Browsing by Author "van Heerde, Harald J."

Now showing items 1-5 of 11

  • Building brands

    Ataman, M. Berk; Mela, Carl F.; van Heerde, Harald J. (Institute for Operations Research and the Management Sciences, 2008)
    Which marketing strategies are most effective for introducing new brands? This paper sheds light on this question by ascribing growth performance to firms' postlaunch marketing choices. We decompose the success of a new ...
  • Consumer packaged goods in France: National brands, regional chains and local branding

    Ataman, M. Berk; Mela, Carl F.; van Heerde, Harald J. (American Marketing Association, 2007)
    The authors document several striking general geographic patterns in the performance of national brands using a large longitudinal scanner database that spans many consumer packaged goods categories and U.S. regional ...
  • Creating lift versus building the base: Current trends in marketing dynamics

    Leeflang, Peter S.H.; Bijmolt, Tammo H.A.; van Doorn, Jenny; Hansseens, Dominique M.; van Heerde, Harald J.; Verhoel, Peter C.; Wieringa, Jaap E. (Elsevier, 2009)
    Markets are dynamic by nature, and marketing efforts can be directed to stimulate, reduce, or to utilize these dynamics. The field of marketing dynamics aims at modeling the effects of marketing actions and policies on ...
  • Do loyalty programs really enhance behavioral loyalty? An empirical analysis accounting for self-selecting members

    Leenheer, Jorna; van Heerde, Harald J.; Bijmolt, Tammo H.A.; Smidts, Ale (Elsevier, 2007)
    One of the pressing issues in marketing is whether loyalty programs really enhance behavioral loyalty. Loyalty program members may have a much higher share-of-wallet at the firm with the loyalty program than non-members ...
  • Estimating cannibalization rates for pioneering innovations

    van Heerde, Harald J.; Srinivasan, Shuba; Dekimpe, Marnik G. (INFORMS, 2010)
    To evaluate the success of a new product, managers need to determine how much of its new demand is due to cannibalizing the firm’s other products, rather than drawing from competition or generating primary demand. We ...

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