Glen L. Urban

Are the Drivers and Role of Online Trust the Same for All Web Sites and Consumers?: A Large-Scale Exploratory Empirical Study

This research investigates the determinants and role of consumer trust in e-business. It examines consumer perceptions of trust in a Web site and addresses the following key research questions: What factors influence consumer trust in a Web site and what specific Web site trust cues are associated with these factors? How does trust affect consumer behavioral intent on a Web site? To address these questions, we develop a conceptual model that links consumer perceptions of Web site characteristics, consumer characteristics and demographics to perceptions of trust in a Web site, and trust to behavioral intent related to a Web site. We also examine whether trust mediates the relationship between Web site and consumer characteristics and behavioral intent related to the Web site. We test our hypotheses in a large-scale empirical study that estimates this model from 6831 consumers across 25 Web sites and eight industry categories. We validate the model using a holdout sample. The results show that Web site, consumer, category and demographic variables can explain 76% of the variance in trust. Web site characteristics such as privacy and security, navigation, presentation, brand, and advice account for as much as 98% of this explained variance in Web site trust. Surprisingly, over 80% of the explained variance in Web trust is due to factors other than privacy and security-mainly navigation, brand, advice, absence of errors, and presentation. We also find that trust mediates the relationships between Web site and consumer characteristics and behavioral intent related to Web sites. The results offer important implications for Web site strategies that include the manipulation of factors influencing Web site trust to favorably impact consumer behavior at the Web site

Market Share Rewards to Pioneering Brands: An Empirical Analysis and Strategic Implications

An empirical analysis indicates that the order of entry of a brand into a consumer product category is inversely related to its market share. Market share is modeled as a log linear function of order of entry, time between entries, advertising, and positioning effectiveness. The coefficients of the entry, advertising, and positioning variables are significant in a regression analysis on an initial sample of 82 brands across 24 categories. These findings are confirmed by predictions on 47 not previously analyzed brands in 12 categories. Managerial implications for pioneers and later entrants are identified.

Listening In to Find and Explore New Combinations of Customer Needs

By “listening in” to ongoing dialogues between customers and Web-based virtual advisers (e.g., Kelley Blue Books Auto Choice Advisor), the authors identify new product opportunities based on new combinations of customer needs. The data are available at little incremental cost and provide the scale necessary for complex products (e.g., 148 trucks and 129 customer needs in the authors’ application). The authors describe and evaluate the methodologies with formal analysis, Monte Carlo simulation (calibrated on real data), and a “proof-of-concept” application in the pickup-truck category (more than 1000 Web-based respondents). The application identified opportunities for new truck platforms worth approximately

Information Acceleration: Validation and Lessons from the Field

2.4 billion–

The Value Priority Hypotheses for Consumer Budget Plans

3.2 billion and

First-Mover Advantages from Pioneering New Markets: A Survey of Empirical Evidence

1 billion–

A Mathematical Modeling Approach to Product Line Decisions

2 billion, respectively.

Customer Advocacy: A New Era in Marketing?

Stable URL:http://links.jstor.org/sici?sici=0022-2437%28199702%2934%3A1%3C143%3AIAVALF%3E2.0.CO%3B2-MJournal of Marketing Research is currently published by American Marketing Association.Your use of the JSTOR archive indicates your acceptance of JSTORs Terms and Conditions of Use, available athttp://www.jstor.org/about/terms.html. JSTORs Terms and Conditions of Use provides, in part, that unless you have obtainedprior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content inthe JSTOR archive only for your personal, non-commercial use.Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained athttp://www.jstor.org/journals/ama.html.Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printedpage of such transmission.The JSTOR Archive is a trusted digital repository providing for long-term preservation and access to leading academicjournals and scholarly literature from around the world. The Archive is supported by libraries, scholarly societies, publishers,and foundations. It is an initiative of JSTOR, a not-for-profit organization with a mission to help the scholarly community takeadvantage of advances in technology. For more information regarding JSTOR, please contact support@jstor.org.http://www.jstor.orgSun Oct 21 14:33:01 2007

Assessment of Attribute Importances and Consumer Utility Functions: von Neumann-Morgenstern Theory Applied to Consumer Behavior

Based on the behavioral sciences and mathematical programming, we hypothesize that consumers rank durables by a value (or net value) priority approximated by utility per dollar (or utility minus price) and plan to choose items in that order up to a budget cutoff. This paper derives these hypotheses and develops a convergent linear programming procedure to estimate utility. Using primary field data on reservation prices, purchase probabilities, lottery orders, and combination prizes, we estimate utilities and compare the hypotheses to 215 actual budget plans. LISREL V analysis provides further support for the hypotheses.

Competitive Information, Trust, Brand Consideration and Sales: Two Field Experiments

Market pioneers can develop first-mover advantages that span decades. The most general first-mover advantage that helps explain higher pioneer market share levels is a broad product line or brand proliferation. In markets for experience goods, pioneers tend to shape consumer tastes and preferences in favor of the pioneering brand. While the preliminary results vary by industry, they indicate that market pioneers donot tend to perish more often than later entrants. Accounting profits for market pioneers generally are lower in the first four years of operation, but higher thereafter. Overall, market pioneers follow innovative strategies that have high initial costs and risks, but yield high potential returns.