Copyright (c) 2010 All rights reserved. http://works.bepress.com/btietje Recent documents in Brian C. Tietje en-us Wed, 21 Jul 2010 12:11:44 PDT 3600 http://works.bepress.com/btietje/8 http://works.bepress.com/btietje/8 Fri, 05 Dec 2008 17:11:55 PST As university curriculums inevitably change, their evolution typically occurs through a series of minor incremental adjustments to individual courses that cause the curriculum to lose strategic consistency and focus. This article demonstrates a zero-based approach to marketing curriculum innovation. The authors describe forces of change that led them to completely redesign their marketing curriculum, and they chronicle a replicable process that can be used to develop and launch an extensive transformation of an existing program that is focused yet adaptive. The process includes faculty commitment, consensus, collaboration, and compromise; stakeholder input; points of distinction; unifying themes; intended learning outcomes; instructional design; approval; a transition plan; launch; and evaluation and continuous improvement. The authors believe that departments of any size can implement a similar redesign process to develop a curriculum that is strategically consistent with the department’s core competencies and focused on learning outcomes that are fundamental to any marketing career. Norm A. Borin Articles http://works.bepress.com/btietje/7 http://works.bepress.com/btietje/7 Thu, 04 Dec 2008 16:49:53 PST A market orientation is a business culture in which all employees are committed to the continuous creation of superior value for customers. However, businesses report limited success in developing such a culture. One approach to create a market orientation, the approach taken by most businesses, is the “programmatic” approach, an a priori approach in which a business uses education programs and organizational changes to attempt to implant the desired norm of continuously creating superior value for customers. A second approach is the “market-back” approach, an experiential approach in which a business continuously learns from its day-to-day efforts to create and maintain superior value for customers and thereby continuously develops and adapts its customer-value skills, resources, and procedures. Theory suggests that both approaches contribute to increasing a market orientation. It also suggests that when the a priori education of the programmatic approach is sharply focused on providing a foundation for the experiential learning, the combined effect of the two learning strategies is the largest. The implication is that the two strategies must be tailored and managed as a coordinated joint strategy for creating a market orientation. John C. Narver Articles http://works.bepress.com/btietje/6 http://works.bepress.com/btietje/6 Thu, 04 Dec 2008 16:49:49 PST According to one theoretical approach, the primary economic function of retailers is to deliver products together with distribution services. We use this framework to identify competitive niches for smaller retailers competing against big box stores. We compare the distribution services offered by the Home Depot versus smaller retailers using both in-store measures and consumer perception data, and the relative importance of distribution services as determinants of store choice. The results show that the Home Depot’s superiority in pricing and assortment attracts a significant market, but smaller retailers can secure niche markets by delivering higher levels of ambiance and information. Clifford S. Barber Articles http://works.bepress.com/btietje/5 http://works.bepress.com/btietje/5 Wed, 03 Dec 2008 13:06:14 PST Organizations that include a manufacturing, assembly and/or material processing (MAMP) functions have become increasingly complex, competitive, and dynamic. These organizations demand increased emphasis on recruiting, developing, and retaining management talent to gain a competitive edge. This paper uses a modified Delphi triangulation approach to identify and categorize first-level MAMP management competencies perceived to be important by three critical stakeholder groups – an expert MAMP upper management panel, first-level MAMP managers who have been employed between one to three years, and business management faculty members. The results identify 14 knowledge, skill, and value-based competencies and three higher-order factors as essential components within the MAMP management function. There was considerable consistency in the perceptions of the three groups in evaluating the importance of these competencies, with the exception that first-level managers placed greater importance on technical skills for daily MAMP activities than upper management. Brian C. Tietje Articles http://works.bepress.com/btietje/4 http://works.bepress.com/btietje/4 Wed, 03 Dec 2008 13:06:10 PST It is commonly argued that although rewards induce behaviors, they undermine attitudes and motivation for subsequent action. This perspective has been applied in a consumer setting to suggest that sales promotions such as coupons will undermine consumer brand evaluations and brand loyalty. Instead of focusing on the undermining effects of promotional rewards, this research applies the availability valence hypothesis (Tybout, Sternthal, & Calder, 1983) to predict and explain when rewards will enhance recipient response. Two experiments demonstrate that an immediate reward from a product-related source enhances product evaluations by making favorable information more accessible than unfavorable information. Promotions enhance the relative accessibility of favorable information when their benefits are directly experienced and the salience of the promotion’s task-contingency is diminished by maximizing consumer behavioral freedom. Brian C. Tietje Articles http://works.bepress.com/btietje/3 http://works.bepress.com/btietje/3 Wed, 03 Dec 2008 13:06:06 PST Although industrial sales is widely discussed in both practitioner and academic circles, no clear definition of “industrial” has been established. We present a definition of industrial sales that distinguishes it from other sales domains, and we draw from a panel of industrial sales executives and a random sample of industrial sales managers to generate and evaluate the importance of a comprehensive list of knowledge, skills, and value competencies that are required for success in industrial sales. Technical competencies, while important, were rated relatively less so than selling- and customer-related competencies. Among other recommendations, we implore industrial sales executives to incorporate a global mindset into their sales organization, and we challenge academics to extend personal selling beyond the business school to engineering, computer science, and other technical disciplines from where industrial salespeople often recruit. Clifford S. Barber Articles http://works.bepress.com/btietje/2 http://works.bepress.com/btietje/2 Wed, 03 Dec 2008 13:06:01 PST This article discusses the need for more satisfactory implicit measures in consumer psychology and assesses the theoretical foundations, validity, and value of the Implicit Association Test (IAT) as a measure of implicit consumer social cognition. Study 1 demonstrates the IAT’s sensitivity to explicit individual differences in brand attitudes, ownership, and usage frequency, and shows their correlations with IAT-based measures of implicit brand attitudes and brand relationship strength. In Study 2, the contrast between explicit and implicit measures of attitude toward the ad for sportswear advertisements portraying African American (Black) and European American (White) athlete–spokespersons revealed different patterns of responses to explicit and implicit measures in Black and White respondents. These were explained in terms of self-presentation biases and system justification theory. Overall, the results demonstrate that the IAT enhances our understanding of consumer responses, particularly when consumers are either unable or unwilling to identify the sources of influence on their behaviors or opinions. Frederic F. Brunel Articles http://works.bepress.com/btietje/1 http://works.bepress.com/btietje/1 Tue, 29 Jul 2008 16:06:18 PDT This article describes the development and implementation of assessment in our new outcome-based marketing curriculum (described fully in Borin, Metcalf, and Tietje 2007). Outcomes for the marketing curriculum were specified at the program, department, course, and lesson levels. Direct embedded assessments as well as indirect assessment methods were used to gauge student achievement. Results indicate that, on both self-reported (indirect) and direct, as well as non-embedded and embedded assessments, significant value-added learning occurred. We chronicle the stages in developing and implementing an assessment plan, and reflect on our experiences in the process to provide a roadmap for other marketing departments who also face the transition from teaching to learning. Norm A. Borin Articles