Product and Service Management
Lead by Example? Custom-Made Examples Created by Close Others Lead Consumers to Make Dissimilar ChoicesMay 15, 2019 Jennifer K. D’Angelo and Kristin Diehl, University of Southern California, and Lisa A. Cavanaugh, University of British Columbia, 2019, 19-117-05
In eight studies, researchers offer novel evidence on how examples shape customization choices. Their findings predict that seeing a friend's customized sneakers would lead you to customize your own sneakers to be *less* similar - even sacrificing your own preferences in order to be unique.
Challenging the Marketing Status QuoMay 01, 2019
David Gal, University of Illinois at Chicago
Why do businesses fail to adapt as circumstances evolve? In this webinar, David Gal draws on lessons from the history of warfare, business, and science to identify the forces that serve to protect the status quo and how these forces can be overcome.
Poster: Organizational Buying and Innovation Adoption Under Share of Wallet ContractsApr 15, 2019 Navid Mojir, Harvard University
Navid Mojir explores the impact of “share of wallet” contracts on purchasing decisions and how they can potentially speed up diffusion of innovation in the context of a medical device market.
The Manipulative Art of Pre-Service Tip ElicitationFeb 15, 2019 Nathan B. Warren, University of Oregon, Sara Hanson, University of Richmond, and Hong Yuan, University of Oregon, 2019, 19-111-02
Managers should be careful with new tip-requesting technology. In online delivery, quick-service food, and beauty service settings, requesting a tip before (versus after) completing a service reduced return intentions, diminished word of mouth, lowered online ratings, and resulted in smaller tips.
Why Customer Service Frustrates Consumers: Using a Tiered Organizational Structure to Exploit Hassle CostsSep 24, 2018 Anthony Dukes and Yi Zhu, 2018, 18-126-09
On average, U.S. consumers spend 13 hours year in calling queues. This game-theoretic model examines organizational incentives to make dissatisfied customers "jump through hoops". While tiered CSO structures may help firms control redress costs and screen claim, customer frustration "by design" can also damage reputation and, ultimately, erode profitability.
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