John Milewicz

The relationship of reputation and credibility to brand success

Considers the importance of a firms′ reputation to the success or failure of its brands; the effect on the firm′s brand when a firm′s reputation decays; how important it is for a firm to maintain or advance I reputation; how a brand′s reputation can be transferred to other products. Addresses and discusses these issues in detail and emphasises the importance of reputation to the ultimate success of a product and company and warns against ignoring its fragility.

A model of reputation building and destruction

Abstract Previous studies of a firms reputation have either confirmed its existence as an influence agent or described in general terms its effects upon other attributes (quality, price, advertising, etc.). This study attempts to quantify the reputation concept through a competitive evaluation. The competitive credibility model of reputation building is formulated and tested through simulation. Results are reported and discussed.

Evaluating the Brand Extension Decision Using a Model of Reputation Building

Can a brand′s reputation be transferred successfully to other products? What is the importance of a firm′s reputation to the success or failure of its brands? What is the effect on the firm′s brands when a firm′s reputation, through either acquisition or restructuring, decays. How important is it for a firm to maintain or enhance its reputation? Describe a model of reputation creation and destruction and shows how the brand extension decision can be addressed using the model.

Differences in Forecasting Behavior between Industrial Product Firms and Consumer Product Firms

If there is any one function managers most despise, it is the art of forecasting. By its very nature it concerns guessing the outcome of future events. Do all firms forecast the same? Compares forecasting behavior between industrial product firms and consumer product firms. Examines issues such as who does the forecasting, the frequency of forecasts, and the areas in which forecasts are made. Assesses the results gained from the forecasting effort and examines significant differences in forecasting behavior.

Marketing Signals in Service Industries

Describes market signals and market signaling, provides examples of their use in service‐oriented industries and, through a market simulation, examines their implications for profitability and competitive behavior. Marketing signals by firms within an industry are positively related to the profitability of the industry and the profits of the individual firms within the industry. However, there is a negative incentive for a firm to be the only signaler within an industry. This “lone man out” phenomenon puts a firm at a competitive disadvantage to the other firms within its industry. A “temporal pattern‐recognition deficiency” also seems to exist which tends to inhibit managers in finding patterns of behavior over time.

Forecasting: Trials and Tribulations

The function which managers most despise is the art of forecasting. By its very nature it concerns guessing the outcome of future events. No matter how sophisticated computer‐driven techniques and programs are evolved, the future has inherently within it events beyond the control of managers. Reviews forecasting and provides several recommendations on how one could go about minimizing biases within the forecasting process.

Differences in forecasting behaviour between large and small firms

If there is any one function managers most despise, it is the art of forecasting. By its very nature it concerns guessing the outcome of future events. Do all firms forecast the same? Compares forecasting behaviour between large and small firms and examines questions such as who does the forecasting, how often do they do forecasts, what areas are forecasted, what techniques are used, why they do it, what results are like from forecasting effort, and are they satisfied or dissatisfied. Examines significant differences in forecasting behaviour and makes conclusions.

A Quantitative Analysis of the Relative Efficiency between Overt and Covert Market Signals

This paper examines the relative efficiency between overt and covert marketing signals. Information for the study was generated from a game-based experiment involving airline pricing along a single route using 24 student teams from undergraduate advanced marketing classes at a large midwestern university. Overt signalers (verbal or published signals) are shown to have higher levels of profits and reputation than do covert (actions or activity alone) signalers. The use of market signals by firms within an industry is positively related to the profitability of the industry and its individual firms. The marginal contribution by the addition of another signaler to the industry is significant

Market Signalling and Its Role in Business‐to‐Business Communications

Examines marketing signals as they are used in business‐to‐business communications. Marketing signals can be implemented in a variety of organizational marketing activities including promotion, pricing, distribution and competitive reactions. Provides observations and recommendations on their usage by industrial concerns so as to improve the efficiency of their signalling efforts.

Marketing Signals in Industrial Markets

Marketing signals, whereupon marketing activities provide information beyond the activity itself, can be implemented in a variety of marketing activities including advertising, pricing, quality control, and competitive reactions. Examines marketing signals as they are used in the industrial marketplace. Provides examples and specific applications for each specific characteristic associated with industrial marketing. Also provides observations and recommendations on their usage by industrial concerns.