William L. Wilkie

Buyer Uncertainty and Information Search

Preliminary measures of pre-purchase uncertainty were developed through focus group interviews and were administered to a nationwide sample of recent appliance purchasers. Responses indicated the presence of two general types of uncertainty: knowledge uncertainty (uncertainty regarding information about alternatives) and choice uncertainty (uncertainty about which alternative to choose). In exploring how each of these uncertainty dimensions was related to search behavior, we found that choice uncertainty appeared to increase search, but knowledge uncertainty had a weaker, negative effect on search. Implications of the findings for previous research on the relationship between uncertainty and search are discussed, along with research directions.

Scholarly Research in Marketing: Exploring the “4 Eras” of Thought Development

Todays body of marketing thought is expanding geometrically, pushing frontiers in numerous domains—quantitatively, behaviorally, strategically—with much enhanced technology and on an increasingly globalized basis. As this pushes forward on many fronts, however, it is also worthwhile to ask what is in danger of being left behind. What is the benefit, if any, of discerning the roots of this field? On the basis of an extended look across the last century of marketing thought, this article paints a wide-ranging portrait of (1) the general course that has been taken by the body of marketing thought over its “4 Eras” and (2) how the treatment of societal dimensions of marketing has fared during each period. On the basis of these findings, the authors pose several key issues for further consideration by interested thinkers concerned with the progress of marketing scholarship.

Passing the Torch: Intergenerational Influences as a Source of Brand Equity

In todays competitive battleground, the concept of brand equity has proved to be an important source of strategic insights for marketers. However, one potentially valuable source of brand equity—the operation of intergenerational influences—has generally been overlooked in the marketing literature. This article reports the findings of two studies that show intergenerational impacts on brand equity to be persistent and powerful across an array of consumer packaged goods. However, as a strategic challenge, these effects seem to apply strongly for some brands but not for others—they are selective. In Study 1, the authors use parallel surveys of mother–daughter dyads to isolate and quantify intergenerational impacts, and the surveys reveal a differential range of effects at both the product category and the brand level. In Study 2, the authors use interpretivist methods to delve more deeply into these effects—the forms they take, the way they have developed, and factors that sustain or disrupt them. On the basis of these findings, the authors identify implications for managers and future research needs. Overall, intergenerational influences are a real marketplace phenomenon and a factor that merits much closer attention from marketing strategists who are interested in brand equity issues.

Marketing Renaissance: Opportunities and Imperatives for Improving Marketing Thought, Practice, and Infrastructure

My three-year term as editor of Journal of Marketing concludes with the October 2005 issue. On the basis of my interactions with various people in the marketing community, I believe that marketing science and practice are in transition, bringing change to the content and boundaries of the discipline. Thus, I invited some distinguished scholars to contribute short essays on the current challenges, opportunities, and imperatives for improving marketing thought and practice. Each author chose his or her topic and themes. However, in a collegial process, the authors read and commented on one anothers essays, after which each author had an opportunity to revise his or her essay. The result is a thoughtful and constructive set of essays that are related to one another in interesting ways and that should be read together. I have grouped the essays as follows: •What is the domain of marketing? This question is addressed in four essays by Stephen W. Brown, Frederick E. Webster Jr., Jan-Benedict E.M. Steenkamp, and William L. Wilkie. •How has the marketing landscape (i.e., content) changed? This question is addressed in two essays, one coauthored by Jagdish N. Sheth and Rajendra S. Sisodia and the other by Roger A. Kerin. •How should marketing academics engage in research, teaching, and professional activities? This question is addressed in five essays by Debbie MacInnis; Leigh McAlister; Jagmohan S. Raju; Ronald J. Bauerly, Don T. Johnson, and Mandeep Singh; and Richard Staelin. Another interesting way to think about the essays, as Jan-Benedict E.M. Steenkamp suggests, is to group the essays according to whether they address issues of content, publishing, or impact (see Table 1). These 11 essays strike a common theme: They urge marketers—both scientists and practitioners—to expand their horizontal vision. What do I mean by horizontal vision? In The Great Influenza, Barry (2004) describes the enormous strides that were made in medical science early in the twentieth century. His depiction of William Welch, an extremely influential scientist who did not (as a laboratory researcher) generate important findings, includes a characterization of the “genius” that produces major scientific achievements. The research he did was first-rate. But it was only first-rate—thorough, rounded, and even irrefutable, but not deep enough or provocative enough or profound enough to set himself or others down new paths, to show the world in a new way, to make sense out of great mysteries…. To do this requires a certain kind of genius, one that probes vertically and sees horizontally. Horizontal vision allows someone to assimilate and weave together seemingly unconnected bits of information. It allows an investigator to see what others do not see and to make leaps of connectivity and creativity. Probing vertically, going deeper and deeper into something, creates new information. (p. 60) At my request, each author has provided thoughtful and concrete suggestions for how marketing academics and practitioners, both individually and collectively (through our institutions), can work to improve our field. Many of their suggestions urge people and institutions to expand their horizontal vision and make connections, thereby fulfilling their potential to advance the science and practice of marketing. In his essay, Richard Staelin writes (p. 22), “I believe that it is possible to influence directly the generation and adoption of new ideas.” I agree. I ask the reader to think about the ideas in these essays and to act on them. Through our actions, we shape our future. —Ruth N. Bolton

Fear: The Potential of an Appeal Neglected by Marketing

Considerable social psychology and communications research show that intelligent use of fear messages can have favorable effects on attitude change and action. Yet the unique persuasive possibilities offered by the fear appeal have been neglected by marketing. This is in sharp contrast to the creative pursuit of positive advertising appeals. This article presents a marketing-oriented discussion and summary of research on the fear appeal.

Macromarketing as a Pillar of Marketing Thought

This article addresses the appropriate centrality of the macromarketing perspective for the larger field of marketing scholarship. Eight topics are explored: (1) the treatment of the societal domain across the “Four Eras” of marketing thought development, (2) the recent trend to research specialization and an ensuing fragmentation of the mainstream of marketing thought, (3) the loss of knowledge and todays PhD education in marketing, (4) a current concern with the American Marketing Associations 2004 definition of marketing, (5) the challenge posed by the fact that research on marketing and society is itself fragmented, (6) challenges for research from the Brinberg/ McGrath framework, (7) the aggregate marketing system as a potential central organizing concept, and (8) a closing comment on the “pillar” status of macromarketing and the key role played by the Journal of Macromarketing in its first twenty-five years.

Public Policy and Consumer Information: Impact of the New Energy Labels

Through a series of experimental tasks this study investigates two questions about the federal labeling program for home appliances: (1) the likely impact of the labels on consumers; and (2) the relative effect of alternative information formats. Results indicate that the labels can communicate useful information, but, by themselves, do not produce significant behavioral change.

Life Cycle Cost: A New Form of Consumer Information

This paper introduces an intuitively appealing option for consumer policy on the energy crisis. Results of a consumer experiment indicate that life cycle cost can be communicated, and could produce energy-efficient purchases yielding savings of over four billion dollars per year by 1985.

What Does the Definition of Marketing Tell Us About Ourselves

Following a brief historical examination of how the American Marketing Association has changed its definition of marketing across time, this essay identifies the 2004 effort as actually a definition of “marketing management,” not of the larger field of marketing itself. The concern with this definition is that it is incomplete; marketing management is important, but it is not all of marketing. The essay discusses six limitations that arise from the narrow conception that has been adopted and then presents the broadened conception of an “aggregate marketing system” that should adjoin marketing management as central to thinking in this field. The essay concludes with a recap of recent developments toward modification of the 2004 definition that indicate that this appears likely to happen.

Consumer Acquisition Priorities for Home Appliances: A Replication and Re-evaluation

This paper reports on research that replicates and extends the previous Guttman scaling studies. The Guttman-scaled priorities are compared to average years of ownership for 12 appliances. Some limitations of the technique are revealed, and the role of a new innovation that disturbs an otherwise stable acquisition priority is discussed.