The devastation of New Orleans as a result of Hurricane Katrina presents an opportunity and an obligation to examine the human and social factors that influenced the nation's response to this disaster. Lessons from Katrina suggest that a social marketing approach to disaster management could increase the likelihood of positive outcomes for individuals and communities when a disaster strikes. The authors propose an integrated approach to effective risk communications that encourages selfprotective behaviors.Deirdre T. Guion is Assistant Professor of Marketing, Haub School of Business, Saint Joseph's University (e-mail: dguion@sju.edu). Debra L. Scammon is Emma Eccles Jones Professor of Marketing, David Eccles School of Business, University of Utah (e-mail: mktdls@ business.utah.edu). Aberdeen Leila Borders is Assistant Professor of Marketing, University of New Orleans (e-mail: aborders@uno.edu). This article is dedicated to the memory of Derek F. Ridge and all the others who weathered the storm but did not survive its aftermath. For centuries, catastrophic events were considered "acts of God" beyond the control of human decision makers. Today, there is widespread agreement that though natural disasters cannot be controlled, their impact can be managed. The traditional model of disaster management (Mileti 1999) recognizes that disasters evolve through time. Mitigation, preparedness, response, and recovery are identified as explicit phases that differ with regard to the management efforts that are required to deal with disasters. For 50 years, this model has served as the basis for disaster management practice and has guided research on experiences with disasters. Through the focused efforts of social science researchers, a wealth of information about disasters and their management has been amassed.Despite the diversity of perspectives represented in the research, little of it has drawn from the field of marketing. What can marketing offer? Because of marketing's focus on the needs of consumers, we contend that a social marketing perspective could shift focus in disaster management from the needs of emergency management personnel to the needs of people whom they are charged with assisting. To put people's needs first, though, emergency managers need a deeper understanding of the perspectives of individuals in various subgroups of the population, particularly with regard to how they perceive and respond to risks.Disasters are both sociological and political events, and though hurricanes and earthquakes are acts of nature, the disasters resulting from these events are social in origin (Tierney, Lindell, and Perry 2001). This study examines the human and sociological realities of area residents as they prepared for and responded to the events surrounding Hurricane Katrina. In this article, we apply a classic four-phase model of emergency management (Mileti 1999) to analyze the factors that affect people's preparedness for and response to disasters. Critical analysis of the human and organizational response to Katrina ...

Purpose Organizational buying behavior has often been treated as a rational activity, even though humans are involved in the decision-making. Human decision-making often includes a complex cadre of emotions and rationalizations. Subsequently, organizational buyers may not only be driven by logic, testing and facts, but also by emotions. The purpose of this paper is to investigate the role that emotions play in organizational buying behavior. Design/methodology/approach In-depth interviews were conducted with marketing decision-makers for one of the most valuable brands in the world. The role that emotions play in the behavior of organizational buyers is elucidated from the perspective of these marketing professionals. Findings Emotions are prevalent at all stages in the organizational decision-making process and various discrete emotions fuel action tendencies among buyers. Efforts are made by marketers to strategically manage the emotions buyers experience. Practical implications Although organizational buyers must see the functional value of a product or brand, companies need to consider ways in which brands can connect with buyers on an emotional and personal level. Originality/value This paper contributes to the literature by offering insights into which discrete or specific emotions are most prominent in organizational buying behavior and how the manifestation of these emotions impact decision-making at each stage in the buying cycle.

No abstract

Purpose:The present research examines the role of sales manager support in promoting the subjective well-being of salespeople as well as the function of the sales manager in cultivating positive, motivating and productive environments.Design/methodology/approach: An exploratory assessment of the relationship between sales manager support and emotional health in salespeople was conducted by interviewing sales professionals from diverse industries. The insight offered from these individuals, in conjunction with prior literature, provided the basis for the development of a conceptual model that elucidates the impact of sales manager support on the emotional well-being of salespeople and subsequently salesperson effectiveness. The model was tested using 154 salespeople. Structural equation modeling was used to analyze the data. Findings:Results indicate that sales manager support is negatively related to emotional exhaustion and rumination, but positively associated with fostering positive working environments and future expectations. Salesperson motivation is positively related to positive working environments and customer-oriented selling and negatively related to emotional exhaustion.Research limitations/implications: The study is cross-sectional in nature and no causal relationships could be established. Future studies might include field experiments that assess the effect of sales manager support on salesperson's well-being and behavior.Practical Implications: The study demonstrates the important role sales managers have in promoting the subjective well-being of salespeople. Originality/value: This research addresses how sales manager coaching specifically impacts elements of a salesperson's emotional health.Good sales managers support their sales teams by teaching, guiding and motivating them (Robert, mechanical construction).Sales managers play important roles in developing the skills of salespeople as well as helping the organization achieve its objectives. Sales managers are responsible for ensuring that the sales force has the tools and training necessary to achieve the organization's goals related to maintaining customer relationships, and increasing sales volumes and profit (Cravens et al., 1993;Deeter-Schmelz et al., 2002). As a result, coaching in the form of guidance and feedback from the sales manager is paramount. A manager who displays competence, models exemplary behaviors and is a supportive communicator, can create positive working environments which can result in confidence and trust among salespeople (Tanner and Castleberry, 1990;Panagopoulos and Nikolaos, 2009).Manager support is especially critical for salespeople. Salespeople are boundary spanners and the tasks and stressors associated with professional selling can be substantial (Babakus et al., 1999;Lewin and Sager, 2008). Role stressors among salespeople can include rejection, a client failing to move forward with a sale, and incongruent demands placed on the salesperson by the client and the firm (Lewin and Sager, 2008). Salespeople are ...

PurposeThe purpose of this paper is to analyze the need for developing a return on trade show information (RTSI) index; this index would be used to measure the impact of information gathered at trade shows on long‐term decision making within the organization. Also, the paper aims to suggest differences in how exhibitors and visitors perceive tangible versus intangible benefits that accrue as a result of utilizing new information acquired at trade shows.Design/methodology/approachThe paper utilizes a conceptual approach, employing the market orientation framework to develop a model for the return on trade show information (RTSI). It incorporates the acquisition, dissemination and utilization of new trade show information, suggesting that perceived information quality acts as a moderator in this relationship.FindingsThe return on trade show information (RTSI) index describes both tangible and intangible benefits that accrue to the organization as a result of information acquired at trade shows. However, in some cases the same information that is acquired at trade shows is also available from alternative sources, potentially making it difficult to determine true RTSI.Originality/valueThe manuscript offers an innovative perspective for estimating the value of new information acquired at trade shows, suggesting differences in the way in which exhibitors and visitors perceive, as well as utilize, trade show information. This opens the door to future research in the area of trade show information value; in addition, this can benefit practitioners by providing a different method for evaluating the investment value of trade show participation.