July 2023
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20 Reads
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4 Citations
Industrial Marketing Management
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Publications (85)
June 2022
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13 Reads
Academy of Marketing Science Review
October 2021
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89 Reads
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14 Citations
International Journal of Research in Marketing
Sales organizations are replete with informal forms of organizational control. Despite this, marketing and management literature has primarily focused on the theoretical development and empirical testing of formal, managerial forms of control. One reason research on informal controls has lagged is a lack of comprehensive measurement scales. Specifically, existing measures of the three principal types of informal controls—self, social, and cultural—do not capture the full dimensionality of the constructs (i.e., information, reward, and punishment aspects of informal controls). The authors take steps to remedy this situation by (1) outlining nine distinct dimensional types of informal control based on organizational control theory, (2) developing scales to measure the nine informal control constructs in a qualitative field study with 28 B2B salespeople, and (3) empirically validating the scales by establishing their psychometric properties and nomological validity using data collected from a diverse panel of 750 B2B salespeople.
April 2021
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204 Reads
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7 Citations
Academy of Marketing Science Review
January 2021
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16 Reads
Journal of Business-to-Business Marketing
Purpose: The purpose of this study is to examine the relationship between salesperson call frequency and account potential. In sharp contrast to conventional wisdom, in two case studies, we show that there is no relationship between call frequency and account potential. We conclude with a discussion of reasons why this may be the case. Design/Methodology/Approach: We provide results from two case studies. Using internal data from the firm and survey data, study 1 focused over 150 nurses in the United Kingdom who used a specific medical device with their patients. Here we asked the nurses a battery of approximately 40 questions. We combined this data with National Health Service on procedures performed at each hospital (a measure of account potential). Study two involves a different medical device maker. Here we examine monthly contact and compare it to account potential. Findings: Study 1 finds that contact frequency at the the lowest account potential quartile was statistically lower than each of the remaining quartiles. However, the second lowest quartile of had the exact same monthly contact frequency as the highest quartile of accounts even though the underlying potential of former is approximately one-third (36%) that of the highest quartile of hospitals. Study 2 finds a similar pattern. In particular, when we looked at monthly contact frequency for companies in account potential quartiles 1-2-3 and compared it to the highest account potential quartile, we again found no statistical difference between the two groups. Practical Implications: Sales reps in these two studies were not visiting the accounts with the highest potential. When sales reps are “re-allocated” to the highest potential accounts – sales increase dramatically. Originality/Value: Simple reallocation of the sales rep’s time can have significant implications for revenue growth. We provide some logic – that can be tested – on why sales reps may engage in this sub-optimal behavior.
November 2020
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166 Reads
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44 Citations
Industrial Marketing Management
We identify four distinct market-driving processes based on the level of the entity driving the market and the type of change being driven: The Pied Piper; the Guild; the Evangelist; and the Apostles. Following this, we describe a seven-step approach for the Pied Piper process (individual firm driving functional change). The approach builds on prior work on driving markets, and introduces the concept of staggered waves of target customers and ecosystems. In addition, it introduces the role of potential obstructers and calls for developing plans to counter them prior to implementing a market-driving effort. Briefly, the seven-step process includes: (1) articulation of a value proposition for a fairly well-defined set of customers, (2) developing a vision of the ecosystem for delivering the proposed value to target customers, (3) stress testing the value proposition, target customers and ecosystem vision against macro trends and industry forces, (4) identifying “wave 1” customers, ecosystem actors, and potential obstructers, (5) developing a give-get matrix for the “wave 1” customers and ecosystem actors, a go-to-market plan that also addresses potential obstructers, (6) implementing the “wave 1” plan with agility, (7) cascading to subsequent waves of customers, ecosystem actors, and potential obstructers.
September 2020
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98 Reads
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4 Citations
Business Horizons
Conventional wisdom regarding customer relationships suggests that a company should strive to deepen the loyalty of its customer base. While multiple approaches have been suggested, each approach advocates moving a subset of the customer base from one level of affinity (e.g., neither satisfied nor dissatisfied) to a higher one (e.g., satisfied). While seemingly appropriate, this approach assumes that moving customers up to higher categories is important and should be the focus of a firm’s efforts. Instead, we recommend an approach that involves focusing a firm’s resources disproportionately on its most satisfied customers. This approach provides two major benefits relative to conventional approaches. First, it focuses a firm’s resources on a narrow segment of customers. Hence, it requires significantly less financial outlay and associated financial risk than any approach that is aimed at all or even a majority of customers. Second, as we demonstrate, the financial benefit from leveraging high satisfaction levels among a subset of the current customer base significantly exceeds the financial benefit of other strategies (e.g., moving customers up from neutral to satisfied). We present the results from two case studies that illustrate our main points and provide useful examples of how to leverage a firm’s highly satisfied customers.
June 2020
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3 Reads
June 2020
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10 Reads
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1 Citation
June 2020
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13 Reads
Citations (56)
... As much as a tech-savvy workforce is important, research by Kohli, Jaworski and Shabshab (2019) suggests that customer-centricity is a major change driver in the sector and that skills development should not be to the exclusion of an experienced workforce to this effect. The changing needs of the customer imply the changing skillsets demanded by banks. ...
- Citing Chapter
August 2019
... The brand is a complex system, and if it is about determining a value or brand capital, the 31 existing models specify their objectives through different orientations: (1) those based on costing, (2) in the market value of corporations, (3) financially oriented, and (4) those that deal with the consumer (Farquhar, 1989;Kotler, 2000;Kotler & Keller, 2012;Forero-Siabato & Duque-Oliva, 2014;Andreea, 2018;Deslandes et al., 2021;Montalvo-Arroyave et al., 2022;Kohli & Jaworski, 2023). In turn, they have certain complexities and preferences, and due to their approach they are theoretical/academic, others empirical/pragmatic, with endogenous/empirical validation, exogenous empirical, with multiple dimensions and components, and with diverse architectures, which leads to the focus on certain interests: (1) examine consumption by age groups, familiarity, perceived quality, and market-brand relationships; (2) in determining the strength and relevance of the brand, seeing its differentiation, relevance, estimated in the market and recognition; (3) create brands from the client's perception and the links that he has developed; (4) verify the financial status, role, and brand strength; (5) account for the brand work in terms of image, product, and price, with a view to building loyal relationships validated in purchase behavior and recommendation; (6) include brand awareness in the target audience; (7) determine that the brand's heritage can be defeated in the market by the price strategies of the competition and (8) even make the lovemarks proposal in order to evaluate the brands from two points that face each other: love and respect. ...
- Citing Article
July 2023
Industrial Marketing Management
... Strategic orientation was first developed by Kohli and Jaworski (1990) who suggested that companies could achieve a competitive advantage by analyzing the market and implementing market-oriented and innovative strategies. Adams et al. (2019) defined strategic orientation as the strategic direction and decisions that a firm pursue to achieve better business performance through appropriate behaviors. ...
- Citing Chapter
January 1999
... Although not theoretically expected to affect fully diversified investors in the portfolio process, corporate uncertainty often becomes a major obstacle in reality, leading to inaccurate cash flow projections and imprecise asset assessments. this study adopted, an approach previously developed by Jaworski et al., and(2012) and(lee et al., 2020). ...
- Citing Chapter
January 1999
... sMcss align salespeople with organizational goals (Darmon & Martin, 2011;Malek et al., 2018). although the conceptual framework encompasses both formal and informal aspects of sMcss (Malek et al., 2022;Ohiomah et al., 2019), this study focuses on formal sMcss. literature divides formal sMcss into the following three categories: outcome, activity, and capability control systems (challagalla & shervani, 1996;katsikeas et al., 2018;Ohiomah et al., 2019). ...
- Citing Article
- Full-text available
October 2021
International Journal of Research in Marketing
... Netflix marks a shift in the definition of television. Netflix progressed while developing through at least four different eras: DVDs, streaming, original content, and global production (Jaworski, 2021). Netflix appeals to the masses and uses the strategy of attracting low markets and then subsequently moving towards higher end markets, a signature for disruptive innovations. ...
Reference:
COVID-19: A PRISMATIC VIEW
- Citing Article
April 2021
Academy of Marketing Science Review
... Tables Table 1. Summary of the seven-step market-shaping process by Jaworski et al. (2020) As we are rapidly crossing the planetary boundaries 1 (Rockström et al. 2009) and the climate crisis exacerbates, the defining question of our time becomes how to accelerate sustainability transitions (IPCC 2021;2022;Markard et al. 2020). Sustainability transitions require the core systems of our societies such as energy, food, mobility, and construction to change rapidly and fundamentally (EEA 2020; Markard et al. 2020). ...
- Citing Article
November 2020
Industrial Marketing Management
... A recent study assessed how the firmographics of SMEs would affect the consideration of ESG factors when deciding to invest; the firmographic variables of interest in this study included location, firm age, gender and minority leadership (Arrieta, 2023). Indeed, firmographic variables can suit strategic assessments of wineries, especially when exploring environmental adaptation or in the context of sustainability (Carrillo-Higueras et al., 2018;Jaworski & Lurie, 2020). ...
- Citing Chapter
June 2020
... The context of PSF in Dubai provides an excellent setting for studying and understanding such a relationship for a few reasons. First, Dubai is an active host of PSF (+50,000 PSF operating in the Emirate during 2022), where empirical research on the service industry and PSF in particular is being called for (Agarwal et al., 2016;Amir et al., 2022;Jaworski and Patel, 2020;Skjolsvik et al., 2017). Moreover, the United Arab Emirates is classified as a secondary emerging economy in the Financial Times Stock Exchange Emerging Market indices (FTSE_Rusell, 2022). ...
- Citing Article
May 2020
Academy of Marketing Science Review
... In the realm of B2B marketing, capabilities are increasingly gaining attention among international business managers and scholars (Cortez and Hidalgo, 2022). Marketing capabilities pertain to internal business processes and are integral to B2B operations (Jaworski and Lurie, 2019;Mora Cortez and Johnston, 2019). These capabilities, defined as the processes that transform resources into valuable outputs (Morgan and Slotegraaf, 2012), have been shown to link marketing activities with organizational performance over time (Guo et al., 2018;Morgan, 2019;Vorhies and Morgan, 2005). ...
- Citing Article
November 2019
Academy of Marketing Science Review