Marketing_Management_14th_Edition-min

4. For discussion of some of the issues involved, see
Glen Urban, Don’t Just Relate—Advocate (Upper
Saddle River, NJ: Pearson Education Wharton School
Publishing, 2005).
5. See Glen L. Urban and John R. Hauser, “‘Listening
In’ to Find and Explore New Combinations of
Customer Needs,” Journal of Marketing 68
(April 2004), pp. 72–87.
6. “Customer reviews drive 196% increase in paid
search revenue for Office Depot,” Bazaarvoice, www.
bazaarvoice.com/cs_rr_adresults_ officedepot.html, 2008.
7. Glen L. Urban, “The Emerging Era of Customer
Advocacy,” Sloan Management Review 45 (2004),
pp. 77–82.
8. Steven Burke, “Dell’s vs. HP’s Value,” CRN, May 15,
2006, p. 46; David Kirkpatrick, “Dell in the Penalty Box,”
Fortune, September 18, 2006, p. 70.
9. Michael Bush, “Consumers Rate Brands that Give
Best Bang for Buck,” Advertising Age, November 3,
2008, p. 8.
10. Irwin P. Levin and Richard D. Johnson, “Estimating
Price–Quality Tradeoffs Using Comparative
Judgments,” Journal of Consumer Research 11
(June 1984), pp. 593–600. Customer-perceived value
can be measured as a difference or as a ratio. If total
customer value is $20,000 and total customer cost is
$16,000, then the customer-perceived value is $4,000
(measured as a difference) or 1.25 (measured as a
ratio). Ratios that are used to compare offers are often
called value–price ratios.
11. Alex Taylor, “Caterpillar: Big Trucks, Big Sales, Big
Attitude,” Fortune, August 20, 2007, pp. 48–53; Tim
Kelly, “Squash the Caterpillar,” Forbes, April 21, 2008,
pp. 136–41; Jeff Borden, “Eat My Dust,” Marketing
News, February 1, 2008, pp. 20–22.
12. For more on customer-perceived value, see David C.
Swaddling and Charles Miller, Customer Power (Dublin,
OH: Wellington Press, 2001).
13. Gary Hamel, “Strategy as Revolution,” Harvard
Business Review, July–August 1996, pp. 69–82.
14. “2010 Brand Keys Customer Loyalty Engagement
Index,” Brand Keys, Inc.
15. Michael J. Lanning, Delivering Profitable Value (Oxford,
UK: Capstone, 1998).
16. Vikas Mittal, Eugene W. Anderson, Akin Sayrak, and
Pandu Tadilamalla, “Dual Emphasis and the Long-Term
Financial Impact of Customer Satisfaction,” Marketing
Science 24 (Fall 2005), pp. 544–55.
17. Michael Tsiros, Vikas Mittal, and William T. Ross Jr.,
“The Role of Attributions in Customer Satisfaction: A
Reexamination,” Journal of Consumer Research 31
(September 2004), pp. 476–83; for a succinct review,
see Richard L. Oliver, “Customer Satisfaction
Research,” Rajiv Grover and Marco Vriens, eds.,
Handbook of Marketing Research (Thousand Oaks,
CA: Sage Publications, 2006), pp. 569–87.
18. For some provocative analysis and discussion, see
Praveen K. Kopalle and Donald R. Lehmann, “Setting
Quality Expectations when Entering a Market: What
Should the Promise Be?” Marketing Science 25
(January–February 2006), pp. 8–24; Susan Fournier
and David Glenmick, “Rediscovering Satisfaction,”
Journal of Marketing 63 (October 1999), pp. 5–23.
19. Jennifer Aaker, Susan Fournier, and S. Adam Brasel,
“When Good Brands Do Bad,” Journal of Consumer
Research 31 (June 2004), pp. 1–16; Pankaj Aggrawal,
“The Effects of Brand Relationship Norms on Consumer
Attitudes and Behavior,” Journal of Consumer Research
31 (June 2004), pp. 87–101.
20. For in-depth discussion, see Michael D. Johnson
and Anders Gustafsson, Improving Customer
Satisfaction, Loyalty, and Profit (San Francisco:
Jossey-Bass, 2000).
21. For an interesting analysis of the effects of different
types of expectations, see William Boulding, Ajay
Kalra, and Richard Staelin, “The Quality Double
Whammy,” Marketing Science 18 (April 1999),
pp. 463–84.
22. Neil A. Morgan, Eugene W. Anderson, and Vikas Mittal,
“Understanding Firms’ Customer Satisfaction
Information Usage,” Journal of Marketing 69 (July
2005), pp. 131–51.
23. Although for moderating factors, see Kathleen Seiders,
Glenn B. Voss, Dhruv Grewal, and Andrea L. Godfrey,
“Do Satisfied Customers Buy More? Examining
Moderating Influences in a Retailing Context,” Journal
of Marketing 69 (October 2005), pp. 26–43.
24. See, for example, Christian Homburg, Nicole
Koschate, and Wayne D. Hoyer, “Do Satisfied
Customers Really Pay More? A Study of the
Relationship between Customer Satisfaction and
Willingness to Pay,” Journal of Marketing 69 (April
2005), pp. 84–96.
25. Claes Fornell, Sunil Mithas, Forrest V. Morgeson III,
and M. S. Krishnan, “Customer Satisfaction and
Stock Prices: High Returns, Low Risk,” Journal of
Marketing 70 (January 2006), pp. 3–14. See also,
Thomas S. Gruca and Lopo L. Rego, “Customer
Satisfaction, Cash Flow, and Shareholder Value,”
Journal of Marketing 69 (July 2005), pp. 115–30;
Eugene W. Anderson, Claes Fornell, and Sanal K.
Mazvancheryl, “Customer Satisfaction and
Shareholder Value,” Journal of Marketing 68
(October 2004), pp. 172–85.
26. Thomas O. Jones and W. Earl Sasser Jr., “Why Satisfied
Customers Defect,” Harvard Business Review,
November–December 1995, pp. 88–99.
27. Companies should also note that managers and
salespeople can manipulate customer satisfaction
ratings. They can be especially nice to customers just
before the survey. They can also try to exclude
unhappy customers. Another danger is that if
customers know the company will go out of its way to
please them, some may express high dissatisfaction in
order to receive more concessions.
28. Jennifer Rooney, “Winning Hearts and Minds,”
Advertising Age, July 10, 2006, pp. S10–13.
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Endnotes