Концепция референтной цены получила широкое распространение в маркетинге. В недавнем обзоре литературы по данной проблеме Kalyanaram and Winer (1995) отметили существование двух альтернативных точек зрения на формирование референтной цены. Согласно первой точке зрения, потребители запоминают цены, с которыми они столкнулись при совершении предшествующих покупок, и поэтому, приступая к новым покупкам, они имеют представление о том, сколько они должны заплатить за тот или иной бренд. Так как потребители полагаются на свою память о прошлых ценах на товар, то данная референтная цена называется «внутренней референтной ценой» (IRP – internal reference price). Согласно другой точке зрения, референтная цена формируется в период покупки, на основании наблюдаемых цен (например, цен, указанных на ценнике) на другие бренды непосредственно в момент покупки. Согласно данной точке зрения, внешняя информация во время совершения покупки определяет цену, которую потребитель согласен заплатить за товар. Этот тип референтной цены называется «внешней референтной ценой» (ERP, external referent price).
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Building Store Loyalty Through Store Brands [статья]

Опубликовано на портале: 30-09-2003

Marcel Corstjens Journal of Marketing Research (JMR). 2000. Vol. 37. No. 3. P. 281-292.

: In this article, the authors study the role of a store brand in building store loyalty through a game theoretic analysis. In a market in which a segment of consumers is sensitive to product quality and consumers' brand choice in low-involvement packaged goods categories is characterized by inertia, the authors show that quality store brands can be an instrument for retailers to generate store differentiation, store loyalty, and store profitability, even when the store brand does not have a margin advantage over the national brand. In addition, this loyalty argument does not apply for the 'cheap and nasty' private label strategy. Such a private label policy, on the contrary, reinforces rather than reduces price competition among stores. Indeed, the quality of the store brand must be above a threshold level to create this opportunity. It also follows that quality store brands, when carried by competing retailers, can be an implicit coordination mechanism that enables all the retailers to become more profitable. Finally, a quality store brand policy is profitable only if a significant portion of shoppers buys the national brand. This surprising result establishes the complementary roles of store brands and national brands. The former create store differentiation and loyalty, whereas the latter enable the retailer to raise prices and increase store profitability. The authors provide empirical support for their thesis by using evidence from Europe and household-level scanner panel data from the United States and Canada.
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Buyer-Supplier Contracts Versus Joint Ventures: Determinants and Consequences of Transaction Structure [статья]

Опубликовано на портале: 29-09-2003

Mark B. Houston Journal of Marketing Research (JMR). 2000. Vol. 37. No. 1. P. 1-16.

When a buyer firm and a supplier firm plan to transact, what factors drive their choice of mechanism to govern the relationship? Focusing on contract-governed versus joint venture-governed relationships, the authors present a theoretical framework that specifies the conditions that make one or the other form of relationship structure more appropriate. This study was designed to address potential limitations regarding measurement, financial consequences, and context in the extant literature. The authors employ measures derived from Standard & Poor's Compustat financial database and an overall measure of firm reputation to examine empirically differences in firm characteristics across the two types of relationships. To examine the financial consequences of relationship structure, the authors use event-study techniques that tie stock price reactions to the governance mechanism choice. The results suggest that buyers and suppliers are more likely to form a joint venture (versus simple contract) when (1) the supplier's degree of asset specificity is high, (2) monitoring the supplier's behavior is difficult, and (3) the supplier has a poorer reputation. The authors find that vertical joint ventures (between buyers and suppliers) are economically similar to contracts, to the extent that abnormal wealth gains go solely to the supplier firms. Horizontal joint ventures (partners are at the same level of the value chain), however, provide bilateral, synergistic wealth gains. The results suggest that buyers and suppliers can use joint ventures to reduce certain governance problems rather than to gain synergies.
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Expanding to the Internet: Pricing and Communications Strategies When Firms Compete on Multiple Channels. [статья]

Опубликовано на портале: 29-09-2003

Florian Zettelmeyer Journal of Marketing Research (JMR). 2000. Vol. 37. No. 3. P. 292-309.

The author shows how firms' pricing and communications strategies may be affected by the size of the Internet: Firms have incentives to facilitate consumer search on the Internet, but only as long as the Internet's reach is limited. As the Internet is used by more consumers, firms' pricing and communications strategies on the Internet will mirror the strategies they pursue in a conventional channel. Firms can increase their market power by strategically using information on multiple channels to achieve finer consumer segmentation. The author suggests directions the Internet might take and derives managerial implications. The findings generalize to other channels that enable firms to segment consumers and inform them at low cost.
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Global Diffusion of Technological Innovations: A Coupled-Hazard Approach [статья]

Опубликовано на портале: 29-09-2003

Marnik G. Dekimpe Journal of Marketing Research (JMR). 2000. Vol. 37. No. 1. P. 47-60.

The authors propose a new methodology called the 'coupled-hazard approach' to study the global diffusion of technological innovations. Beyond its ability to describe discontinuous diffusion patterns, the method explicitly recognizes the conceptual difference between the timing of a country's introduction of the new technology (the so-called implementation stage; Rogers 1983) and the timing of the innovation's full adoption in the country (the confirmation stage). To illustrate the method, the authors apply it to the global diffusion of digital telecommunications switches across more than 160 countries.
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