The May 2009 issue of Journal of Marketing features a research study by Tillmann Wagner, Thorsten Hennig-Thurau, and Thomas Rudolph (“Does Customer Demotion Jeopardize Loyalty?”) that raises thoughtful questions about the wisdom of blindly pursuing hierarchical loyalty programs that elevate customer status according to preset criteria.
The March 2009 issue of Journal of Marketing includes a study by Peter Verhoef and Peter Leeflang (“Understanding the Marketing Department’s Influence Within the Firm”) whose findings are likely to appeal to both practitioners and academics in the marketing discipline. Motivated by recent declarations about the diminished influence of marketing and that marketing’s role has become less strategic and more tactical in character, the authors attempt to “determine and explain the level and determinants of the marketing department’s influence within the firm.”
The January 2009 issue of the Journal of Marketing includes a study by Steven H. Seggie and David A. Griffith (“What Does It Take to Get Promoted in Marketing Academia? Understanding Exceptional Publication Productivity in the Leading Marketing Journals”) that marketing academics will find especially interesting and insightful. This study focuses on publications in four leading marketing journals (JM, JMR, JCR, and MKS) to explore three issues: (1) the level of research productivity needed for marketing faculty to get promoted, (2) a benchmark of exceptional research productivity in marketing, and (3) the generation of new insights on the factors that may influence research productivity.
In the November 2008 issue of Journal of Marketing, Brasel and Gips (Breaking Through Fast-Forwarding: Brand Information and Visual Attention) present practical insights about a big challenge confronting advertisers: As more viewers acquire the ability to fast-forward though television commercials, can anything be done to salvage their impact?
In the September 2008 issue, Mitra and Golder address a thought-provoking question that is of great interest to academics and practitioners: Does Academic Research Help or Hurt MBA Programs? They note that this topic has not attracted much research attention. It is reassuring that they find empirical evidence that academic research output has positive long-term effects on perceptions of academics, recruiters, and applicants. In addition, academic research has a similar effect on education performance and generates short-term effects on the perceptions of academics.
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