homburg, Artz et Wieseke, 2012). Cependant, on constate que la plupart des recherches se polarisent autour de l’étude de la contribution des activités et des investissements marketing à la performance de l’entreprise (e.g., O’Sullivan et Abela, 2007 ; Rust et al., 2004). Cette question est importante car parvenir à mesurer et à prouver la contribution des activités mar-keting à la performance globale de l’entreprise permettrait de justifier le maintien du statut de la fonction marketing et de son budget par rapport aux autres fonctions de l’entreprise (Webs-ter, Malter et Ganesan, 2005). Néanmoins, bien que l’étude de la performance des activités et des investissements marketing soit cruciale, d’autres voies permettant d’améliorer la perfor-mance marketing pourraient être considérées. Notamment, l’étude des pratiques et des modes de travail des équipes marketing permettant de développer leurs ressources, leurs capacités et leurs compétences marketing est quelque peu omise dans la littérature actuelle. La littérature de gestion, et a fortiori de GRH, reconnait l’existence de compétences collectives (e.g., Dejoux, 1998 ; Bataille, 2001). La compétence collective s’analyse comme la présence d’un facteur permettant d’apporter un élément sup-plémentaire à la seule addition de compétences individuelles, et comme l’existence d’une coopération et de transferts de savoir-faire au sein du collectif permettant aux individus ap-partenant au groupe d’accroitre leurs propres compétences individuelles (Retour, 2006). L’étude du développement des ressources, des capacités et des compétences collectives de l’équipe marketing représente ainsi une piste prometteuse pour améliorer sa performance, et in fine probablement la performance marketing pour l’entreprise. En nous appuyant sur le récent concept d’Open Marketing proposé par Day (2011), nous con-sidérons l’ouverture de l’organisation marketing à des réseaux comme un moyen potentiel de développer les ressources, les capacités et les compétences collectives de l’équipe marketing et, ainsi sa performance. L’objectif de la recherche est alors de proposer une définition révisée du concept d’Open Marketing, puis de mettre à jour ses dimensions et ses formes. Dans un premier temps, une partie théorique permet l’étude de trois champs de la littérature : l’organisation marketing, l’apprentissage en marketing, et les actifs marketing (soit les res-sources, capacités et compétences marketing). La mise à jour des lacunes de ces champs per-met de dégager des opportunités pour positionner clairement le concept d’Open Marketing dans la littérature, et ainsi en faire un concept distinctif et précis. A l’issue de cette première phase, une définition de l’Open Marketing est proposée, en vue d’être confrontée aux pra-tiques des entreprises. Dans une seconde partie, une étude exploratoire qualitative est donc menée. Elle permet tout d’abord de confirmer et même d’enrichir la définition proposée de l’Open Marketing. Les dimensions et indicateurs du concept sont ensuite mis à jour, en vue de faciliter l’identification de l’Open Marketing. Pour finir, nous proposons une matrice per-mettant de distinguer deux types d’Open Marketing (l’Open Marketing organisé et l’Open Marketing intuitif) ainsi que deux modes d’Open Marketing (l’orchestration et la maîtrise opérationnelle), ce qui permet d’identifier les formes possibles du concept. |
| Keywords: | Open marketing; Organisation marketing; Performance marketing; Capacités marketing; Compétences collectives; |
| JEL: | M31 |
| Date: | 2014–05 |
| URL: | http://d.repec.org/n?u=RePEc:dau:papers:123456789/13556&r=all |
| By: | Zuzana Brokesova (University of Economics in Bratislava); Cary Deck (Sam M. Walton College of Business, University of Arkansas and Economic Science Institute, Chapman University); Jana Peliova (University of Economics in Bratislava) |
| Abstract: | Many purchases of differentiated goods are repeated, giving sellers the opportunity to engage in price discrimination based upon the shopper’s previous behavior by either offering loyalty discounts to repeat buyers or introductory rates to new customers. Recent theoretical work suggests that loyalty discounts are likely to be implemented when customer preferences are not stationary and sellers can pre-commit to prices for repeat buyers, but otherwise repeat buyers can be expected to pay the same or more than new buyers. This paper reports the results of a series of controlled laboratory experiments designed to empirically test the impact of these factors on pricing strategies, seller profit and total cost to consumers. Absent price pre-commitments, sellers in the lab engage in poaching when it is optimal to do so, but the ability to pre-commit leads to prices being relatively more favorable to loyal customers. Customer poaching increases seller profit and increases total consumer costs in the case of stable consumer preferences without price pre-commitment. |
| Keywords: | Strategic Behavior, Time Discounting, Experiments. |
| JEL: | C71 C91 D41 |
| Date: | 2014 |
| URL: | http://d.repec.org/n?u=RePEc:chu:wpaper:14-12&r=all |
| By: | Herbst-Murphy, Susan (Federal Reserve Bank of Philadelphia) |
| Abstract: | Contact Solutions LLC provides third-party contact center support for a number of government-sponsored prepaid card programs, including U.S. Treasury’s Direct Express. One of the explicit objectives of these programs is to link previously unbanked individuals with access to electronic banking services. With little prior experience as banking consumers, these individuals exhibit usage and behavior patterns, including their consumption of customer service, that differ from those of customers more familiar with financial services. This has presented some new challenges for contact centers. Contact Solutions executives facilitated a Payment Cards Center workshop during which they described some of these challenges and discussed how contact centers are responding. |
| Keywords: | Contact center; prepaid cards; interactive voice response; underbanked consumers; customer-operator |
| JEL: | D1 |
| Date: | 2014–05–01 |
| URL: | http://d.repec.org/n?u=RePEc:fip:fedpdp:14-01&r=all |
| By: | Giancarlo MANZI (Department of Economics, Management and Quantitative Methods, Università degli Studi di Milano, Italy); Pier Alda FERRARI (Department of Economics, Management and Quantitative Methods, Università degli Studi di Milano, Italy) |
| Abstract: | Contrary to private enterprises, public enterprises can be unaware of the impact of their performance when providing services to the public. This is often the case when a small array of choices is in citizens’ hands or coercion is the only possibility and a public service must be received and accepted as it is. In these situations where citizens cannot switch to other providers, customer churn cannot occur, or the use of the service cannot be reduced, the assessment of users’ satisfaction for public services becomes a very important topic. At the same time, this is also a tricky task, since satisfaction may vary among citizens according to their personal needs and expectations. Using proper statistical methods to assess and explain the level of satisfaction for services provided by public enterprises can be useful to face these issues. In this paper we analyse some of these statistical methods and suggest how to use them to improve citizens’ satisfaction. |
| Keywords: | evaluation, services of general interest, statistical indicators, statistical models, meta-analysis, consumers. |
| JEL: | C43 D18 H40 L88 |
| Date: | 2014–04 |
| URL: | http://d.repec.org/n?u=RePEc:crc:wpaper:1404&r=all |
| By: | Claire Bergaentzlé (PACTE - Politiques publiques, ACtion politique, TErritoires - Institut d'Études Politiques [IEP] - Grenoble - CNRS : UMR5194 - Université Pierre-Mendès-France - Grenoble II - Université Joseph Fourier - Grenoble I) |
| Abstract: | The new pricing schemes, enabling smart grids technologies and remote control equipments allow retail consumers to procure demand response resources and participate more intensely in the efficient functioning of markets. This fact is inducing significant changes regarding the roles historically attributed to the different operators acting along the supply chain. It is also involving improvements in markets efficiency, system reliability, and of course regulatory models (Clastres, 2011). This paper aims at focusing on two different benefits, although not incompatible, of smart technology and retail consumers' activation. - The first focus lies on smart grids technology's potential and on smart consumers in enhancing the reliability of power systems. - The second focus is based on the potential of smart grids technology to improve markets efficiency. Regarding the many aspects contained in these two -restricted- sides of benefits, this paper studies smart grids and demand response (DR) programs adoption in California, Germany, Illinois and the UK and is articulated in four points. First, it describes the challenges linked to peak load and peak prices and discusses the instruments becoming available through short-term demand side activation as well as the barriers to procure greater flexibility. Second, this paper deals with demand response and smart metering as a way to enhance wholesale and retail markets efficiency. At last, it discusses the regulatory mechanisms available to the authorities to give the sound incentives for adopting smart grids technology, in order to respond to the real needs encountered by the systems. |
| Keywords: | SMART GRIDS TECHNOLOGY |
| Date: | 2013–07–28 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:halshs-01011169&r=all |