Consumers consistently set goals for themselves. Despite good intentions, consumers often deviate from their goals. If consumers understand the benefits that arise from goal success, then why do most consumers fail to accomplish goals? Often, temptations are more appealing than achievement of goals; temptations are tangible while the benefits of a goal are difficult to grasp. An individual who uses his/her imagination to visualize goal success makes the goal more present-minded and attainable (Oettingen 2000). Thus, imagination facilitates self-efficacy, the belief in one’s ability to reach a goal. Higher self-efficacy, then, provides an individual with the willpower to achieve a goal (Taylor, Pham, Rivkin, and Armor 1998). Whereas previous work has examined temptations’ relationship with goals (e.g. Fedorikhin and Patrick 2010; Wilcox, Vallen, Block, and Fitzsimons 2009; Zhang, Huang, and Broniarczyk 2010; etc.), the scope of this dissertation study differs. Rather, the research aim is to identify how consumers can overcome visceral temptations. Thus, the main objectives include: contributing new perspectives on goal research by merging the literatures on imagination and visceral cues, outlining how imagination regulates the impact of visceral temptations, and identifying the underlying mechanism that explains how imagination regulates the relationship between visceral cues and ad-evoked thoughts, …

Intellectual Capital (IC) is the intellectual capability of an organization; it drives the usage of other productive resources and adds value to the business structure. Although the expanding literature on IC has enhanced our understanding, the effects of IC with relation to consumers have not been explored in the marketing literature. Thus, this study fills this void by approaching the notion of IC from a customer perspective. Customer value also has attracted extensive attention in recent years. However, the lack of agreement among scholars with respect to the conceptualization of customer value has resulted in inconsistent empirical measures. Furthermore, despite extensive research focus on IC and customer value separately, there is a void in the literature as far as investigating the relationship between the two is concerned. Thus, this study also empirically investigates the predictive relationships among the various dimensions of IC and perceived customer value. This dissertation delineates three dimensions of IC (i.e., Human Capital, Structural Capital, and Relational Capital) available to a retail store in creating value for customers. This study tests the psychometric properties of scale items for measuring these three resources in an apparel retailing context. It also tests the effects of IC on customer value …

On March 2011 a destructive 9.0-magnitude earthquake and tsunami along with nuclear explosions struck northeastern Japan; killing thousands of people, halting industry and crippling infrastructure. A large manufacturing company operating outside of Japan received the news in the middle of the night. Within a few hours of the tsunami hitting Japan, this manufacturer’s logistics team ran global materials management reports to communicate the precise status of the products originating from Japan to their entire global network of facilities. With this quick and far reaching communication the manufacturer was able to launch a successful contingency plan. Alternative suppliers, already existing as part of their global network, were evaluated and used to mitigate Japan’s disruptive impact. The resiliency of this manufacturer’s trusted network of supply chain trading partners allowed for minimum disruptions, saving countless money and maintaining continuity for its end-to-end supply chain. This manufacturer was part of a cloud-based supply chain that provided the catalyst to quickly shift its resources to allay the impact of no longer being able to receive product from Japan. Today's supply chains are global and complex networks of enterprises that aim to deliver products in the right quantity, in the right place, and at the right …

Product return is a necessary part of the exchange process between companies and customers. It accounts for approximately 16% of total sales and a reduction in retailer / manufacturer profits by 3.8% on average. However, industry data also indicates that a significant portion of products are returned for reasons other than product failure – e.g., change of mind, found a lower price elsewhere, or fraudulent and unethical reasons. Consequently, many firms (e.g., REI) have altered their generous return policies to protect their profits. However, it’s been found that the restricted return policy could also reduce customer satisfaction, increase the perceived risk, and thus negatively affect customers’ loyalty towards a particular store or firm. Thus having a restrictive return policy does not help either. Extant literature mainly focuses on return policies. Little attention has been devoted to the product return behavior itself, thus missing the consumer’s perspective. This study, therefore, focuses on understanding consumers’ return behaviors, including different types of return behaviors, and the drivers and consequences of these different return behaviors. Towards this goal, this study first categorizes all possible types of consumers’ return behaviors into two broad categories - legitimate return behaviors and opportunistic return behaviors. Second, both internal …