To enrich the limited and recent work in existence on relational phenomena in the consumer-brand domain, the authors focus on the concept of brand trust. The non-existence of a wider accepted measure of this concept is surprising given that: (1) trust is viewed as the cornerstone and one of the most desired qualities in a relationship; and (2) it is the most important attribute a brand can own. In this context, this research reports the results of a multi-step study to develop and validate a multidimensional brand trust scale drawn from the conceptualisation of trust in other academic fields. Multi-step psychometric tests demonstrate that the new brand trust scale is reliable and valid. Both theoretical and managerial implications are presented.

This study shows that the relative effect of five dimensions of go/no-go criteria on new product success is contingent on the stage of the development process and newness of the technology. Specifically, strategic fit criteria are critical to new product success at the initial screening. Technical criteria are significantly correlated with product success only at the go-to-development decision gate. Market opportunity criteria relate positively with project success at the initial screening, the market launch gate and the post-launch review. Financial criteria correlate positively with success from the go-to-development decision to the first post-launch review. Customer-acceptance criteria stand out as equally important to success throughout the entire development process. In relation to the moderating effect of technology newness, it was found that customer acceptance and market opportunity criteria at the initial screening are more important for the success of low technologically innovative projects than for the success of high technologically innovative projects. At the initial screening, financial criteria exert a negative effect on the success of projects incorporating highly innovative technologies.

The literature on nationalism has provided conceptual definitions of national identity that supposedly delineate its underlying empirical manifestations. A binary conceptualization (civic versus ethnic) is widely used by scholars. There are confusion and ambiguity in the definition, however, as well as sense that the prevailing schema does not adequately capture the fluidity and complexity of the phenomenon. We posit that abstract conceptual definitions do not validly capture the way individuals actually experience identification with their nations. Using a methodology that models the distribution of responses to survey questionnaires – latent class analysis – we demonstrate that individuals cluster in two different groups in the way they identify with their nations: nationalists are strongly attached to the nation and more exacting in their criteria for membership, while cosmopolitans display lower identification with the nation and are more inclusive in their desired criteria of membership. These classes are to some degree fluid across indicators and nations. Broadly speaking, however, the configurations are comparable cross‐nationally.

En este trabajo nos adentramos en el estudio de las dos principales estrategias de desinversión en los productos: la eliminación y la cosecha. Además. aunque no se trata propiamente de una estrategia de desinversión, sino que se caracteriza por la indefinición sobre el futuro, abordaremos el análisis de la estrategia de sostenimiento. A tal fm, en primer lugar, nos hacemos eco de un conjunto de consideraciones relativas a la decisión de eliminación, concretamente: las causas que desencadenan la decisión, el proceso de eliminación y sus etapas -1) la supervisión periódica y el reconocimiento de la debilidad de los productos, 2) la evaluación detallada de los productos débiles y la adopción de la decisión, y 3) el establecimiento de un procedimiento para la ejecución-y la unidad de decisión. En segundo lugar, procedemos a revisar las particularidades de la estrategia de cosecha, concretamente las razones que impulsan a su adopción, los tipos de cosecha y las decisiones básicas e instrumentos de marketing que posibilitan su implementación, todos ellos relacionados con la reducción de costes. Finalmente, nos referiremos brevemente a la estrategia de sostenimiento que, a diferencia de las estrategias anteriores. puede obligar a la modificación del producto e, incluso, a la ampliación de la línea. INTRODUCCiÓNComo consecuencia de la dinámica permanente de cambio del entorno, la empresa se ve inmersa en un continuo proceso de reformulación de su oferta que la conduce a la introducción de nuevos productos. la modificación de los existentes y la eliminación de aquellos ineficientes. En este proceso, la empresa no debe olvidar la existencia de múltiples interrelaciones -productivas, financieras, directivas, comerciales, etc.-entre sus productos, a fin de realizar una dirección conjunta que implique una asignación óptima de recursos (Munuera, 1988).Es deseable, por tanto, superar la actitud de muchos estudiosos de marketing que se han fijado en el producto individual como unidad de análisis ya que cualquier decisión sobre un producto implica a todos los demás. La gestión de un producto en una empresa debe sustentarse, pues, en el juicio sobre el conjunto de todos ellos, en definitiva, en el juicio sobre la cartera de productos (Munuera. 1985;.Los denominados modelos de matrices, aquellos que se basan en el posicionamiento de los productos de la empresa en una matriz, generalmente bidimensional, con una dimensión relativa al atractivo del mercado y otra a la fuerza estrategia de cosecha, específicamente a los motivos que impulsan su adopción, los tipos de cosecha y las herramientas de marketing que posibilitan su ejecución, todos ellos relacionados con la reducción de costes. Finalmente, nos referiremos brevemente a la estrategia de sostenimiento que, a diferencia de las estrategias anteriores, puede obligar a la modificación del producto e, incluso, a la ampliación de la línea. ESTRATEGIA DE ELIMINACiÓNComo antes se ha indicado, la categoría de los negocios desastre en el esquema del BCG y de categorías similares en otros...

Purpose This paper aims to examine the relationship between control mechanisms and marketing performance based on a sample of marketing managers. To that end, this paper focuses on the relationship between the types of controls used in marketing and the market and business results. Methodology This study collected the data through a survey among marketing professionals with experience and decision-making capacity involving marketing budgets and plans, in practical terms a sample of 97 marketing managers and analyzed the data via a structural equation model using Smart PLS 3. Findings The findings confirm that marketing control mechanisms have a significant impact on business results, demonstrating the relationship of formal controls with market results and the relationship between informal controls with financial results. Likewise, the authors were able to prove that there is a relationship between formal and informal control. Practical implications The implementation of the control mechanisms should be based on the development of a detailed evaluation system of the activities carried out by the marketing employees and an analysis of their capabilities and abilities. In addition, managers should integrate formal control decisions into their marketing strategy to improve organizational results. Originality The results of this study help explain the relationship between marketing control mechanisms and organizational results and allow to understand what the level of influence is that marketing control mechanisms have on market and financial results.