Three experiments show that the source of price change information—whether human or nonhuman—moderates the effect of price change on perceptions of price fairness. Both inferences of the marketer's motive and stimulus-induced affect mediate the effects of the source and price change. Opportunity and motivation to process also affect the relative influence of inferred motive and affect. This research demonstrates antecedent roles of both price source and affect.

Using two studies, the author examines the influence of the inferred motive for a firm's price increase on perceptions of price unfairness. Prior to the research presented here, the only established causal antecedent of perceived price unfairness was increased relative profit. In Study 1, the author extends the existing research by demonstrating that the inferred motive, as well as inferred relative profit, provides causal explanation of perceived price unfairness. When participants inferred that the firm had a negative motive for a price increase, the increase was perceived as significantly less fair than the same increase when participants inferred that the firm had a positive motive. In addition, the author shows in Study 2 that the firm's reputation can influence the inferred motive, thereby altering perceptions of price unfairness. Specifically, participants sometimes gave a firm with a good reputation the benefit of the doubt when inferring motive. If the “good” firm did not profit from the price increase, participants inferred significantly more positive motives than if it did profit. The firm with a poor reputation did not receive this benefit; inferred motive was equally negative regardless of whether the firm profited from the price increase. Together, these studies provide evidence that consumer inferences of the motive for a price increase influence the perceived fairness of the increase. Furthermore, reputation is shown to moderate the effect of inferred relative profit on inferred motive. Finally, analyses show that perceived unfairness leads to lower shopping intentions and demonstrate that perceived unfairness mediates the effects of inferred motive and relative price on consumers’ shopping intentions.

The current research explores the role of disgust in enhancing compliance with fear appeals. Despite its frequent use in advertising and prevalence in consumer settings, little is known about the specific role that disgust plays in persuasion. This article explores the unique characteristics of disgust and examines its distinctive effect on persuasion. The results across a series of four studies demonstrate that adding disgust to a fear appeal appreciably enhances message persuasion and compliance beyond that of appeals that elicit only fear. Importantly, the results trace the persuasive effects of disgust to its strong and immediate avoidance reaction.

In the face of marketplace polls that attest to the increasing influence of corporate social responsibility (CSR) on consumers' purchase behavior, this article examines when, how, and for whom specific CSR initiatives work. The findings implicate both company-specific factors, such as the CSR issues a company chooses to focus on and the quality of its products, and individual-specific factors, such as consumers' personal support for the CSR issues and their general beliefs about CSR, as key moderators of consumers' responses to CSR. The results also highlight the mediating role of consumers' perceptions of congruence between their own characters and that of the company in their reactions to its CSR initiatives. More specifically, the authors find that CSR initiatives can, under certain conditions, decrease consumers' intentions to buy a company's products.

The profitability of established products is affected greatly by the extent to which they are meaningfully differentiated from competing alternatives. Maintaining meaningful differentiation, in turn, is facilitated by ongoing development of creative marketing programs. Although marketplace observation reveals a general lack of creativity in the way established products are marketed, some product managers are able to devise creative marketing programs for their products. The authors test hypotheses concerning the effects of individual (i.e., product manager) and situational (i.e., planning process) characteristics on marketing program creativity. The findings reveal that marketing program creativity is a function of individual problem-solving inputs (e.g., knowledge of the marketing environment, diversity of experience, diversity of education), motivational factors (e.g., intrinsic motivation, risk taking), and situational factors (e.g., planning process formalization, interaction with others, time pressure).

This research demonstrates the strong influence of disgust in a consumer context. Specifically, it shows how consumer evaluations may change in response to physical contact with products that elicit only moderate levels of disgust. Using evidence from six studies, the authors develop a theory of product contagion, in which disgusting products are believed to transfer offensive properties through physical contact to other products they touch, thus influencing evaluations.

Packaged goods manufacturers distribute cents-off coupons in freestanding inserts (FSIs) in newspapers. Free-standing insert coupons are typically composed of two parts: the coupon per se and a print advertisement. Using two laboratory experiments and a separate analysis of coupon measurements from scanner panels, the authors investigate whether the content of the print advertisement influences the effectiveness of the coupon. Theoretical arguments suggest that the impact on consumer attitudes will depend on the executional cues of the copy, the brand loyalty of the consumers, and the consumer's involvement with the product category. The results support the theoretical framework and suggest that it is possible to make FSI coupons more effective by choosing appropriate executional cues for their advertising copy.

The authors report the results of a study on the use of information and decision making by practicing marketing managers. They examine the effect of managerial experience and decision programmability on managers’ information use and decisions. The results indicate that experience is an important determinant of managers’ behavior for relatively unprogrammed decisions. Moreover, the effects of experience are manifested in the evaluation and use of “soft” information, amount of information used, and the decisions themselves. The authors conclude that in studying the effects of experience on managerial decisions, one must examine the steps leading to a decision; they find that experience affects the prior step in which information is acquired. To the extent experience is a proxy for expertise, the article affords insights into the key ingredients in training and modeling expert managers.