T
Torsten Bornemann
Researcher at University of Stuttgart
Publications - 23
Citations - 1360
Torsten Bornemann is an academic researcher from University of Stuttgart. The author has contributed to research in topics: Customer retention & Corporate social responsibility. The author has an hindex of 12, co-authored 22 publications receiving 1109 citations. Previous affiliations of Torsten Bornemann include Goethe University Frankfurt & University of Mannheim.
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Implementing the Marketing Concept at the Employee–Customer Interface: The Role of Customer Need Knowledge
TL;DR: In this article, the authors introduce the concept of "customer need knowledge" (CNK), which describes the extent to which a frontline employee can accurately identify a given customer's hierarchy of needs.
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Corporate Social Responsibility in Business-to-Business Markets : How Organizational Customers Account for Supplier Corporate Social Responsibility Engagement
TL;DR: In this paper, a framework of the influence of a supplier's CSR engagement on organizational customer outcomes was developed and empirically tested, based on instrumental stakeholder theory, for cross-industry supplier-customer dyads.
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Psychological Distance and the Dual Role of Price
TL;DR: In this paper, the authors propose that psychological distance alters the weight consumers attach to these opposing roles of price, and that when people initially use price to judge a product for distant future consumption, it receives less attention as an indicator of sacrifice in a later evaluation for near future consumption.
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Talented people and strong brands: The contribution of human capital and brand equity to firm value
TL;DR: In this article, the authors examined the simultaneous effects of brand equity and human capital on firm value and showed that both resources create relatively more value in a service setting than a manufacturing setting.
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The Role of Chief Marketing Officers for Venture Capital Funding: Endowing New Ventures with Marketing Legitimacy
TL;DR: In this article, the authors argue that the characteristics of the chief marketing officer (CMO) may endow new ventures with marketing legitimacy, and they employ a two-stage selection hazard rate analysis to simultaneously account for potential selection bias and right-censored observations, analyzing a comprehensive data set of 2,945 high-technology new ventures.