2012 INFORMS Marketing Science Conference June 7

How to Navigate the
Contributed Sessions
There are four primary resources to help you understand
and navigate the Conference Sessions:
This contributed session listing provides the
most detailed information. The listing is presented
chronologically by day/time, showing each session and
the papers/abstracts/authors within each session.
The Author, Session Chair and Session indices
provide cross-reference assistance (pages 93-99).
The map and floor plans included in the Front Matter
show you where technical session tracks are located.
The “Master Track Schedule” is on the back cover. This
is an overview of the tracks (general topic areas) and
when/where they are scheduled.
Quickest Way to Find Your Own Session
Use the Author Index (pages 94-97) — the session code
for your presentation(s) will be shown. Then refer to the
full session listing for the room location of your
session(s).
The Session Codes
SB01
The day of
the week
Time Blocks
THURSDAY
Session A 8:30-10:00am
Session B 10:30am-12:00pm
Session C 1:30-3:00pm
Session D 3:30-5:00pm
FRIDAY
Session A 8:30-10:00am
Session B 10:30am-12:00pm
Session C 1:30-3:00pm
Session D 3:30-5:00pm
SATURDAY
Track number. Coordinates with
the room locations shown in the
Master Track Schedule. Room
locations are also indicated in the
listing for each session.
Time Block. Matches the time
blocks shown in the Master Track
Schedule.
Session A 8:30-10:00am
Session B 10:30am-12:00pm
Session C 1:30-3:00pm
Room Locations
All session rooms are located in the InterContinental
Houston on the Ground Level and 2nd Floor.
1
Conference Sessions
Thursday, 8:30am - 10:00am
■ TA01
Legends Ballroom I
Marketing Science Institute I
Cluster: Special Sessions
Invited Session
Chair: Don Lehmann, Columbia University, Columbia Business School,
New York, NY, United States of America, drl2@columbia.edu
1 - The History of Marketing Science: The Early Years
Russ Winer, New York University, New York, NY,
United States of America, rwiner@stern.nyu.edu
In the late 1950s, the Ford Foundation sponsored a number of programs to increase
the rigor of the research being conducted in business schools. Up to that point,
business school research was largely focused on case studies and professional, highlypractical
topics. An exception was the science-based approach at the Graduate School
of Industrial Administration at Carnegie Mellon University. A result of those
programs focused on bringing a more scientific approach to analyzing marketing
programs was the publication of a number of books including one in 1961 by Frank
Bass and others, Mathematical Models and Methods in Marketing and another by
Ronald Frank, Alfred Kuehn, and William Massy, Quantitative Techniques in
Marketing Analysis. An additional result of the push towards making marketing
decision-making more scientific was the establishment of the Marketing Science
Institute in 1961. In this talk, I will trace the beginnings of the field of marketing
science focusing on the decades of the 1950s, 1960s, and 1970s just up to the
founding of the journal Marketing Science. I will highlight the development of
research in several areas including brand switching models, advertising response,
buyer behavior, and comprehensive models such as those developed for new product
forecasting and sales management. Key people and publications will be noted.
2 - New Product Design under Channel Acceptance:
Brick-and-Mortar, Online Exclusive, or Brick-and-Click
Lan Luo, University of Southern California, Los Angeles, CA,
United States of America, lluo@marshall.usc.edu, Jiong Sun
In today’s marketplace, many product markets are characterized by the existence of
powerful retailers (e.g., Home Depot and Toys R Us) that serve as gatekeepers of new
product introductions. In recent years, virtually all such “power retailers” started to
establish online stores to further expand their shelf-spaces as well as customer bases.
The rising popularity of such online stores provides manufacturers with a new
opportunity as well as a new challenge in determining how to design their new
products for powerful retailers that operate in multiple channels. We develop a gametheoretical
model to show that, in the presence of the online store, the manufacturer
may introduce a product of higher quality to be carried offline (or in the retailer’s
brick-and-click stores) than in the absence of the online store. When the offline
exclusive (or brick-and-click) option is just slightly more desirable than the online
exclusive option for the manufacturer, the retailer enjoys the most leverage in his
relationship with the manufacturer and reaps the highest possible profit. The
manufacturer’s profit and the channel efficiency may also improve with the
introduction of the online store. This occurs when the retailer’s offline reservation
profit or the online shopping benefit is high. In such cases, the manufacturer will
design a product of a lower quality for the retailer’s online store. Our analysis also
yields managerial insights for retailers that operate both offline and online stores.
3 - The Evolution of Research on New Products, Innovation,
and Growth
Don Lehmann, Columbia University, Columbia Business School,
New York, NY, United States of America, drl2@columbia.edu
Work in the area of new products, innovation, and growth has evolved over the last
fifty plus years. This brief talk uses two sources, MSI’s research priorities and award
winning papers, along with judgment to trace the evolution of this research area. The
topic is not a new one as classics by Katz and Lazarsfeld (1955), Fourt and Woodlock
(1960), and Bass (1969) demonstrate. Interestingly, however, tracing MSI’s research
priorities shows a remarkable pattern. From 1974 to 1992, new products per se were
not a principle priority; rather, the focus was on improving marketing mix efficiency.
Beginning in 1992, however, new products and innovation have consistently been a
top priority. Three interesting trends in the nature of this priority are evident. First,
the focus has moved from the lone inventor to teams and cross functional efforts to
external collaborations with partner firms and special customers (i.e. lead users) to
solution spotting and customer engagement. Second, while forecasting (predicting
success) continues to be a popular topic, more emphasis has been placed on
understanding the adoption process, creation (e.g., design), managing the process,
and valuing innovation efforts. Finally, the focus has evolved from new products to
really new products to innovation in general to (organic) growth. These trends
suggest several future research areas including structured creativity, design
production efficiency, repair, upgrades, and disposal/re-purposing, internal firm
implementation, and organic creation of new products via information technology.