Grahame R. Dowling

Innovativeness: The Concept and Its Measurement

The nature of innovativeness, and its relationship to adoption, are explored in this article. It is argued that innovativeness should be conceptualized at a higher level of abstraction, and that explicit recognition should be given to the complex communication processes intervening between this construct and observable behavior.

Customer loyalty and customer loyalty programs

Customer loyalty presents a paradox. Many see it as primarily an attitude‐based phenomenon that can be influenced significantly by customer relationship management initiatives such as the increasingly popular loyalty and affinity programs. However, empirical research shows that loyalty in competitive repeat‐purchase markets is shaped more by the passive acceptance of brands than by strongly‐held attitudes about them. From this perspective, the demand‐enhancing potential of loyalty programs is more limited than might be hoped. Reviews three different perspectives on loyalty, and relates these to a framework for understanding customer loyalty that encompasses customer brand commitment, customer brand acceptance and customer brand buying. Uses this framework to analyze the demand‐side potential of loyalty programs. Discusses where these programs might work and where they are unlikely to succeed on any large scale. Provides a checklist for marketers.

Managing your corporate images

Abstract Corporate image is an illusive concept. To manage a corporations images requires both an intimate understanding of how these images are formed and how to measure them. Modifying a corporations images is dependant on knowing the current images and being able to change those factors on which they are based. This paper presents a model of the corporate image formation process and a set of guidelines to modify these images.

Developing your company image into a corporate asset

Abstract Many of the worlds most successful companies invest in their corporate images. This article argues that to develop fully the corporations image as a valuable marketing asset, managers must co-ordinate the companys vision, marketing communications, corporate strategy, organizational design and culture. CEOs can play a crucial role in designing the image the company wishes to project.

A Longitudinal Study of Product Form Innovation: The Interaction between Predispositions and Social Messages

In this article we simplify and apply our 1978 contingency model of adoption, in the simplified model, an individuals predisposition to innovate is modified by socially transmitted messages about the innovation, as well as by other situation specific factors. This model is used to make predictions about the future behavior of a sample of consumers that are tested with data collected during the diffusion of six innovations. While our findings support the model, especially with respect to the role of innovative individuals, they also demonstrate the need to develop explanations of rejection. Copyright 1993 by the University of Chicago.

Customer Relationship Management: In B2C Markets, Often Less Is More

Customer Relationship Management (CRM) is premised on the belief that developing a relationship with customers is the best way to gain their loyalty. It is argued that loyal customers are more profitable than non-loyal customers. Recently, academic researchers have questioned some of the key premises that are used to support CRM in general, and relationship marketing and customer loyalty programs in particular. This article critically examines the assumptions that underpin CRM and presents the results of research that is skeptical of its value. CRM should only be adopted after a careful appraisal of its cost-effectiveness.

Corporate Reputations: Should You Compete on Yours?

While all companies would like a better corporate reputation, many are not sure what it takes to create a good reputation and others are not sure that they should use their good reputation to compete in their various markets. Mimicking the behavior of respected companies does not provide a reliable resolution to these dilemmas. This article presents a framework to help managers create a better corporate reputation for their organization and assist them in deciding whether to use this as a primary basis for competition. The article also exposes some of the main costs for an organization that decides to compete on its corporate reputation.

Understanding institutional designs within marketing value systems

The authors show how institutional arrangements, which consist of contracting, ownership, and social elements, tie together the joint profits, or efficiency, of the marketing system. They use a cri...

Criteria used to select management consultants

Abstract A survey of 253 organizations provided data on 17 choice criteria used in the final selection of a variety of management consultancy services. There were relatively few differences in the importance of these choice criteria across the different types of consulting assignment, clients type of industry, and frequency of purchase. Reputation of the consultants and their experience in the clients industry were the two most important choice criteria.

Communicating Corporate Reputation through Stories

With the recent loss of public confidence in firms in America, Australia, Britain, and other countries, more companies are being forced to promote themselves to their internal and external stakeholders in order to maintain and protect their reputations. This article advises firms to communicate their reputation message in the form of a corporate story—a narrative that speaks about the companys mission, morality, and modes of operation. It then provides guidelines for creating and evaluating these stories.