The authors assess the extant research in the area of celebrity endorsement and point out the need for continuing research in celebrity marketing. Suggestions for future research are made in a wide breadth of areas, spanning from celebrity endorsements to novel areas of celebrity branding. The authors propose three celebrity‐branding strategies and discuss the factors that may influence their effectiveness. Other areas for future research in celebrity marketing that are discussed include ethical marketing to vulnerable consumers and social marketing. The authors conclude with suggestions regarding theories and methods that can be used for future research in celebrity marketing.

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Purpose – This paper aims to examine the potential for adjacent brands to influence sales of a focal brand. Specifically, this paper examines whether the type of adjacent brand (market leader or non-market leader competitor) and its promotion (featuring or discounting) have an effect on sales of a focal product. Design/methodology/approach – Store-level scanner data supplemented with in-store audits are used. Findings – It is demonstrated that adjacent brands and their specific marketing activities influence focal brand sales in specific ways, and that market leaders have a disproportionate and different effect than other competitors on the sales of adjacent brands. Originality/value – Recent marketing research has suggested that brand activities such as featuring and discounting and in-store environmental stimuli such as shelf allocation and displays can have an important effect on category and individual brand sales. Prior work in this area, however, has not explicitly considered the potential influence of relative shelf positions (i.e. adjacencies) on brand and category sales.

Purpose This paper aims to explore how chief executive officers (CEOs) and C-suite marketing executives (chief marketing officers [CMOs], chief customer officers [CCOs], chief branding officers [CBOs], etc.) talk about marketing concepts to better understand how marketers can more effectively articulate their value and increase their strategic influence within the firm. Design/methodology/approach Artificial intelligence-enabled computerized text analysis was used to identify and weight keywords from 266 CEO and C-suite marketing executive interviews. Custom marketing concept dictionaries were used to gauge overall marketing focus. Findings The analysis revealed opportunities for C-suite marketers to align specific marketing concepts with that of CEOs for increased strategic influence. Comparisons between C-suite marketing roles showed that CMOs are more focused on marketing strategy than specialized C-suite marketing positions, such as CCO and CBO. This points to a potential decrease in strategic impact for marketing executives dependent on the specialization of their position. Research limitations/implications Using IBM Watson’s black-box artificial intelligence may limit the ability to replicate results from the content analysis; however, the results identify important ways that marketing executives can use to increase their ability to articulate their value within the firm. Practical implications C-suite marketing executives who want to increase the strategic alignment of their role with their firm must pay close attention to the marketing concepts they talk about, and how those align with their CEO’s marketing knowledge. The creation of specialized C-suite marketing roles may unintentionally limit the strategic thinking and firm-level impact of marketers. Originality/value This paper represents the first use of artificial intelligence-enabled computerized text analysis to explore and compare executive speech acts to help increase marketing’s influence in the firm. It is also the first to explore differences in marketing concept use between C-suite marketing roles.

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