Dacko S.G. The Advanced Dictionary of Marketing Putting Theory to Use
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reputation effect 450
reputation effect
DESCRIPTION
Any effect or response resulting from a perceived reputation of an organiza-
tion, individual, product, service, or brand.
KEY INSIGHTS
Perceptions of the quality, character, or standing of an organization,
individual, or marketing offering can have influences on the attitudes,
judgments, and behaviors of a stakeholder (e.g. customer, shareholder)
that extend beyond the stakeholder’s immediate relationship with the
organization, individual, or offering. Positive reputation effects stemming
from favorable particular firm or brand evaluations, for example, may
lead consumers to be more receptive to evaluating or adopting new, yet
unfamiliar offerings of a firm relative to situations where existing firm or
brand reputation effects are either neutral or negative.
KEY WORDS Perception, firm performance, brand quality
IMPLICATIONS
While the nature and extent of a reputation effect is clearly context-
specific, firm and brand reputation effects in particular are considered
by marketing researchers to be important areas to manage in efforts to
achieve strong financial performance and customer satisfaction.
APPLICATION AREAS AND FURTHER READINGS
Marketing Strategy
Roberts, P. W., and Dowling, G. R. (2002). ‘Corporate Reputation and Sustained
Superior Financial Performance,’ Strategic Management Journal, 23(12), 1077–1094.
Wirtz, J., Kum, D., and Lee, K. S. (2000). ‘Should a Firm with a Reputation for Out-
standing Service Quality Offer a Service Guarantee?’ Journal of Services Marketing,
14(6–7), 502–512.
Anderson, Eugene W., and Sullivan, Mary W. (1993). ‘The Antecedents and Con-
sequences of Customer Satisfaction for Firms,’ Marketing Science, 12(2), Spring,
125–143.
Consumer Behavior
Lee, Kyoungmi, and Shavitt, Sharon (2006). ‘The Use of Cues Depends on Goals:
Store Reputation Affects Product Judgments When Social Identity Goals Are
Salient,’ Journal of Consumer Psychology, 16(3), 260–271.
BIBLIOGRAPHY
Cabral, L. M. B. (2000). ‘Stretching Firm and Brand Reputation,’ Rand Journal of
Economics, 31(4), 658–673.
resource-based view
DESCRIPTION
The view that the competitive advantage of a firm is grounded in the way it
uses the collection of valuable resources that is available to the firm.
KEY INSIGHTS
Developed in research by Wernerfelt (1984), the resource-based view (or
RBV) argues that attention to a firm’s resources, which may include
451 resource-based view
assets, capabilities, processes of the firm, and knowledge within the
firm, is critically important in determining how and to what extent a
firm can potentially achieve a competitive advantage. Further, given that
any competitive advantage can vary in the time horizon over which
it is more or less sustainable, the theory puts forward the view that
understanding what key resources the firm should possess and how
such resources should be configured are vitally important steps in a
firm’s pursuit of competitive advantage that are increasingly sustain-
able. More specifically, the theory suggests that, to the extent that key
resources are valuable (e.g. able to create value, strengthen the firm’s
weaknesses, and/or neutralize competitor’s strengths), rare (e.g. uncom-
mon or not widely available among competitors), imperfectly imitable
(e.g. not being able to be duplicated by competitors in the same way,
as a result of being based on knowledge exclusively available within
the firm, for example), and imperfectly substitutable (e.g. where other
resources which are available cannot be used easily to replace the key
resources).
KEY WORDS Assets, competencies, competitive advantage
IMPLICATIONS
In a firm’s efforts to pursue and achieve sustainable competitive advan-
tage, the resource-based view highlights the need for marketers to man-
age strategically the firm’s scarce resources. A greater knowledge of the
considerable body of marketing research based on the resource-based
view may therefore be very useful to the marketer seeking to identify
potential key resources, evaluate them for strategic importance, and
ensure that the most important ones are adequately protected by the
firm to prevent their loss in value.
APPLICATION AREAS AND FURTHER READINGS
Marketing Strategy
Ghosh, Mrinal, and John, George (1999). ‘Governance Value Analysis and Marketing
Strategy,’ Journal of Marketing, 63, Fundamental Issues and Directions for Market-
ing, 131–145.
Day, George S., and Wensley, Robin (1988). ‘Assessing Advantage: A Framework for
Diagnosing Competitive Superiority,’ Journal of Marketing, 52(2), April, 1–20.
Lieberman, M. B., and Montgomery, D. B. (1998). ‘First-Mover (Dis)Advantages: Ret-
rospective and Link with the Resource-Based View,’ Strategic Management Journal,
19(12), 1111–1125.
Srivastava, Rajendra K., Shervani, Tasadduq A., and Fahey, Liam (1999). ‘Marketing,
Business Processes, and Shareholder Value: An Organizationally Embedded View
of Marketing Activities and the Discipline of Marketing,’ Journal of Marketing, 63,
Fundamental Issues and Directions for Marketing, 168–179.
Marketing Management
Day, G. S. (2000). ‘Managing Market Relationships,’ Journal of the Academy of Marketing
Science, 28(1), 24–30.
Capron, Laurence, and Hulland, John (1999). ‘Redeployment of Brands, Sales
Forces, and General Marketing Management Expertise Following Horizontal
Acquisitions: A Resource-Based View,’ Journal of Marketing, 63(2), April, 41–
54.
resource dependency theory 452
Verona, G. (1999). ‘A Resource-Based View of New Product Development,’ Academy
of Management Review, 24, 132–142.
Services Marketing
Fahy, J. (1996). ‘Competitive Advantage in International Services: A Resource-Based
View,’ International Studies of Management and Organization, 26(2), 24–37.
International Marketing
Fahy, J. (2002). ‘A Resource-Based Analysis of Sustainable Competitive Advantage in
a Global Environment,’ International Business Review, 11(1), 57–78.
Global Marketing
Zou, S., and Cavusgil, S. T. (2002). ‘The GMS: A Broad Conceptualization of Global
Marketing Strategy and its Effect on Firm Performance,’ Journal of Marketing,
66(4), 40–56.
Online Marketing
Fahy, J., and Hooley, G. (2002). ‘Sustainable Competitive Advantage in Electronic
Business: Towards a Contingency Perspective on the Resource-Based View,’ Jour-
nal of Strategic Marketing, 10, 241–253.
Business-to-Business Marketing
Matthyssems, P., and Koen, V. (1998). ‘Creating Competitive Advantage in Indus-
trial Services,’ Journal of Business & Industrial Marketing (Santa Barbara), 13(4–5),
339–355.
Marketing Research
Day, George S., and Montgomery, David B. (1999). ‘Charting New Directions for
Marketing,’ Journal of Marketing, 63, Fundamental Issues and Directions for Mar-
keting, 3–13.
BIBLIOGRAPHY
Wernerfelt, B. (1984). ‘A Resource-Based View of the Firm,’ Strategic Management
Journal, 5, 171–180.
Peteraf, M. A. (1993). ‘The Cornerstones of Competitive Advantage: A Resource-
Based View,’ Strategic Management Journal, 14(3), 179–191.
resource dependency theory
DESCRIPTION
The view that organizations lacking in needed resources will be prompted
to establish relationships with other organizations in order to strengthen
their resource positions while at the same time striving to minimize their
dependencies.
KEY INSIGHTS
Put forth in pioneering research by Aldrich (1976) and Aldrich and Pfeffer
(1976), resource dependency theory adopts the view that increasing a
firm’s dependence on other firms for their resources decreases the firm’s
chances for survival in the long run. Given that many firms must rely
on others for their resources to some extent, the theory further indicates
that such firms will seek ways to keep control of such relationships in an
effort to lessen their dependencies.
KEY WORDS Interorganizational relationships, business relationships
453 resource dependency theory
IMPLICATIONS
Marketers may find that a greater knowledge of resource dependency
theory and resource dependency theory-based research may help the
marketer to understand and evaluate better the firm’s many different
interorganizational relationships and assist with the development of
relationships involving greater control. As a means to establish greater
control over a firm’s suppliers, for example, the firm may opt to perform
some of the work in-house. Terms with suppliers may be able to be
renegotiated as well, further enabling the firm to obtain more power over
suppliers. In addition, being in a position to switch to alternate suppliers
may yet be another means to minimize the firm’s resource dependencies.
APPLICATION AREAS AND FURTHER READINGS
Marketing Strategy
Anderson, Paul F. (1982). ‘Marketing, Strategic Planning and the Theory of the
Firm,’ Journal of Marketing, 46(2), Spring, 15–26.
Marketing Management
Ruekert, Robert W., and Walker, Orville C., Jr. (1987). ‘Marketing’s Interaction
with Other Functional Units: A Conceptual Framework and Empirical Evidence,’
Journal of Marketing, 51(1), January, 1–19.
Business-to-Business Marketing
Hallen, Lars, Johanson, Jan, and Mohamed, Nazeem Seyed (1991). ‘Interfirm Adap-
tation in Business Relationships,’ Journal of Marketing, 55(2), April, 29–37.
Anderson, James C., Hakansson, Hakan, and Johanson, Jan (1994). ‘Dyadic Business
Relationships within a Business Network Context,’ Journal of Marketing, 58(4),
October, 1–15.
Heide, Jan B., and John, George (1988). ‘The Role of Dependence Balancing in
Safeguarding Transaction-Specific Assets in Conventional Channels,’ Journal of
Marketing, 52(1), January, 20–35.
Government Marketing
Meznar, Martin B., and Nigh, Douglas (1995). ‘Buffer or Bridge? Environmental
and Organizational Determinants of Public Affairs Activities in American Firms,’
Academy of Management Journal, 38(4), August, 975–996.
Marketing Research
Oliver, Christine (1990). ‘Determinants of Interorganizational Relationships: Inte-
gration and Future Directions,’ Academy of Management Review, 15(2), April, 241–
265.
BIBLIOGRAPHY
Aldrich, H. (1976). ‘Resource Dependence and Inter-organizational Relations: Rela-
tions between Local Employment Service Offices and Social Service Sector Orga-
nizations,’ Administration and Society, 7, 419–454.
Aldrich, Howard E., and Pfeffer, Jeffrey (1976). ‘Environments of Organizations,’
Annual Review of Sociology, 2, 79–105.
Aldrich, H., and Herker, D. (1976). ‘Boundary Spanning Roles and Organizational
Structure,’ Academy of Management Journal, 2, 217–230.
responsible marketing see ethical marketing; social marketing; green
marketing
Restorff effect see von Restorff effect
retail accordion theory 454
retail accordion theory
(also called accordion theory)
DESCRIPTION
The view that retail institutions change systematically over time, moving
from outlets with wide assortments to outlets with narrow, more specialized
assortments, but then over time moving back again to outlets with wide
assortments.
KEY INSIGHTS
Based on pioneering research by Hollander (1966), the accordion theory
was put forward to explain observed and expected changes in retail
institution behavior over time. While not all retailers may change their
assortments in ways that are completely consistent with retail accordion
theory, the theory nevertheless highlights the importance of assortment
width in the long-term marketing strategy of a retailer.
KEY WORDS Retailing, organizational change, product assortments, width
IMPLICATIONS
Marketers concerned with retail strategy development may potentially
benefit from a better understanding of the role of product assortment
in the context of retail accordion theory in terms of its relationship to
possible retail organization change. In particular, a retailer’s viability and
competitiveness may be influenced by how the relative width of its prod-
uct assortment changes over time and, as such, must be appropriately
managed for optimization or maximum effectiveness.
APPLICATION AREAS AND FURTHER READINGS
Retail Marketing
Hart, C. (1999). ‘The Retail Accordion and Assortment Strategies: An Exploratory
Study,’ International Review of Retail Distribution and Consumer Research, 9(2), 111–126.
Pioch, E. A., and Schmidt, R. A. (2000). ‘Consumption and the Retail Change
Process: A Comparative Analysis of Toy Retailing in Italy and France,’ International
Review of Retail Distribution and Consumer Research, 10(2), 183–204.
BIBLIOGRAPHY
Hollander, Stanley C. (1966). ‘Notes on the Retail Accordion,’ Journal of Retailing, 42,
Summer, 29–40, 54.
retail gravitation, law of
(also called Reilly’s law or Reilly’s law of retail gravitation)
DESCRIPTION
The view that larger cities will have larger trade areas than smaller ones,
thereby leading people to travel further to reach larger cities for trade relative
to smaller ones.
KEY INSIGHTS
Put forth by Reilly (1931), the view summarizes research findings aimed
at explaining variations in retail sales between cities and related phenom-
ena. Reilly’s law considers population and distance to be key elements
455 retail marketing
related to retail trade. Key assumptions of the relationship put forward
include the same ease of travel conditions between cities and consumer
indifference between cities.
KEY WORDS Retail, travel, distance, trade, cities
IMPLICATIONS
While the law does not hold in all cases and is also limited by its
geographical assumptions for city-to-city travel, the law of retail gravi-
tation nevertheless highlights the importance of city size in attracting
consumers for retail shopping. Marketers seeking to model expected
consumer travel and retail shopping patterns may therefore benefit from
the research findings that have established the relationships posed in
Reilly’s law.
APPLICATION AREAS AND FURTHER READINGS
Retail Marketing
Kelley, Eugene J. (1958). ‘The Importance of Convenience in Consumer Purchasing,’
Journal of Marketing, 23(1), July, 32–38.
Jung, Allen F. (1959). ‘Is Reilly’s Law of Retail Gravitation Always True?’ Journal of
Marketing, 24(2), October, 62–63.
Ferber, Robert (1958). ‘Variations in Retail Sales between Cities,’ Journal of Marketing,
22(3), January, 295–303.
BIBLIOGRAPHY
Reilly, William J. (1931). The Law of Retail Gravitation. New York: Knickerbocker Press.
retail location theory see location theory
retail marketing
DESCRIPTION
Marketing involving the direct sale of offerings to customers, with such
offerings not intended for resale.
KEY INSIGHTS
Retail marketing encompasses a broad set of marketing activities as it
may, for example, involve the offering of goods and services online, in
stores, malls, and/or markets. In addition, regardless of location, retailers
may also position themselves in any number of ways including spe-
cialty retailers, discounters, and superstores. The term supermarketing is
sometimes used to refer to retail marketing involving large, primarily
self-service retail stores offering wide varieties of regularly consumed
food products and other selected products and services. Purchasers of
retail offerings may be individual consumers or businesses. By obtaining
sets of offerings in larger quantities from upstream distributors (e.g.
wholesalers) and manufacturers, retailing firms are then able to offer
them in smaller quantities to customers in ways that add value (e.g.
making the offerings more easily obtainable). Retailers have a range of
marketing approaches at their disposal in an effort to achieve marketing
retail marketing 456
effectiveness. When a retailer has a physical presence, in-store marketing
is essential, which is where the retailer engages in marketing practices
that aim to increase the appeal of their offerings to current and potential
customers who have entered a retailer’s store or shop. Such practices
may include attention to store ambience (e.g. appealing music, color-
ful wall displays), making strategic and tactical use of product signage,
end-of-aisle product displays, and adopting attractive pricing practices.
Still other marketing approaches, used independently or in conjunction
with wholesalers and manufacturers, involve making strategic use of
point-of-purchase and point-of-sale marketing approaches. (See point-of-
purchase marketing; point-of-sale marketing.)
When a retailer has an online presence (see online marketing), the
marketer is similarly concerned with the retail outlet’s virtual appear-
ance (e.g. visual appeal, ease of navigability). In contrast to bricks-and-
mortar retail marketing, however, a key issue to many online retailers
is identifying causes and solutions to the relatively pervasive problem
of shopping cart abandonment, which is where site visitors take time to
evaluate the firm’s offerings and pick out some by placing them in their
virtual shopping carts only to leave the website at the stage where such
offerings are to be paid for by website visitors’ credit cards or other
means.
KEY WORDS Retailing, direct sales
IMPLICATIONS
Retail marketing enables retailers to engage more effectively with cur-
rent and prospective customers in retail settings. Yet, retail marketing is
not limited to the marketing activities of retailers, since manufacturers
and wholesalers may also engage in retail marketing to some degree,
where such activity may be either through actual physical locations or
an online presence. As such, a greater understanding of retail marketing
approaches may potentially provide retailers and non-retailers alike with
strategic and tactical knowledge that enables their firms to achieve their
marketing objectives more effectively and efficiently, either alone or in
conjunction with retail organizations.
APPLICATION AREAS AND FURTHER READINGS
Marketing Strategy
Mulhern, F. (1997). ‘Retail Marketing: From Distribution to Integration,’ Interna-
tional Journal of Research in Marketing, 17(2), 103–124.
Balasubramanian, Sridhar (1998). ‘Mail versus Mall: A Strategic Analysis of Com-
petition between Direct Marketers and Conventional Retailers,’ Marketing Science,
17(3), 181–195.
Dhar, Sanjay K., and Hoch, Stephen J. (1997). ‘Why Store Brand Penetration Varies
by Retailer,’ Marketing Science, 16(3), 208–227.
Marketing Management
Padmanabhan, V., and Png, I. P. L. (1997). ‘Manufacturer’s Returns Policies and
Retail Competition,’ Marketing Science, 16(1), 81–94.
Gilbert, D. (2003). Retail Marketing Management, 2nd edn. London: Pearson Education.
457 retro-marketing
Services Marketing
Zeithaml, Valarie A., Parasuraman, A., and Berry, Leonard L. (1985). ‘Problems and
Strategies in Services Marketing,’ Journal of Marketing, 49(2), Spring, 33–46.
Online Marketing
Alba, Joseph, Lynch, John, Weitz, Barton, Janiszewski, Chris, Lutz, Richard, Sawyer,
Alan, and Wood, Stacy (1997). ‘Interactive Home Shopping: Consumer, Retailer,
and Manufacturer Incentives to Participate in Electronic Marketplaces,’ Journal of
Marketing, 61(3), July, 38–53.
Retail Marketing
Hart, C., Doherty, N., and Chadwick, F. Ellis (2000). ‘Retailer Adoption of the
Internet: Implications for Retail Marketing,’ European Journal of Marketing, 34(8),
954–974.
Consumer Behavior
Dawar, Niraj, and Parker, Philip (1994). ‘Marketing Universals: Consumers’ Use of
Brand Name, Price, Physical Appearance, and Retailer Reputation as Signals of
Product Quality,’ Journal of Marketing, 58(2), April, 81–95.
BIBLIOGRAPHY
O’Brien, Larry, and Harris, Frank (1991). Retailing: Shopping, Society, Space. London:
David Fulton Publishers.
Krafft, Manfred, and Mantrala, Murali K. (eds.) (2006). Retailing in the 21st Century:
Current and Future Trends. New York: Springer Verlag.
Global Millennia Marketing (2002). ‘Recent Survey Gives Online Merchants Fifteen
Reasons for Shopping Cart Abandonment,’ Global Millennia Marketing Press Release,
March.
McGoldrick, P. J. (1990). Retail Marketing. New York: McGraw-Hill.
retro-marketing
DESCRIPTION
Marketing approaches involving re-representations of the past in one or more
areas of marketing activity.
KEY INSIGHTS
Retro-marketing involves taking one or more aspect of marketing associ-
ated with any bygone era and reviving it for use in a firm’s current mar-
keting practice. A retro-marketing approach may, for example, involve a
revived and reconfigured product (e.g. a new automobile but with styling
from the 1960s) or an advertising approach adopting elements from an
earlier time (e.g. a television advertisement with 1950s music and visual
effects). In essence, retro-marketing adopts the view that that which is
old can come back again to become the new ‘new.’ Going beyond mere
adoptions of tangible elements of the past, however, retro-marketing
suggests further that marketers have an opportunity to adopt marketing
practices that may even be antithetical to modern marketing principles
including that of customer centricity. Brown (2001a) argues, for example,
that some consumers are tired of being ‘pandered to,’ and actually ‘yearn
to be teased, tantalized, and tortured by marketers and their wares . . . just
like in the good old days.’
KEY WORDS Bygone marketing practices, nostalgic offerings
ripple effect 458
IMPLICATIONS
A retro-marketing approach involves looking to the past for marketing
inspiration. Clearly, the approach suggests there are numerous oppor-
tunities to offer revived products and services incorporating elements of
past eras that ultimately went out of fashion or which were superseded by
other offerings in the marketplace but nevertheless are associated with
nostalgia. Despite the relative pervasiveness in many product markets of
resurrected products and services, however, marketers should be wary of
only looking at the past for all future inspiration. Finally, taking know-
ledge of bygone marketing a step further, retro-marketing also suggests
an opportunity for marketers to adopt (long-past) marketing approaches
that may actually appear to run counter to the customer-centric principle
associated with modern marketing.
APPLICATION AREAS AND FURTHER READINGS
Marketing Strategy
Brown, S., Kozinets, R. V., and Sherry, J. F. (2003). ‘Teaching Old Brands New Tricks:
Retro Branding and the Revival of Brand Meaning,’ Journal of Marketing, 67(3),
19–33.
McCole, P. (2004). ‘Refocusing Marketing to Reflect Practice: The Changing Role of
Marketing for Business,’ Marketing Intelligence and Planning, 22(5), 531–539.
Marketing Management
Brown, S. (2001). ‘The Retromarketing Revolution: L’imagination au pouvoir,’ Inter-
national Journal of Management Reviews, 3(4), 303–320.
Consumer Behavior
Goedhart, D. (2005). Capitalizing on Consumer Nostalgia: Exploring Retro Marketing and
the Role of Nostalgia in Consumer Behaviour. Rotterdam: Erasmus Universiteit.
Marketing Education
Burton, D. (2003). ‘Rethinking the UK System of Doctoral Training in Marketing,’
Journal of Marketing Management (Helensburg), 19(7/8), 883–904.
BIBLIOGRAPHY
Brown S. (1999). ‘Retro-marketing: Yesterday’s Tomorrows, Today!’ Marketing Intelli-
gence & Planning, 17(7), 363–376.
Brown, S. (2001a), ‘Torment your Customers (they’ll Love it),’ Harvard Business
Review, 79(9), 82–8.
Brown, S. (2001b). Marketing: The Retro Revolution. London: Sage.
revenue-sharing marketing see affiliate marketing
right-time marketing see outbound marketing
Ringelmann effect see social loafing effect
ripple effect
DESCRIPTION
Any effect gradually spreading beyond that which is primarily intended.
KEY INSIGHTS
While any possible ripple effect is clearly context specific, a recognized
ripple effect of advertising is a general increase in word-of-mouth com-
munication resulting from advertising. Such an effect can enhance the
459 ripple effect
immediate effectiveness of advertising by creating awareness among indi-
viduals who are not reached directly by advertising. As ripple effects may
be unintentional or intentional, such effects are important to identify in
determining the broader impact of any given marketing action. Another
specific type of ripple effect is that attributed to loyalty. (See loyalty
ripple effect.)
KEY WORDS Influence, spreading effect, advertising
IMPLICATIONS
Marketers concerned with assessing the full impact of marketing actions
need to anticipate possible ripple effects in marketing planning and
strategy development. Ripple effects of marketing actions such as that
from advertising can have significant behavioral as well as economic
consequences and can vary across cultures as well.
APPLICATION AREAS AND FURTHER READINGS
Advertising
Hogan, John E., Lemon, Katherine N., and Libai, Barak (2004). ‘Quantifying the Rip-
ple: Word-of-Mouth and Advertising Effectiveness,’ Journal of Advertising Research,
44, 271–280.
Consumer Behavior
Maddux, W. W., and Yuki, M. (2006). ‘The “Ripple Effect”: Cultural Differences
in Perceptions of the Consequences of Events,’ Personality and Social Psychology
Bulletin, 32(5), 669–683.
BIBLIOGRAPHY
Barsade, S. G. (2002). ‘The Ripple Effect: Emotional Contagion and its Influence on
Group Behavior,’ Administrative Science Quarterly, 47(4), 644–675.
risky shift phenomenon see group polarization
Rosencrantz and Guildenstern effect see approach–avoidance
conflict
Rosenthal effect see experimenter expectancy effect
rule(s) of . . . see specific entries, e.g. ten percent, rule of