This award honors outstanding research that produces both credible and useful knowledge that can be applied to benefit society. A diverse team of scholars with input from dozens of subject matter expert reviewers selected the winners out of a pool of over 30 nominations. The winning work exemplifies the that support the general notion of ���better marketing for a better world.��� These principles include:

1. Service to Society: Development of knowledge that benefits business and the broader society, locally and globally, for the ultimate purpose of creating a better world.
2. Valuing Both Basic and Applied Contributions: Contributions in both the theoretical domain to create fundamental knowledge and in applied domains to address pressing and current issues.
3. Valuing Plurality and Multidisciplinary Collaboration: Diversity in research themes, methods, forms of scholarship, types of inquiry, and interdisciplinary collaboration to reflect the plurality and complexity of business and societal problems.
4. Sound Methodology: Research that implements sound scientific methods and processes in both quantitative and qualitative or both theoretical and empirical domains.
5. Stakeholder Involvement: Research that engages different stakeholders in the research process, without compromising the independence of inquiry.
6. Impact on Stakeholders: Research that has an impact on diverse stakeholders, especially research that contributes to better business and a better world.
7. Broad Dissemination: Diverse forms of knowledge dissemination that collectively advance basic knowledge and practice.

Funded via support from the 蹤獲扦夥厙 and EBSCO, the award is co-sponsored by the Sheth Foundation and presented in cooperation with . Both Distinguished Winners and Winners receive grant money to continue their efforts in the field. The 2025 winners include:

Distinguished Winners

• Maura L. Scott, Sterling Bone, Glenn Christensen, Anneliese Lederer, Martin Mende, Brandon Christensen, and Marina Cozac, “” | Journal of Marketing Research
• Lynn Sudbury-Riley, Philippa Hunter-Jones, Ahmed Al-Abdin, and Michael Haenlein, “” | Journal of the Academy of Marketing Science

Winners

• Leonard Berry, Tracey Danaher, Timothy Keiningham, Lerzan Aksoy, and Tor W. Andreassen, “” | Journal of Marketing
• Ximena Garcia-Rada, Mary Steffel, Elanor F. Williams, and Michael I. Norton, “” | Journal of Consumer Research
• Arjen van Lin, Aylin Aydinli, Marco Bertini, Erica van Herpen, and Julia von Schuckmann, “” | Journal of Consumer Research
• Courtney Nations Azzari, Laurel Anderson, Martin Mende, Josephine Go Jefferies, Hilary Downey, Amy L. Ostrom, and Jelena Spanjol, “” | Journal of Service Research

Finalists

• Chuck Howard, David Hardisty, Abigail Sussman, and Marcel Lukas, ” | Journal of Marketing Research
• Edlira Shehu, Besarta Veseli, Michel Clement, and Karen Page Winterich, “” | Journal of Service Research

蹤獲扦夥厙t the 蹤獲扦夥厙 (蹤獲扦夥厙)

As the leading global professional marketing association, the 蹤獲扦夥厙 is the essential community for marketers. From students and practitioners to executives and academics, we aim to elevate the profession, deepen knowledge, and make a lasting impact. The 蹤獲扦夥厙 is home to five premier scholarly journals including: Journal of Marketing, Journal of Marketing Research, Journal of Public Policy and Marketing, Journal of International Marketing, and Journal of Interactive Marketing. Our industry-leading training events and conferences define future forward practices, while our professional development and PCM簧 professional certification advance knowledge. With 70 chapters and a presence on 350 college campuses across North America, the 蹤獲扦夥厙 fosters a vibrant community of marketers. The association���s philanthropic arm, the 蹤獲扦夥厙���s Foundation, is inspiring a more diverse industry and ensuring marketing research impacts public good. 

蹤獲扦夥厙 views marketing as the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. You can learn more about 蹤獲扦夥厙���s learning programs and certifications, conferences and events, and academic journals at 蹤獲扦夥厙.org.

蹤獲扦夥厙t the Sheth Foundation 

Founded by Dr. Jagdish & Madhu Sheth, the Sheth Foundation supports the academic scholarship, publications, education, and research of tax-exempt, publicly-supported educational organizations, primarily focusing on the discipline of marketing, by providing support to grant awarding Recipient Organizations.

蹤獲扦夥厙t Responsible Research in Business and Management (RRBM) 

Responsible Research for Business and Management (RRBM) is dedicated to inspiring, encouraging, and supporting credible and useful research in the business and management disciplines.

The post 蹤獲扦夥厙-EBSCO-RRBM Award for Responsible Research in Marketing | 2025 Winners Announced appeared first on 蹤獲扦夥厙.

The 蹤獲扦夥厙 is pleased to announce that two new members will join the Academic Council in July 2025: Martin Mende and Julian K.泭Saint Clair.

Martin Mende

Martin Mende is Professor of Marketing and J. Willard and Alice S. Marriott Foundation Professor in Services Leadership at Arizona State University. His research appears in Journal of Marketing Research, Journal of Consumer Research, Journal of the Academy of Marketing Science, Journal of Consumer Psychology, Journal of Service Research, Journal of Public Policy & Marketing, Journal of Retailing, Journal of Interactive Marketing, Marketing Letters, and Journal of Business Research.

Mende serves as Associate Editor for Journal of Marketing Research (JMR), Journal of Marketing (JM), Journal of the Academy of Marketing Science (JAMS), Journal of Consumer Psychology (JCP), Journal of Service Research (JSR), Journal of Public Policy & Marketing (JPP&M), and Journal of Retailing (JR). He also serves on the Editorial Review Board for Journal of Consumer Research (JCR) and as developmental editor for Journal of Marketing.

Mende is chair of the Advisory Committee, reporting to the board of the . His research has been recognized as a finalist for the Paul E. Green Award (JMR), a winner of the Weitz-Winer-O���Dell Award (JMR), and a winner of the Journal of Service Research Best Article Award. He was recognized as the 2017 蹤獲扦夥厙 Marketing and Society Special Interest Group (MASSIG) Emerging Scholar, as well as the 2017 蹤獲扦夥厙 Emerging Scholar. While he was with Florida State University, Mende won college-wide and university-wide teaching awards. 

Julian K. Saint Clair

Julian K. Saint Clair is Associate Professor of Marketing at Loyola Marymount University. He earned a BA in business administration from Clark Atlanta University and an MS and PhD in marketing and consumer psychology from University of Washington���s Foster School of Business. His work focuses on marketplace equity through the lens of consumer identity and learning. Subtopics include multiple identities, multiculturalism, intersectionality, stereotypes and diversity marketing.

Saint Clair���s interdisciplinary approach has led to publications in Journal of Marketing, Marketing Science, Journal of Consumer Research, Journal of Consumer Psychology, Journal of Marketing Education, and the Association for Consumer Research (ACR) Film Festival. He has been recognized by the 蹤獲扦夥厙, National Black MBA Association, , and ACR for excellence in diversity marketing. Saint Clair uses his expertise in inclusive brand strategy and communications to work with individuals and organizations to create positive value for stakeholder communities across a range of industries and sectors.

Saint Clair is an 蹤獲扦夥厙/PhD Project Faculty Mentor and reviewer for the 蹤獲扦夥厙/PhD Project Valuing Diversity Scholarship. He has contributed significantly to 蹤獲扦夥厙���s Marketing and Public Policy Conference as an ad-hoc committee member and assisted with the 2020 conference hosted by LMU. Saint Clair was cochair of the 2023 蹤獲扦夥厙 Summer Academic Conference, and he currently serves as faculty advisor for LMU���s collegiate 蹤獲扦夥厙 chapter.

蹤獲扦夥厙t the 蹤獲扦夥厙 Academic Council

The 蹤獲扦夥厙 Academic Council is a 12-member council that represents the diversity of scholarly interests in managerial, behavioral, modeling, and public policy perspectives with attention to strategic marketing implications. The 蹤獲扦夥厙 strives to be the most relevant force and voice shaping marketing around the world; an essential community for marketers. 

In support of that mission, the 蹤獲扦夥厙 Academic Council advocates for the 蹤獲扦夥厙 academic membership and provides stewardship of Academic Special Interest Groups (SIGs), events, and related initiatives.

###

蹤獲扦夥厙t the 蹤獲扦夥厙 (蹤獲扦夥厙)

As the leading global professional marketing association, the 蹤獲扦夥厙 is the essential community for marketers. From students and practitioners to executives and academics, we aim to elevate the profession, deepen knowledge, and make a lasting impact. The 蹤獲扦夥厙 is home to five premier scholarly journals including: Journal of Marketing, Journal of Marketing Research, Journal of Public Policy and Marketing, Journal of International Marketing, and Journal of Interactive Marketing. Our industry-leading training events and conferences define future forward practices, while our professional development and PCM簧 professional certification advance knowledge. With 70 chapters and a presence on 350 college campuses across North America, the 蹤獲扦夥厙 fosters a vibrant community of marketers. The association���s philanthropic arm, the 蹤獲扦夥厙���s Foundation, is inspiring a more diverse industry and ensuring marketing research impacts public good. 

蹤獲扦夥厙 views marketing as the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. You can learn more about 蹤獲扦夥厙���s learning programs and certifications, conferences and events, and scholarly journals at 蹤獲扦夥厙.org. 

The post 蹤獲扦夥厙 Announces New Academic Council Members for the 2025���2028 Term appeared first on 蹤獲扦夥厙.

Traditional charities have historically used celebrity events, galas, public service announcements, and advertisements to solicit contributions. More recently, online crowdfunding platforms like GoFundMe and DonorsChoose have taken another route: By providing a direct connection with potential donors, they have eliminated the need for expensive marketing investments.

In a , we find that project stewards who contribute to their own campaigns within online crowdfunding platforms are significantly more likely to achieve funding success. This practice of self-donation serves as a powerful signaling tool. It highlights the project���s quality and importance, boosts the pace of donations, increases the total amount contributed, and enhances the overall likelihood of reaching funding goals. As nonprofits and educational causes increasingly rely on crowdfunding platforms, our research reveals how self-donation can effectively support these efforts.

Our team analyzed millions of donations on DonorsChoose, a well-known platform where teachers seek funds for classroom supplies, educational projects, and other instructional needs. We discovered that when teachers make visible self-donations to their projects, it strongly signals the project���s value and the teacher���s commitment. Our findings underscore that the effectiveness of self-donation is not solely about the amount contributed but also about the timing and visibility of these donations.

By investing their own money into their projects, teachers are more likely to attract additional support. This is particularly important for early-stage projects or for teachers who are new to the platform and have yet to build a reputation. A well-timed and visible self-donation at the start of a campaign can significantly increase the likelihood of reaching the funding goal. We also find that larger self-donations prove more effective in achieving fundraising goals. Further, projects involving a self-donation are more likely to send impact letters to donors to provide additional, yet indirect, evidence of the correlation between quality and self-donation.

Platforms should encourage project stewards to make visible self-donations as a means of improving the matching efficiency between donors and high-quality projects. This could involve highlighting self-donations on project landing pages or recommending projects based on the donor’s behavior. Such strategies could boost overall campaign success rates, benefiting both teachers and the students they serve.

A Viable Fundraising Strategy

The implications of our study extend to the broader educational community. School administrators and district leaders should encourage teachers to use self-donation as a fundraising strategy. In an era of tight school budgets, empowering teachers with effective fundraising tools can significantly enhance the quality of education that students receive. From the perspective of crowdfunding platforms like DonorsChoose, supporting and facilitating self-donation could improve the overall effectiveness of their services.

Our findings extend beyond the educational sector. The principle of self-donation can be applied in various contexts, including political campaigns and corporate social responsibility (CSR) initiatives. For instance, political candidates often contribute their own funds to signal their dedication, and companies publicly donate a portion of their profits to enhance their reputations. In each case, self-contribution acts as a powerful indicator of commitment and quality and tends to influence the behavior of others.

Platforms might develop features that make it easier for project stewards to make visible self-donations or to highlight these contributions to potential donors. Additionally, providing guidelines or best practices for teachers on strategically timing their self-donations could maximize impact.

Lessons for Chief Marketing Officers

• The visibility of self-donations is crucial for fundraising. Individuals and organizations should be aware of the risks of anonymous self-donations.

• The frequency, recency, and amount of self-donations should be carefully planned to maximize their impact on fundraising success. Ideally, a single self-donation at the project���s outset can optimize its funding prospects.

• Platforms can highlight self-donations on the project landing page and encourage self-donations during the donation process to increase the project funding rate.

Our research offers valuable insights for teachers, crowdfunding platforms, and other stakeholders involved in online fundraising. By leveraging self-donation as a signaling mechanism, educators can increase their chances of successfully funding their projects, thus enhancing educational experiences for their students. Crowdfunding platforms can improve their services by supporting and promoting self-donation strategies. We encourage all stakeholders to incorporate these findings into their practices to create more successful and impactful fundraising campaigns.

The effects of self-donation may vary in more complex contexts where funds go directly to fundraisers and could raise moral concerns. We encourage scholars to extend our theory by examining the impact of self-donations in other contexts. Future research may also study the dynamic interactions among donors during the donation process.

Source: Zhuping Liu, Qiang Gao, and Raghunath Singh Rao, ���,��� Journal of Marketing.

Go to the Journal of Marketing

The post Do Self-Donations Work in Fundraising? A New Study Finds That Creators Who Contribute Their Own Funds See Better Results appeared first on 蹤獲扦夥厙.

However, in a , we find this is not the whole story. Contrary to the popular belief that customer interactions are essentially draining, our study shows that, under certain conditions, these interactions can rejuvenate service employees. Service interactions can generate high levels of emotional energy, similar to the confidence and excitement experienced at a great concert or a thrilling soccer game.

The key question we pose is: Could customer interactions become a source of emotional energy for frontline service staff? And, if so, how?

The Club Med Experience

Our study is based on research conducted in Club Med resorts, a unique service environment where employees and customers frequently participate in high-energy activities together such as singing, dancing, and playing sports or sharing drinks and meals. Club Med offers a rich context for studying the emotional dynamics of service work because the interactions here are not just incidental but embedded into the company���s culture.

At Club Med, we observed that certain rituals, such as the iconic ���Crazy Signs��� dance performed every evening by staff and guests, serve as powerful sources of emotional energy. During these rituals, the coordinated actions of participants lead to a collective emotional high. The synchronization of movements and emotions not only enhances the experience for customers but also energizes the employees who lead them. In this way, Club Med employees find joy and rejuvenation in interactions that might be stressful in other service contexts.

Our research also highlights the importance of autonomy and status in generating emotional energy. Employees who have more control over their work and who are given opportunities to elevate their status, even temporarily, are more likely to experience positive emotional energy. At Club Med, employees often take on leadership roles during rituals and performances, becoming the focus of attention and, in the process, gaining a temporary boost in status. This elevation is crucial in transforming potentially draining interactions into energizing ones.

Our findings challenge the conventional wisdom that service interactions are inherently depleting. Instead, we argue that under the right conditions���such as opportunities for entrainment, autonomy, and status elevation���customer interactions can be a source of emotional rejuvenation for service employees. This has important implications for service organizations seeking to improve employee well-being and engagement. By fostering environments where positive customer interactions can flourish, organizations can help their employees maintain high levels of emotional energy that can lead to better service outcomes and lower turnover.

Lessons for Chief Marketing Officers

• Create rhythmic entrainment: Consider the famous safety announcements from Southwest Airlines. These humorous announcements foster a lighthearted atmosphere, yet this interaction also becomes a moment of mutual focus for employees and customers. It allows airline crews to move their bodies in a synchronous fashion, and through this synchronization���an example of rhythmic entrainment���converge toward the same lighthearted mood. This is a good example of how it is possible to take an existing service interaction that does not normally generate emotional energy for service employees and turn it into one that increases employees��� emotional energy.

• Increase employee autonomy and status: Cycling brands like Rapha organize outings where customers and employees ride together. These experiences act as a regenerative moment for employees because the power differential associated with serving someone is temporarily removed. Such an environment develops common ground between service employees and customers.

• Create ���Breathing Rituals���: Organizations should consider introducing ���breathing rituals���: moments that allow employees and customers to interact on a more equal footing. For example, in some cases, Club Med employees and guests form lasting bonds through experiences such as sharing a meal or drinks. These interactions are both pleasurable and also serve as a counterbalance to the more routine, hierarchical aspects of service work.

By recognizing the potential for customer interactions to generate emotional energy, service organizations can create conditions that protect employees from burnout and enhance their overall work experience. This shift in perspective���from seeing customer interactions as a burden to viewing them as an opportunity for emotional renewal���could help address the persistent challenges faced by the industry. By intentionally designing customer interactions with emotional energy in mind, we can transform service work into a more meaningful and joyful experience.

Source: Julien Cayla and Brigitte Auriacombe, ���,��� Journal of Marketing.

Go to the Journal of Marketing

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Conference participants receive a digital copy of the conference proceedings approximately one week ahead of the conference.

Non-members may purchase digital proceedings by contacting customerservice@ama.org or purchase a print copy via the 蹤獲扦夥厙’s official .

Winter Academic Conference | February

Marketing & Public Policy Conference | June

Summer Academic Conference | August

The post 蹤獲扦夥厙 Academic Conference Proceedings appeared first on 蹤獲扦夥厙.

Important Timeline for SIG Leaders

• July 1: Start of the New Fiscal Year
• August: 蹤獲扦夥厙 Summer Academic Conference
• September 15: SIG Leadership Updates are Due to 蹤獲扦夥厙 Support Center
• December: Winter 蹤獲扦夥厙 Award Orders + Reception Details Due
• February: MA Winter Academic Conference
• June: Summer 蹤獲扦夥厙 Award Orders Due
• June 15: Due Date for Fiscal Year Spending

SIG Guidelines and Reporting | SIG Processes | SIG Documents | SIG and 蹤獲扦夥厙 Branding Guidelines | Pop-Up SIGs

Can’t find what you are looking for? Please do not hesitate to reach out to membersupport@ama.org for help.

SIG Guidelines and Reporting

• 1 Year, 3 Year and 5 Year Guidelines Overview
• 1 Year Guidelines (July 2023 – June 2024)
• 3 Year Guidelines (July 2025 – June 2026)
• 5 Year Guidelines (July 2027 – June 2028)

SIG Processes

SIG Documents

Every SIG has a personalized SIG Overview Document. These documents include important dates, a live budget, a list of active academic members, and a list of contacts who have previously been members or affiliated for wider outreach. Since these documents have individual budget information, they are not linked on this page. If you are a SIG Leader and need access, please contact rfickett@ama.org to resend you your SIG Document link.

SIG and 蹤獲扦夥厙 Branding Guidelines

Pop-Up SIGs

Pop-up SIGs are temporary entities (formed for a period of one to three years) created to address emerging topics in marketing that typically fall at the intersection of existing SIGs or around new substantive/thematic developments in the field. The Organizational Frontlines group has been successful in holding programming and attracting members from diverse SIGs in the past and that is the pilot as a Pop-up SIG. These may transition into SIGs of their own if they have enough members at the end of three years or may be folded into existing SIGs (provided the SIG agrees to merge with the Pop-Up). It is a way for 蹤獲扦夥厙 to promote new topic areas within marketing, and to highlight topics at the intersection of different sub-fields in marketing.

Pop-Up SIG Applications are approved by the Academic Council, and Pop-Up SIGs may receive a budget of up to $1,000 per fiscal year to support their efforts and programming. 

The Academic Councils reviews at their quarterly meetings.

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That is, while most existing research addresses CE in particular domestic or local market conditions, the reported findings may lack generalizability in and across international markets, revealing an important research gap. For example, Gupta, Pansari, and Kumar (2018, p. 16) posit that ���the positive association between customer experience and satisfaction is enhanced in collectivistic (vs. individualistic) culture[s],��� thus revealing important CE-based differences across markets. Similarly, Hollebeek (2018, p. 46) postulates that ���consumers displaying mostly individualist (collectivist) traits will focus their cognitive CE more on individual brand interaction attributes (holistic brand interactions) than consumers exhibiting mostly collectivist (individualist) traits,��� corroborating the existence of differing cross-cultural CE dynamics.  

Different market environments exhibit unique characteristics in terms of culture, GDP, living standards, regulation, socioeconomic systems, purchase behaviors, and so on (Burgess and Steenkamp 2006), thus differentially shaping cross-market CE. That is, customers��� cross-cultural engagement styles or their ���motivationally driven disposition to think, feel, act, and relate to others in a certain manner characteristic of their specific individual  ��� traits in brand interactions��� are likely to differ across markets (Hollebeek 2018, p. 46). Moreover, firms��� CE-cultivating strategies may differ in line with prevailing institutional or infrastructure conditions. For example, Kumar and Pansari (2016) find that economic growth, which they argue will affect consumer budgets, has a positive impact on CE. Furthermore, the lack of trust-enhancing infrastructure and well-functioning regulatory institutions in emerging markets can affect consumer trust and CE (Jaiswal et al. 2018).

Drawing on these observed gaps, in this special issue we call for the further contextualization of CE research across international markets (Tsang and Kwan 1999), which refers to the process of ���incorporating the context in describing, understanding, and theorizing about phenomena within it��� (Tsui 2006, p. 2). We welcome conceptual, methodological, qualitative, or quantitative contributions that offer insight in this area. Special issue papers may focus on topics including, but not limited to, the following:

• To what extent do existing CE-based findings hold up in or across international marketing contexts?
• How do cross-cultural characteristics affect CE in or across particular market-based scenarios?
• How does customer trust/relational behavior affect cross-market CE (or vice versa; Hewett and Bearden 2001)?  
• Which entry strategies are most conducive in markets characterized by different CE styles (Onamusi 2020)?
• To what extent does culture affect customer-to-customer interactions in international market contexts (e.g., online brand communities, social media; Kim, Moon, and Iaccobucci 2019)?
• How does product/service standardization influence CE in or across particular markets?
• How does different countries��� technological infrastructure and/or usage affect online CE?
• How do consumers engage with particular brands in the company���s home market (vs. particular host markets)?
• (How) does customer ethnocentrism affect CE with local/domestic (vs. foreign-made) products or brands?
• How do multinational corporations (vs. born global companies) develop CE in particular markets?
• Which international market research best practices help advance insight into CE with specific brands, products, or firms in or across particular markets?
• How do differing national characteristics (e.g., literacy rates, technology access, GDP) affect CE across markets?
• What is the role of institutional or other national (e.g., regulatory, political, administrative, knowledge-based, global connectedness) factors or conditions (Berry, Guillen, and Zhou 2010) in firms��� abilities to develop and benefit from CE?
• Which cultural model(s) best explain or predict CE���s development across international markets?
• What are CE���s key cross-border characteristics and dynamics, both during and after COVID-19?
• How has the pandemic affected the use of (smart) technology across international markets, and what is its impact on CE?

All manuscripts must conform to JIM���s author guidelines. Manuscripts must be submitted through the . When submitting your manuscript, please indicate that your submission is to the special issue entitled ���Customer Engagement in International Markets.��� The closing date for submissions is September 30, 2021. 泭

Queries can be directed at the Special Issue Guest Editors: 

Linda D. Hollebeek
Senior Associate Professor/Full Professor of Marketing
Montpellier Business School/Tallinn University of Technology
l.hollebeek@montpellier-bs.com

Wafa Hammedi
Professor of Marketing
University of Namur
wafa.hammedi@unamur.be

Sanjit K. Roy
Associate Professor of Marketing
University of Western Australia
sanjit.roy@uwa.edu.au

Kelly Hewett
Reagan Professor of Business
University of Tennessee
khewett@utk.edu

References

Berry, Heather, Mauro F. Guill矇n, and Nan Zhou (2010), ���An Institutional Approach to Cross-National Distance,��� Journal of International Business Studies, 41 (9), 1460���80.

Brodie, Rod, Linda Hollebeek, Ana Ilic, and Biljana Juric (2011), ���Customer Engagement: Conceptual Domain, Fundamental Propositions & Implications for Research in Service Marketing,��� Journal of Service Research, 14 (3), 252���71.

Burgess, Steven M. and Jan-Benedict E.M. Steenkamp (2006), ���Marketing Renaissance: How Research in Emerging Markets Advances Marketing Science and Practice,��� International Journal of Research in Marketing, 23 (4), 337���56.

Christofi, Michael, Demetris Vrontis, Erasmia Leonidou, and Alkis Thrassou (2018), ���Customer Engagement Through Choice in Cause-Related Marketing: A Potential for Global Competitiveness,��� International Marketing Review, 29 (5), 354���66.

Gupta, Shaphali, Anita Pansari, and V. Kumar (2018), ���Global Customer Engagement,��� Journal of International Marketing, 26 (1), 4���29.

Hewett, Kelly and William O. Bearden (2001), ���Dependence, Trust, and Relational Behavior on the Part of Foreign Subsidiary Marketing Operations: Implications for Managing Global Marketing Operations,��� Journal of Marketing, 65 (4), 51���66.

Hollebeek, Linda (2018), ���Individual-Level Cultural Consumer Engagement Styles: Conceptualization, Propositions, and Implications,��� International Marketing Review, 35 (1), 42���71.

Hollebeek, Linda, Rajendra K. Srivastava, and Tom Chen (2019), ���S-D Logic-Informed Customer Engagement: Integrative Framework, Revised Fundamental Propositions, and Application to CRM,��� Journal of the Academy of Marketing Science, 47 (1), 161���85.

Jaiswal, Anand, Rakesh Niraj, Chang Hee Park, and Manoj K. Agarwal (2018), ���The Effect of Relationship and Transactional Characteristics on Customer Retention in Emerging Online Markets,��� Journal of Business Research, 92, 25���35

Kim, Moon-Yong, Sangkil Moon, and Dawn Iaccobucci (2019), ���The Influence of Global Brand Distribution on Brand Popularity on Social Media,��� Journal of International Marketing, 27 (4), 22���38.

Kumar, V. and Anita Pansari (2016) ���Competitive Advantage Through Engagement,��� Journal of Marketing Research, 53 (4), 497���514.

Kumar, V., Bharath Rajan, Shaphali Gupta, and Ilaria Dalla Pozza (2019), ���Customer Engagement in Service,��� Journal of the Academy of Marketing Science, 47 (1), 138���60.

Meire, Matthijs, Kelly Hewett, Michel Ballings, V. Kumar, and Dirk van den Poel (2019), ���The Role of Marketer-Generated Content in Customer Engagement Marketing,��� Journal of Marketing, 83 (6), 21���42.

Onamusi, Abiodun (2020), ���Entry Mode Strategy, Customer Engagement, and Firm Performance,��� Journal of Business and Social Review in Emerging Economies, 6 (1), 99���112.

Tsang, Eric and Kai-Man Kwan (1999), ���Replication and Theory Development in Organizational Science: A Critical Realist Perspective,��� Academy of Management Review, 24 (4), 759���80.

Tsui, Anne S. (2006), ���Contextualization in Chinese Management Research,��� Management and Organization Review, 2 (1), 1���13.

Special Issue Editor Bios

Linda D. Hollebeek, Ph.D, is Senior Associate Professor of Marketing at Montpellier Business School and Full Professor of Marketing at Tallinn University of Technology (Adj.). Her research centers on customer/consumer engagement and interactive consumer/brand relationships. Her work to date has published in the Journal of Service Research, Journal of the Academy of Marketing Science, International Marketing Review, Journal of Interactive Marketing, and Industrial Marketing Management, among others. She is the recipient of the 2020 SERVSIG Emerging Scholar Award, serves as Associate Editor of the European Journal of Marketing, is on the ERB of Psychology & Marketing, and is co-editor of The Handbook of Research on Customer Engagement. She has guest edited recent special issues in the Journal of Service Research (near finalization) and International Journal of Research in Marketing (mostly finalized).

Wafa Hammedi, Ph.D, is Associate Professor of  Service Innovation and Marketing at the University of Namur-Belgium. She received her Ph.D from the Institute for Management Research, Radboud University Nijmegen, The Netherlands. Her primary research interests include service innovation, user engagement, vulnerable service users (e.g., health care), and engagement mechanisms (e.g., gamification). She has published in highly recognized journals such as the Journal of Product Innovation Management, Journal of Interactive Marketing, and Journal of Business Research. She is cofounder of the Annual Doctoral Symposium in the service field, ���蹤獲扦夥厙 – SERVSIG ��� Let���s Talk 蹤獲扦夥厙t Service,��� serves as Associate Editor of the Journal of Services Marketing, and is member of the Editorial Boards of several journals. She is currently guest editing two special issues for Journal of Services Marketing and Recherche et Applications en Marketing (A-ranked journal of the French Marketing Association). 

Sanjit K. Roy, Ph.D, is Associate Professor of Marketing and Fellow at the Centre for Business Data Analytics at UWA Business School, The University of Western Australia. He is a certified LEGO簧 SERIOUS PLAY簧 Facilitator. He is an Associate Editor at the European Journal of Marketing and on the Editorial Boards of Journal of Business Research, Journal of Services Marketing, Journal of Strategic Marketing, and the Journal of Service Theory & Practice. His research interests include marketing of services, impact of new technology on marketing, and transformative service research. He has published in the European Journal of Marketing, Journal of Business Research, Journal of Marketing Management, Information Systems Frontiers, and Journal of Services Marketing, among others. He has guest edited special issues for the Journal of Service Theory & Practice, Journal of Strategic Marketing, and International Journal of Bank Marketing. Currently, he is also guest editing special issues for the International Journal of Information Management and Journal of Marketing Management.

Kelly Hewett, Ph.D, is the Reagan Professor of Marketing and Haslam Family Faculty Research Fellow at the University of Tennessee���s Haslam College of Business. She also serves as Editor in Chief of the Journal of International Marketing. Prior to joining UT, she worked for five years at Bank of America, where she was a senior vice president in the firm���s corporate marketing group. Previously, she had a ten-year academic career and also held prior positions in international marketing and marketing research. Kelly���s research has been published in the Journal of Marketing, Journal of International Business Studies, Journal of the Academy of Marketing Science, and Journal of International Marketing, among others.

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Leonard Berry | University Distinguished Professor of Marketing, M.B. Zale Chair in Retailing and Marketing Leadership, Mays Business School, Texas A&M University

Underuse of Palliative Care and Hospice Services

One of healthcare���s most important jobs is to help people with advanced illnesses live as comfortably as possible until they die. Yet, many patients do not die how they wish, which is to be as pain-free as possible and at home surrounded by family. Two services are available in the U.S. for patients with advanced illness���palliative care and hospice. Both services provide comfort care (such as pain control) and emotional support for patients and their families.

However, palliative care and hospice services are grossly underutilized in the U.S. 蹤獲扦夥厙t 60% of patients who could benefit from palliative care do not receive it and 25% of hospice patients die within three days of enrollment even though insurance covers it for six months. How can marketing help improve the utilization of these valuable services that can help people live better at the end of life?

Poverty and Health

Another important topic is the impact of social determinants on health. Factors such as quality of housing and education, income levels, physical activity, and social support are far more influential in overall health and length of life than medical care. For example, life expectancy in a low-income Chicago area drops 16 years compared to an affluent neighborhood. Poverty���s links to health may seem an impossibly big and complex topic for marketing academics to tackle, but research teams can break this big puzzle into manageable pieces and make extraordinary contributions. Consider, for example, the opportunity for marketing to reimagine housing for low-income people such as being done in designing ���purpose-built communities��� such as Villages of East Lake in Atlanta, GA. Think of ���purpose-built communities��� as a complex new product to serve the needs of its customers and other stakeholders. We in marketing have the expertise to make these ���products��� much better.

Punam Keller | Senior Associate Dean of Innovation and Growth, Charles Henry Jones Third Century Professor of Management, Tuck School of Business, Dartmouth University

Ecosystem goal: The Role of Business and Marketing in the BIG Picture

Multiple factors determine health outcomes. As the current pandemic shows, health outcomes are the result of interactions across global and social elements, technology, governments, and organizations. Thus, to tackle health problems, marketing should work more with the parties that it has not done so very often in the past. For example, collaborative work with global organizations such as WHO, WTO, and COP can be advantageous.

Individual Behavioral Goal: Message-Behavior Tailoring Using Technology and AI

Switching the focus from the ecosystem level to the individual level, marketing should note that technology can be readily adapted to encourage behavioral changes that promote better health outcomes. For example, smartphones can be powerful if combined with tailored messages alerting patients when to take their medications. We can study the efficacy of the types of text messages across segments of patients to understand which types of message are most successful at promoting positive behavioral changes.

Irina Kozlenkova | Assistant Professor of Marketing, University of Virginia

Mitigating the Effects of Physician Turnover through Relationships

Relationships have an important role in healthcare marketing. Among many players in the healthcare ecosystem (which includes payers, purchasers, suppliers/distributors, and regulators), the physician-patient relationship is central to healthcare and is also related to other entities in the ecosystem.

One problem that has not been understood well is mitigating the effects of physician turnover. In 2017, healthcare jobs experienced 21% turnover, which is second only to the hospitality sector���s turnover rate. It is costly to replace health professionals ($100,000 to replace a registered nurse, $1,000,000 to replace a physician) and doing so negatively affects patients and organizations. It has been shown that typical retention initiatives that work in other industries do not work well in healthcare.

Relational mitigation strategies may be key to mitigating the negative impact of turnovers. We conducted qualitative interviews with employees from all levels of a big healthcare organization (from high level executives, physicians, nurses, to receptionists) and a patient survey, which we later matched with turnover data and patient health data. The data revealed a big variance between various departments in terms of staff structure ��� some had consistent structures, while others were more ad-hoc. We learned that it is important to pay attention not only to physician turnover, but also to other parties (RNs, MAs, PAs). Continuity of care with the other parties improves patient outcomes, such as retention by 45���75%. While often the most attention is paid to the central relationship between a physician and a patient, we found that to many patients, their relationships with other members of the healthcare team (e.g., nurses, medical assistants) were as or more important as the relationship with their physician. Proactive communication with recommendations for a replacement of a leaving party has also been shown to improve outcomes (41���91%).

Off-Labeling Prescribing

Another important problem to address is off-label prescribing. It is legal in many countries to prescribe drugs for conditions for which they have not been approved. This is a very common practice (over 20% of prescriptions are off-label), yet patients are often unaware of it because doctors are not required to tell them. Since drugs are used for conditions for which they have not been tested and approved, it can be risky, and sometimes deadly. Some populations (e.g., children, pregnant women) may disproportionally receive off-label prescriptions. Research shows that over 70% of off-label uses have little to no scientific support.

Two important research questions surrounding this issue are how to regulate off-label prescribing without stifling innovation and understanding how physicians make off-label prescribing decisions. Our preliminary research findings from a field conjoint study, matched with the actual prescription data, show that physicians are more likely to prescribe an off-label drug when they are similar to the patient (in gender or experiencing the same ���issue���) and when they have more experience in the specialty. Also, higher prices of the approved drug tend to diminish the use of the cheaper off-label drug.

Cait Lamberton | Alberto I. Duran Distinguished Presidential Professor in Marketing, Wharton School of Business, University of Pennsylvania

Micro: Biases Specific to Care Choices?

While we have done quite a lot of work to show that well-established biases exist in healthcare (as they do in any context), we also have a lot to learn about specific biases that may arise in healthcare choice making. One example is anti-community bias. Health outcomes are superior closer to home, given that closer-to-home facilities offer better accessibility and a closer relationship with doctors. With no other information, patients seem to prefer to stay close to home. However, when given a choice, patients tend to reject community hospitals in favor of more distant university-based hospitals, which do not necessarily lead to better outcomes for many standard procedures. Moreover, in rural areas (where 20% of the U.S. population resides) such biases may have long-lasting negative effects, as we see the increasing closures of community hospitals in rural areas. Given this tension between rural and community hospitals versus urban and university-based hospitals, understanding how patients make choices weighing different factors across these two types of hospitals and contemplating how and when marketing should tip the scales become crucial.

Macro: Satisfaction (with Healthcare)?

At the macro-level, marketing can focus on hospital satisfaction measurement. HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) measures patient experience including communication, pain management, and the quietness of the hospital environment. It is a widely used measure, freely available and, more importantly offers a huge opportunity to conduct interesting research. For example, an interesting area of research is the difference in the mode of delivery where more positive responses are attained through mobile devices than through computers. Researchers can also investigate the role of pain and the way it may be framed to help consumers deal with it in the most healthy manner, what types of advertising work well for healthcare facilities and providers, and how we can more accurately capture patient satisfaction as fully-conceptualized, and likely to be rooted in different, healthcare-specific experiences like empathy and respect for dignity, than might drive satisfaction with other goods and services.

John Lynch | University of Colorado Distinguished Professor, University of Colorado-Boulder

Health Care System Infomediaries

Healthcare expenses have experienced a six-fold increase in inflation-adjusted dollars since 1970. One major factor contributing to this increase is the absence of consumer price sensitivity. Insurers, the payers of this expense, cap the maximum out-of-pocket costs for the consumer. Even when patients are paying, they are often willing to pay all they can for a few more months of expected life. Furthermore, prices are opaque, even to doctors. This means that doctors do not know how much patients will be charged for a given procedure. They view it as impossible to know because it is dependent on insurance and not their job to know. How can marketing help incorporate price sensitivity in healthcare? Can we design pricing infomediary models to help doctors be better price shoppers for their patients?

Health Privacy & Quality of Care

Another interesting topic is health privacy and quality of care. HIPPA regulations govern the uses and disclosures of personal health information. Patients have rights over their health information and can authorize certain health records to be disclosed. How many consumers know who has what records and how does this affect the transmission of health history information that could benefit care?

Utilizing health data is analogous to the literature on customer identification in advertising, pricing, and personalized recommendations. Sharing information has benefits, but there are also risks of exploitation. Can we develop models for patient ownership and sharing of personal health information that promote better health outcomes?

Detelina Marinova | Sam Walton Distinguished Professor of Marketing, University of Missouri

Physician-Patient Digital Communications for Improved Health Outcomes

Provider-patient interactions are crucial in healthcare and we see a shift of the mode of communication from in-person to digital platforms, especially during the pandemic. However, research has just started to address digital communication in healthcare. Digital communication can be beneficial because it reduces office visits, which can improve efficiency. However, it can also increase physician workload in other ways and digital communication bears a risk of miscommunication. Thus, it is important to understand why and under what conditions digital communication between patients and providers contributes to patient compliance, engagement, and improved health outcomes.

Managing Frontline Interactions for Patient Well-Being and Hospital Revenue

Hospital spending constitutes 30% of national health expenditures, yet it is challenging to deliver high quality and cost-efficient health outcomes. With this tension, there are trade-off s between hospital revenue and patient well-being. One crucial aspect affecting both hospital spending and health outcomes is frontline interactions, which includes proactive actions by physicians and nurses and reactive actions by staffs. These often shape patients��� behavioral approach to medical conditions and treatments, thereby influencing the patients��� well-being. Moreover, it can be either a revenue source or a high-cost factor for hospitals. Therefore, one potential research question is how proactive and reactive actions of frontline agents contribute to or alleviate the trade-offs from the dual-emphasis on hospital revenues and patient well-being.

Vikas Mittal | J. Hugh Liedtke Professor of Marketing, Jones Graduate School of Business, Rice University

Health Care & Marketing

Conducting successful research in healthcare has a few issues that are uncommon in other sectors. First, problem-solving and practical relevance is critical in healthcare. Collaborators in health systems may not be interested in laborious ���theory.��� Hence, it is important to focus on relevant problems with basic rigor rather than thin-slicing or engaging in complicated quantitative analyses.

Second, research modesty is important for successful collaboration. A marketing perspective can contribute to solving healthcare problems, which is a much better approach than trying to solve a marketing problem with healthcare only as a ���context.��� For example, problem-oriented research questions may be: 1. How can a pharmacy chain manage its segmentation in different locations? and 2. How can nursing homes improve employee retention to improve healthcare outcomes?

Third, it is important to learn the differences in process as well as in incentive structures. In healthcare, grants are more critical than publications, so learning how to contribute to the grant-writing process is vital. Regarding publications, in medical journals, authorship and authorship order follow a pre-defined structure. Lastly, data privacy and data integrity issues are paramount and often university-level permissions are needed, which can be time-consuming.

Despite the unique characteristics of the field, there are many marketing research opportunities to gain a deeper understanding of medical and healthcare problems and teaching opportunities for training health professionals for rewarding careers.

Maura Scott | Madeline Duncan Rolland Professor of Marketing, Florida State University

Stigma and Vulnerability in Healthcare: Solutions through Technology?!

Stigmatized consumers experience a distinct healthcare journey relative to other consumers. Stigmatization can aversely influence the quality of care that patients receive from healthcare providers. Stigmatization in healthcare can limit patients��� willingness to engage in their treatment, thereby potentially further harming their health outcomes. Sources of stigma include certain patients��� characteristics such as race, ethnicity, and body type. Some diseases may be stigmatized based on the perceptions of visibility, controllability, permanence, or contagion associated with the disease. Vulnerable populations (e.g., underrepresented minority groups) may face these two sources of stigmatization at the same time, further affecting their well-being. Identifying interventions that help encourage stigmatized patients overcome the reluctance to engage in their healthcare (e.g., via online healthcare communities) is crucial. More research should identify policies that create an inclusive, equitable, and accessible healthcare system.

Technology in Healthcare: Tensions and Solutions

One potential way to tackle low engagement from stigmatized patients is to leverage relevant technology in healthcare. There are concerns and tensions to consider when developing such solutions. First, technology can reduce stigmatization because it can reduce human interaction; however, technology programmed with inherent bias could increase stigmatization. Second, technology could lower costs and increase accessibility for vulnerable patients. Yet, income level can make a difference in healthcare service quality, for example by separating ���premium��� in-person service for the wealthy, which might lead back to the current status quo. Third, technology can influence patients��� anxiety levels, which suggests the need for healthcare interventions to help reduce anxiety triggered by technology. More research is needed to identify how to leverage technology in healthcare to increase accessibility and inclusivity of high quality, low-cost healthcare for all patients. 

Steven Shugan | McKethan-Matherly Eminent Scholar Chair and Professor, Warrington College of Business, University of Florida

Changes in Healthcare Markets

Marketing can address several interesting issues in changing healthcare markets. Service mix has been addressed in recent work, highlighting the fact that services offered by non-profit hospitals differ from those offered by for-profit hospitals. More research on service mix is needed. Websites hosted by hospitals and other healthcare providers can serve multiple roles���information provision (education) and selling (referrals). Research on multiple role healthcare websites would be valuable. New product launches are also an interesting problem in healthcare, with many new devices facing complications when being brought to market because of licensing issues and multiple players (including regulators, competitors with patents and courts).

Block-chain is a new encryption technology that may enable the storage of sensitive healthcare data. Marketing research can address the interaction of these databases with multiple parties also with privacy concerns. The interaction of these databases with consumers is a typical marketing communications issue. Artificial intelligence also has made its way into healthcare integration, from reading x-rays to making diagnoses, yet the AI-consumer interface is a marketing issue with many unanswered questions.

Other changes in healthcare markets that merit further research include the effect of changes in government regulation of the healthcare industry, the impact of for-profit entry in the existing market, and the implications of declining patient co-pays. Marketing communication in a heavily regulated environment with both business-to-business and business-to-consumer issues provides many research topics.

Healthcare Data Sources

There are many publicly available data sources in healthcare. Links for these data sources appear in the attached slide. Many of these datasets can be integrated based on geography (e.g., zip codes, FIPS, states, counties, etc.). My slides indicate many sources of free healthcare data. I and coauthors have also purchased data from American Hospital Directory and combined that data with data from free sources.

Jagdip Singh | AT&T Professor, Case Western Reserve University

Frontlines in Hyper-Markets

The pandemic has underscored the importance of getting ahead of the healthcare curve in uncertain and fast-changing healthcare markets. Research opportunities lie in the study of ���outside-in��� and ���inside-out��� frontline capabilities in healthcare organizations for demand anticipation and response agility that yield effective outcomes.  These capabilities require an integration of ground-level experience with data-based analytics at speed.  Several research contributions in Marketing can be useful to facilitate understanding of these capabilities including adaptive foresight, strategic flexibility, velocity and marketing excellence.  Some potential ways to seed research is to leverage public data such as ���Red Dawn��� emails or data from wearable-sensor technology. 

Temporary Organizing for Public Health

The uncertain nature of healthcare markets can sometimes stem from public health and humanitarian crises such as climate change, war, disease, migration, and other conflicts. Many different organizations, such as the Red Cross, NGOs, and Doctors Without Borders, come together to address these crises. The challenges involved collaboration, coalition, and conflict in temporary meta-organizations to yield effective outcomes. Several research contributions in Marketing can be useful to facilitate understanding of these challenges including cause-driven marketing, mega-marketing and temporary marketing organizations.  Potential for funding projects and data comes from Gates Foundation grants, Business Roundtable priorities, and community data.

Hari Sridhar | Joe B. Foster���56 Chair in Business Leadership Professor of Marketing, Mays Business School, Texas A&M University

Marketing in the Healthcare Sector: Improving Cancer Outreach Effectiveness

Marketing research in the healthcare sector can complement and embellish medical research. It is important to recognize that not all patients are created equal. We can leverage more than 60 years of marketing research on customer needs and the latest developments in machine learning. Using predictive models, we can also demonstrate the social and financial impact of healthcare interventions. Doing so can help the field of marketing become a value-added support arm to healthcare.

In our study¹ of cancer outreach effectiveness, we use patient data and predictive models to improve returns on cancer outreach efforts. Only 4-8% of the general population undergoes regular cancer screening, despite massive spending on preventive outreach campaigns. In an National Institute of Health (NIH) supported study in partnership with UT-Southwestern, we conduct a large scale randomized field experiment to study how cancer screening visits are impacted by different types of cancer outreach efforts. Using a smorgasbord of variables concatenated from medical histories, geographical information, and the outreach program CRM data, we apply causal forests to estimate the causal effect of outreach efforts for every individual patient. We find that patient response to cancer screening varies dramatically across the population, enabling the dream of personalized outreach programs. By targeting the right people with the right intervention, we show that cancer outreach programs can save money and improve yield (over 74% in returns) in preventive cancer screening. Can marketing save lives and money? Our answer is a resounding yes.

It is also critical to understand the innards of the healthcare value chain and move beyond just the study of patient-physician and patient-facility interfaces. Other marketing scholars are now addressing issues surrounding multiple players in designing care facilities and improving quality of care, the complexities of hospital purchasing contracts, and the impact of regulatory interventions on payment disclosures. The field is ripe with other relevant questions and we are merely scratching the surface.

Featured in JM Webinar: /events/webinar/jm-webinar-series-insights-for-managers/

S Sriram | Professor of Marketing, University of Michigan, Ann Arbor

Technology has the potential to have a significant impact on the healthcare ecosystem. More importantly, the impact is likely to be felt by all stakeholders in the ecosystem. I consider two examples here.

The Internet of Health Things

In recent years, there has been a considerable increase in the use of wearable devices and apps by consumers, who use these devices for monitoring various markers of physiological and psychological well being. Broadly, these hardware devices and software applications come under the realm of Internet of Things (IoT). Do these devices, which are supposed to monitor health actually lead to better health outcomes and well being? Extant literature has documented mixed results because of several reasons. First, purchasing a device or downloading an app does not necessarily translate into repeat usage. Researchers have documented that consumers routinely lose interest after a few months. Second, even in instances where interest does not wane over time, routinely monitoring markers of health can lead to excessive obsession, which can be detrimental to overall well being. Third, even if we can establish a positive effect of these devices on health outcomes and overall well-being using observational data, one needs to be careful to control for patient self-selection – purchasers of these devices are likely to be different from those who chose not to purchase them.

The effect of these devices and apps can extend beyond patients. In this regard, how an individual���s health monitoring efforts can benefit other stakeholders in the whole ecosystem can be studied. For example, providers might see the reduced hospital readmission rate as shown in some literature and can potentially ensure adherence to medication taken outside hospitals. Drug manufacturers can increase the speed of drug development faster with regularly monitored data, as opposed to relying on self-reported measures. Of course, the downside is that such regular monitoring can be intrusive and raise concerns about loss of privacy. A careful quantification of the benefits of monitoring patient health information can help in assessing whether the benefits of sharing consumer data outweigh the risks associated with the violation of privacy.

Telemedicine

Although the idea of telemedicine has been around for a few years, COVID-19 has made it a reality for many consumers of healthcare. The promise of telemedicine lies in its potential to relax wealth, accessibility, time, and skills constraints. This, in turn, can democratize healthcare. However, there are several important questions that need to be answered in order to assess whether and how this promise is realized. First, is the actual and perceived quality of a telemedicine service as good as in-person visits? Are there any particular risks of misdiagnosis from telemedicine? Second, the benefits delivered by telemedicine might not be evenly distributed across different stakeholders. For example, what benefits do patients and other stakeholders such as providers, payers, and telemedicine platforms derive from the new mode of healthcare delivery? How are these benefits distributed among the various stakeholders? How does the relaxation of the aforementioned constraints benefit patients? Does the benefit vary across patients��� socioeconomic status? Lastly, one can study the challenges that telemedicine might face in building a stable platform.

Richard Staelin | Gregory Mario and Jeremy Mario Professor of Business Administration, Fuqua School of Business, Duke University

Patient Experience Questions

Patient experience data has been collected for decades. However, until recently, most of these data came from standard surveys given to patients after they received treatment. Over the last few years free-form texts, such as reviews, have become increasing available. This new source of input from the patients may provide additional information to more traditional ���rating-only��� surveys. Do patient reviews of doctors differ substantially from customer reviews in other sectors? Do these reviews provide new information over the standard surveys?

There may be distinct segments of patients that vary in terms of their ability to judge the quality of service received. What is the size of the sophisticated market segment and can it influence the behavior of medical professionals? It would also be interesting to understand whether patients��� view of the quality of care differs across venues of service (e.g., emergency room, hospital, clinic). How is the perceived quality different from the objective quality measures currently used by medical practitioners?

Organizational Reaction to Patient Experience Data

Patient experience data are relevant to hospital management and insurance companies. Do they pay more attention to some databases over others depending on the source? How much should they weigh patient experience data compared to objective or clinical measures of quality? What are the profit implications for the hospital/company? The reaction of the medical staff is also a critical factor in understanding the impact of patient feedback data. Are providers receptive to such feedback by the patients and, if so, do their ability to adapt to feedback depend on the type of information? For example, patient feedback may be regarding bedside manners, receiving faulty advice, or being overcharged. Medical professionals may try to improve bedside manners and avoid billing mistakes, but it may be very difficult (or costly) to alter diagnostic practices.

Learn more about the Journal of Marketing Special Issue on ���Marketing in the Healthcare Sector��� and note that for those interested,  must be made between July 1, 2021 and November 1, 2021.

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Teaching Insights

Marketers should consider appreciating (e.g., saying “thank you for the wait”) rather than apologizing to (e.g., saying “sorry for the wait”) their customers in redressing most service failures, as doing so increases the customers’ self-esteem, which in turn leads to favorable consumer responses such as higher customer satisfaction, positive word of mouth, and repatronage intentions.

Related Marketing Courses: ���
Consumer Behavior; Marketing Communications; Marketing Strategy; Services Marketing������������ ������������

Full Citation: ���
You, Yanfen, Xiaojing Yang, Lili Wang, and Xiaoyan Deng (2020), ���,��� Journal of Marketing, 84 (2), 133���50.

Article Abstract: 
In their initial recovery efforts after a service failure, service providers need to decide what to communicate to consumers to restore their satisfaction. Prior work has primarily examined apology (saying ���sorry���) as a symbolic recovery strategy; the current research suggests appreciation (saying ���thank you���) as an alternative, often more effective strategy. Drawing from research on linguistic framing and self-view, the authors reason that the shift of focus in the service provider���consumer interaction, from emphasizing service providers��� fault and accountability (apology) to spotlighting consumers��� merits and contributions (appreciation), can increase consumers��� self-esteem and, in turn, postrecovery satisfaction. Across multiple service failure contexts, Studies 1a���1e establish the superiority of appreciation in redressing service failures. By measuring and manipulating self-esteem and examining the moderating role of narcissism and recovery timing, Studies 2���5 provide converging evidence for consumers��� state self-esteem as the underlying mechanism. Studies 6 and 7 go beyond examining appreciation in isolation and show that it is as effective as recovery messages that combine appreciation and apology (Study 6) and that its superiority over apology holds when service providers combine symbolic and utilitarian recovery (Study 7).

Special thanks to  and , Ph.D. candidates at Duke University, for their support in working with authors on submissions to this program.

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Teaching Insights

The idea of using pleasant ambient scents to connect to consumers is well founded. The exposure to pleasant ambient scents on average produces a substantial increase in the level of customer responses (3%���15%). However, it requires judiciously considering the various situational contingencies as they are eventually decisive for the increase in the level of customer responses due to ambient scent.

Related Marketing Courses: ���
Consumer Behavior; Marketing Strategy; Retail Marketing; Services Marketing;������������ ������������

Full Citation: ���
Roschk, Holger, and Masoumeh Hosseinpour (2020), ���,��� Journal of Marketing, 84(1), 125���145

Article Abstract: 
To prevail in the fierce competition of in-store experiences, some firms have focused on providing pleasant ambient scents. However, equivocal results on scent effects make generalizations and managerial guidance uncertain. While efforts to consolidate research findings have been conducted, a comprehensive quantitative integration is notably lacking. In this meta-analysis, the authors integrate 671 available effects from ambient scent experiments and show that exposure to pleasant ambient scents on average produces a substantial increase in the level of customer responses (3%���15%). The effects of ambient scent depend on situational contingencies and are, for example, positively related to congruency, unidimensional aroma structure, ascribed familiarity of a scent, service exchange, proportion of female participants in the sample, and imagined (vs. fictitious) offering. Thus, the authors estimate expenditures would increase by 3% and 23% for an average and a most favorable condition, respectively. The authors also examine effect patterns, identifying, for example, ambient scent as more cognitive than affective and nonlinear effects of perceived concentration. Using the insights, they develop a research agenda and provide clear strategic guidance to leverage ambient scent effects.

Special thanks to  and , Ph.D. candidates at Duke University, for their support in working with authors on submissions to this program.

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