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Modeling Markets

Part of the book series: International Series in Quantitative Marketing ((ISQM))

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Abstract

In this chapter we discuss several issues that are related to the actual use of a model. We first examine the determinants of model implementation . We categorize the dimensions that contribute to the likelihood of implementation as follows:

  • model-related dimensions;

  • organization-related dimensions;

  • implementation-strategy dimensions.

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Notes

  1. 1.

    See, for example, Doyle and Saunders (1990) .

  2. 2.

    See, for example, Bult and Wansbeek (1995) ; Kumar et al. (2009) ; Wiesel et al. (2011) .

  3. 3.

    The text of this subsection is based on Hanssens et al. (2005) .

  4. 4.

    An excellent survey of applications of marketing science models is given in Lilien et al. (2013) . See also Vriens (2012, Chapter 4) .

  5. 5.

    Van Heerde et al. (2001) .

  6. 6.

    See Ansari and Mela (2003) ; Valenzuela et al. (2009) .

  7. 7.

    Stephen and Galak (2012) ; De Vries et al. (2014) .

  8. 8.

    Manchanda et al. (2006) .

  9. 9.

    Zenetti et al. (2014) .

  10. 10.

    Onishi and Manchanda (2012) .

  11. 11.

    See also the special issue of Marketing Science: vol. 31, no. 3.

  12. 12.

    See Sect. 9.7.

  13. 13.

    This text is based on Srinivasan et al. (2011) .

  14. 14.

    Srivastava et al. (1998) .

  15. 15.

    Other marketing efforts also have significant effects on stock prices/value of the firm. Examples are the timing of the introduction of innovations (Moorman et al. 2012 ) and brand quality (Bharadwaj et al. 2011 ); see Srinivasan and Hanssens (2009) for a survey.

  16. 16.

    Capella et al. (2011) .

  17. 17.

    Kornelis et al. (2008) .

  18. 18.

    Palda (1964) .

  19. 19.

    Sullivan (1990) .

  20. 20.

    Hanssens et al. (2001, p. 327) .

  21. 21.

    See also Wierenga et al. (1997) .

  22. 22.

    See Hanssens et al. (2001, p. 327) .

  23. 23.

    See, for example, Wiesel et al. (2011) .

  24. 24.

    Foekens et al. (1999) .

  25. 25.

    Van Heerde et al. (2000) .

  26. 26.

    Van Heerde et al. (2004) . The process of evolutionary model building is also worked out in detail for models that represent competitive actions and reactions in Leeflang (2008) .

  27. 27.

    See, for example, Fischer et al. (2011) .

  28. 28.

    We do not discuss the benefits from MMSS here. See, in that respect, Kayande et al. (2009) , who demonstrate that Model-Based Decision Support Systems (MDSS) improve firm’s performance in many contexts that are data rich, entail uncertainty, and require repetitive decisions. See also Becker et al. (2010) ; Wierenga (2011) .

  29. 29.

    See also Sinha and Zoltners (2001) and Lilien and Rangaswamy (2004, pp. 373–378) .

  30. 30.

    See also Van Bruggen (1993) .

  31. 31.

    We closely follow Pauwels et al. (2009) . See also Peters et al. (2013) , who discuss social media metrics.

  32. 32.

    We closely follow Verhoef and Leeflang (2009) . See also Leeflang et al. (2014) .

  33. 33.

    Ambler (2003) ; Jeffery (2010) ; Farris et al. (2006, 2010) .

  34. 34.

    Compare, for example, Blattberg et al. (2008, Chapters 8 and 9) .

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Authors and Affiliations

  1. Department of Marketing, University of Groningen, Groningen, The Netherlands

    Peter S. H. Leeflang, Jaap E. Wieringa & Tammo H. A. Bijmolt

  2. Aston Business School, Birmingham, UK

    Peter S. H. Leeflang

  3. University of St. Gallen, St. Gallen, Switzerland

    Peter S. H. Leeflang

  4. Department of Marketing, Özyeğin University, Istanbul, Turkey

    Koen H. Pauwels

Authors
  1. Peter S. H. Leeflang
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  2. Jaap E. Wieringa
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  3. Tammo H. A. Bijmolt
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  4. Koen H. Pauwels
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Leeflang, P.S.H., Wieringa, J.E., Bijmolt, T.H.A., Pauwels, K.H. (2015). Use: Implementation Issues. In: Modeling Markets. International Series in Quantitative Marketing. Springer, New York, NY. https://doi.org/10.1007/978-1-4939-2086-0_10

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