Computer systems cannot improve organizational performance if they aren't used. Unfortunately, resistance to end-user systems by managers and professionals is a widespread problem. To better predict, explain, and increase user acceptance, we need to better understand why people accept or reject computers. This research addresses the ability to predict peoples' computer acceptance from a measure of their intentions, and the ability to explain their intentions in terms of their attitudes, subjective norms, perceived usefulness, perceived ease of use, and related variables. In a longitudinal study of 107 users, intentions to use a specific system, measured after a one-hour introduction to the system, were correlated 0.35 with system use 14 weeks later. The intention-usage correlation was 0.63 at the end of this time period. Perceived usefulness strongly influenced peoples' intentions, explaining more than half of the variance in intentions at the end of 14 weeks. Perceived ease of use had a small but significant effect on intentions as well, although this effect subsided over time. Attitudes only partially mediated the effects of these beliefs on intentions. Subjective norms had no effect on intentions. These results suggest the possibility of simple but powerful models of the determinants of user acceptance, with practical value for evaluating systems and guiding managerial interventions aimed at reducing the problem of underutilized computer technology.

User Acceptance of Computer Technology: A Comparison of Two Theoretical Models

Evidence from past research and insights from an exploratory investigation are combined in a conceptual model that defines and relates price, perceived quality, and perceived value. Propositions ab...

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Consumer Perceptions of Price, Quality, and Value: A Means-End Model and Synthesis of Evidence:

Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output The dominant logic focused on tangible resources, embedded value, and transactions Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the cocreation of value, and relationships The authors believe that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange The authors explore this evolving logic and the corresponding shift in perspective for marketing scholars, marketing practitioners, and marketing educators

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Evolving to a New Dominant Logic for Marketing

An important part of our information-gathering behavior has always been to find out what other people think. With the growing availability and popularity of opinion-rich resources such as online review sites and personal blogs, new opportunities and challenges arise as people now can, and do, actively use information technologies to seek out and understand the opinions of others. The sudden eruption of activity in the area of opinion mining and sentiment analysis, which deals with the computational treatment of opinion, sentiment, and subjectivity in text, has thus occurred at least in part as a direct response to the surge of interest in new systems that deal directly with opinions as a first-class object.

This survey covers techniques and approaches that promise to directly enable opinion-oriented information-seeking systems. Our focus is on methods that seek to address the new challenges raised by sentiment-aware applications, as compared to those that are already present in more traditional fact-based analysis. We include material on summarization of evaluative text and on broader issues regarding privacy, manipulation, and economic impact that the development of opinion-oriented information-access services gives rise to. To facilitate future work, a discussion of available resources, benchmark datasets, and evaluation campaigns is also provided.

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Opinion Mining and Sentiment Analysis

Since the introductory article for what has become known as the “service-dominant (S-D) logic of marketing,” “Evolving to a New Dominant Logic for Marketing,” was published in the Journal of Marketing (Vargo, S. L., & Lusch, R. F. (2004a)), there has been considerable discussion and elaboration of its specifics. This article highlights and clarifies the salient issues associated with S-D logic and updates the original foundational premises (FPs) and adds an FP. Directions for future work are also discussed.

Service-dominant logic: continuing the evolution

A channel of distribution consists of different channel members each having his own decision variables. However, each channel member's decisions do affect the other channel members' profits and, as a consequence, actions. A lack of coordination of these decisions can lead to undesirable consequences. For example, in the simple manufacturer-retailer-consumer channel, uncoordinated and independent channel members' decisions over margins result in a higher price paid by the consumer than if those decisions were coordinated. In addition, the ensuing suboptimal volume leads to lower profits for both the manufacturer and the retailer.

This paper explores the problems inherent in channel coordination. We address the following questions.

---What is the effect of channel coordination?

---What causes a lack of coordination in the channel?

---How difficult is it to achieve channel coordination?

---What mechanisms exist which can achieve channel coordination?

---What are the strengths and weaknesses of these mechanism?

---What is the role of nonprice variables (e.g., manufacturer advertising, retailer shelf-space) in coordination?

---Does the lack of coordination affect normative implications from in-store experimentation?

---Can quantity discounts be a coordination mechanism?

---Are some marketing practices actually disguised quantity discounts?

We review the literature and present a simple formulation illustrating the roots of the coordination problem. We then derive the form of the quantity discount schedule that results in optimum channel profits.

This article was originally published in Marketing Science, Volume 2, Issue 3, pages 239--272, in 1983.

Managing Channel Profits

A theory and methodology are developed for explicitly considering the cost of comparing diverse choice alternatives. The theory allows (1) explicit analytical measures of the cost of using various simplified decision strategies, and (2) predictions regarding the distribution of mistakes a consumer is likely to make when reducing decision-making effort.

The Cost Of Thinking

Critics and their reviews pervade many industries and are particularly important in the entertainment industry. Few marketing scholars, however, have considered the relationship between the market ...

Film Critics: Influencers or Predictors?:

This paper analyzes how a firm should adjust its marketing expenditures and its price to defend its position in an existing market from attack by a competitive new product. Our focus is to provide usable managerial recommendations on the strategy of response. In particular we show that if products can be represented by their position in a multiattribute space, consumers are heterogeneous and maximize utility, and awareness advertising and distribution can be summarized by response functions, then for the profit maximizing firm: 
it is optimal to decrease awareness advertising,
it is optimal to decrease the distribution budget unless the new product can be kept out of the market,
a price increase may be optimal, and
even under the optimal strategy, profits decrease as a result of the competitive new product.



Furthermore, if the consumer tastes are uniformly distributed across the spectrum 
a price decrease increases defensive profits,
it is optimal (at the margin) to improve product quality in the direction of the defending product's strength and
it is optimal (at the margin) to reposition by advertising in the same direction.



In addition we provide practical procedures to estimate (1) the distribution of consumer tastes and (2) the position of the new product in perceptual space from sales data and knowledge of the percent of consumers who are aware of the new product and find it available. Competitive diagnostics, such as the angle of attack, are introduced to help the defending manager.

This article was originally published in Marketing Science, Volume 2, Issue 4, pages 319--360, in 1983.

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Defensive Marketing Strategies

Advance selling occurs when sellers allow buyers to purchase at a time preceding consumption (Shugan and Xie 2000). Electronic tickets, smart cards, online prepayments, and other technological advances make advance selling possible for many, if not all, service providers. These technologies lower the cost of making complex transactions at a greater distance from the seller's site. They also give sellers more control over advance selling by decreasing arbitrage. As technology enhances the capability to advance sell, more academic attention is vital. This paper strives to exploit these technologies by developing advance-selling strategies.Until recently, advance-selling research focused on the airline industry and specific characteristics of that industry. These characteristics included the price insensitivity of late arrivals (e.g., business travelers) compared with early arrivals (e.g., leisure travelers), demand uncertainty across flights on the same day, and capacity constraints. Recent findings by Shugan and Xie (2000) show that advance selling is a far more general marketing tool than previously thought. It does not require these industry-specific characteristics. It only requires the existence of buyer uncertainty about future valuations. Moreover, sellers without the ability to price discriminate can use advance selling to improve profits to the level of first-degree price discrimination. This finding is important because buyers are nearly always uncertain about their future valuations for most services (e.g., the utility of next year's vacation or a future college education).In this paper, we take the next step from Shugan and Xie (2000). We show that advance-selling profits do not come from buyer surplus, but from more buyers being able to purchase. We determine when and how to advance sell in a variety of situations, including situations with limited capacity, second-period arrivals, refunds, buyer risk aversion, exogenous credibility, continuous preference distributions, and premium pricing. We determine when advance selling improves profits and, when it does, how to set advance prices. We ask and answer seven questions. First, when should sellers advance sell? Second, how much can advance selling improve profits compared with only spot selling? Third, what factors impact the profitability of advance selling and how? Fourth, should advance prices be higher or lower or the same as spot prices? Fifth, how do capacity constraints impact advance-selling strategies? Sixth, should sellers limit the number of advance sales? Finally, what is the possible impact of buyer risk aversion?First, we provide precise conditions when sellers should advance sell. For example, without capacity constraints, we show that sellers should advance sell when marginal costs are sufficiently low to make it profitable to sell to buyers with low valuations and sufficiently high to convince buyers that the spot price will be higher than the advance price.Second, we find that advance selling can almost double the profits from optimal spot selling to early arrivals. We also show that advance selling has no impact on consumer surplus in markets with homogenous consumers and no capacity constraints. Therefore, advance selling can increase social welfare because seller profits increase.Third, we find that two very important factors impacting the profitability of advance selling are seller credibility and marginal costs. Buyers only advance buy when they expect an advantage from advance buying over spot buying. Without capacity constraints, sellers must credibly convince buyers that the advance price is at a discount to the spot price. We show that this condition is met under different circumstances. For example, large marginal costs can create credibility because buyers believe that these costs will lead to high spot prices.Fourth, we find (although optimal advance prices can be at a discount to the spot price) that sometimes a premium is optimal. Premiums are optimal when capacity is large (but limited) and marginal costs are not too large. Buyers advance purchase at a premium to spot prices when capacity is limited and spot prices are low. (Note that this is not a risk premium, and risk aversion is not required.) No prior research has suggested this strategy because that research relies on the assumption that early arrivals are more price sensitive than later ones. Without that assumption, premium advance pricing is sometimes optimal.Fifth, we find that binding capacity constraints can impact the profitability of advance selling in opposite ways. On one hand, capacity constraints create seller credibility. Buyers believe that spot prices will be high when they know spot capacity is limited (and, perhaps, more limited by advance sales). On the other hand, when capacity is limited, the need to increase sales from discounted advance prices diminishes.Sixth, consistent with Desiraju and Shugan (1999) we find that limiting advance sales can be profitable, but only under restrictive conditions. These conditions are: (1) selling to all early arrivals would leave insufficient capacity in the spot period to sell to all second-period arrivals with high valuations, (2) the optimal spot price is high, and (3) marginal costs are sufficiently small to make advance selling profitable.Finally, we find that buyer risk aversion can sometimes increase the profitability of advance selling.Our findings provide precise guidelines for a large number of service providers that will have the technical capability to advance sell. For those service providers, advance selling provides a creative pricing strategy that can potentially provide substantial improvements in profits.

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Steven M. Shugan

Papers

Managing Channel Profits

The Cost Of Thinking

Film Critics: Influencers or Predictors?:

Defensive Marketing Strategies

Electronic Tickets, Smart Cards, and Online Prepayments: When and How to Advance Sell