Abstract In this article, the authors try to determine why and under what conditions consumers enter into strong, committed, and meaningful relationships with certain companies, becoming champions of these companies and their products. Drawing on theories of social identity and organizational identification, the authors propose that strong consumer-company relationships often result from consumers' identification with those companies, which helps them satisfy one or more important self-definitional needs. The authors elaborate on the nature of consumer-company identification, including the company identity, and articulate a consumer-level conceptual framework that offers propositions regarding the key determinants and consequences of such identification in the marketplace. Show Journal Information The Journal of Marketing (JM) develops and disseminates knowledge about real-world marketing questions relevant to scholars, educators, managers, consumers, policy makers and other societal stakeholders. It is the premier outlet for substantive research in marketing. Since its founding in 1936, JM has played a significant role in shaping the content and boundaries of the marketing discipline? Publisher Information Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com Rights & Usage This item is part of a JSTOR Collection. journal article The Contrast Between Friendship and Business-Consumer Relationships: Trust is an Earned AttributeBusiness & Professional Ethics Journal Vol. 16, No. 1/3, Trust and Business: Barriers and Bridges (Spring-Summer-Fall 1997) , pp. 155-170 (16 pages) Published By: Philosophy Documentation Center https://www.jstor.org/stable/27801029 Journal Information Business and Professional Ethics Journal is a peer-reviewed forum for interdisciplinary research that explores the systemic causes of ethical challenges in business and professional life. Established in 1981, it originally published articles and reviews with a focus on ethical problems encountered by professionals working in large organizational structures. Over the years it has published special issues in cooperation with a number of professional associations, including the Society for Business Ethics, the Markkula Center for Applied Ethics, the Australian Association for Professional and Applied Ethics, and the Canadian Society for the Study of Practical Ethics. Contributors include leading scholars in business and practical ethics from several countries. Publisher Information The Philosophy Documentation Center is a non-profit organization dedicated to providing affordable and sustainable access to scholarly materials in philosophy, applied ethics, religious studies, classics, and related disciplines. Established in 1966, it publishes essential reference materials, peer-reviewed journals, book series, conference proceedings, and research databases. It hosts a large collection of electronic resources, and provides membership and authenticated online access services for professional organizations in several countries. Rights & Usage This item is part of a
JSTOR Collection. There are different types of Customer Segments. Here are some examples: Mass marketBusiness models focused on mass markets don’t distinguish between different Customer Segments. The Value Propositions, Distribution Channels, and Customer Relationships all focus on one large group of customers with broadly similar needs and problems. This type of business model is often found in the consumer electronics sector. Niche marketBusiness models targeting niche markets cater to specific, specialized Customer Segments. The Value Propositions, Distribution Channels, and Customer Relationships are all tailored to the specific requirements of a niche market. Such business models are often found in supplier-buyer relationships. For example, many car part manufacturers depend heavily on purchases from major automobile manufacturers. SegmentedSome business models distinguish between market segments with slightly different needs and problems. The retail arm of a bank like Credit Suisse, for example, may distinguish between a large group of customers, each possessing assets of up to U.S. $100,000, and a smaller group of affluent clients, each of whose net worth exceeds U.S. $500,000. Both segments have similar but varying needs and problems. This has implications for the other building blocks of Credit Suisse’s business model, such as the Value Proposition, Distribution Channels, Customer Relationships, and Revenue streams. Consider Micro Precision Systems, which specializes in providing outsourced micro-mechanical design and manufacturing solutions. It serves three different Customer Segments — the watch industry, the medical industry, and the industrial automation sector — and offers each slightly different Value Propositions. DiversifiedAn organization with a diversified customer business model serves two unrelated Customer Segments with very different needs and problems. For example, in 2006 Amazon.com decided to diversify its retail business by selling “cloud computing” services: online storage space and on-demand server usage. Thus it started catering to a totally different Customer Segment — Web companies — with a totally different Value Proposition. The strategic rationale behind this diversification can be found in Amazon.com’s powerful IT infrastructure, which can be shared by its retail sales operations and the new cloud computing service unit. Multi-sided platforms (or multi-sided markets)Some organizations serve two or more interdependent Customer Segments. A credit card company, for example, needs a large base of credit card holders and a large base of merchants who accept those credit cards. Similarly, an enterprise offering a free newspaper needs a large reader base to attract advertisers. On the other hand, it also needs advertisers to finance production and distribution. Both segments are required to make the business model work. Which is a social movement seeking to augment the rights and powers of buyers in relation to sellers?Consumerism, the "social movement seeking to augment the rights and power of buyers in relation to sellers," (Kotler, 1972) is manifest in new laws, regulations, and marketing practices, as well as in new public attitudes toward government and business.
Which types of advertising were made possible by the introduction of the printing press?With the advent of the printing press came newspaper and magazine advertisements printed only in the black and white colors available at the time. Flyers also made handy advertisements to reach those who couldn't afford or locate a print publication.
Which of the following countries was not an original participant in the Nafta agreement?Answer and Explanation: The correct answer is A) China. The North American Free Trade Agreement, also referred to as NAFTA, came into force in 1994 and its main goal was to promote, create and facilitate the foreign trade between Mexico, Canada, and the United States. Therefore, China was not included in it.
|
The two major classifications of issues in the business/consumer relationship are:
zusammenhängende Posts
Urheberrechte © © 2024 ihoctot Inc.
