Posts tagged with: marketing

chick-fil-a-truett-cathy-closed-sundayWhenever I get a craving for a chicken sandwich and waffle fries, it’s invariably on Sunday—the one day a week when Chick-fil-A is closed. Rather than become frustrated by the closure, though, I appreciate that Truett Cathy, the founder of Chick-fil-A, was motivated by his religious beliefs to give his employees a day of rest.

It turns out I’m not the only one. “I am from the South and there is a company called Chick-fil-A, and they are known for their religious affiliation — they even have it posted on their wall,” says Kelly Cowart, assistant professor of marketing at Grand Valley State University. “What does that mean to the people that come there? What does that mean for the employees? What does that mean when a company has a religious affiliation? Nothing had really been done looking at that effect.”

A new study led by Cowart and published in the Journal of Services Marketing shows religious affiliation can safeguard companies against negative reactions to store policies, such as limited hours of operation or a temporary store closing:

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The Ballors went with a live tree this year. We bought it at Flowerland and I do not know the name of the farm whence it came.

Over at the American Conservative, Micah Mattix reflects on the Christmas tree market, which in his neck of the woods is “notoriously unstable.” In Ashe County, North Carolina, says Mattix, a dilemma faces the small tree farmer: “It is not sell or starve, but it is sell or go without a new septic tank, a repaired roof, a mended this or that.” Although not specifically about Christmas trees, the difficult choice faced by the poet in the Robert Frost poem Mattix engages at length is also reminiscent of the dynamic of poverty in Winter’s Bone.

Mattix explores some valid concerns about the human cost of low prices: “When we look for ‘deals’ at Christmas, I doubt many of us think about the labor another human being expended to make a certain object and whether the price we pay for it is a fair one. We think, rather, of big corporations and highly paid CEOs who can afford a dollar to two less and who have probably already calculated the discount into the cost of production.”

In the context of a market transaction, particularly in a globalized marketplace where we cannot possibly know all the people that have been involved in bringing a commodity to market, there is a kind of anonymity that is inherent in the system. Thus, writes Mattix, “But an anonymous market economy can obscure the relational aspect of trade—it can obscure the fact that transactions are always, ultimately, between people. And when we look to buy objects for as little as possible without any consideration of the labor of others, we are acting no differently than CEOs who look to maximize profit, whatever the human expense.” Perhaps. Perhaps.
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Blog author: jballor
Friday, September 27, 2013
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I’m not an aficionado of the show Extreme Couponing, but I have seen it a couple times, and have been amazed at the industriousness of the people on the show. It shouldn’t be surprising, perhaps, that in the midst of economic downturn more generally the practice of clipping coupons has become more widespread as well as more extreme.

It makes sense that when times are tight and you are looking to scrimp and save every penny in your budget that increased use of coupons can be a way to make each dollar stretch a bit farther. Companies originally offered coupons as incentives to try new products, and so it is appropriate to see coupons as a form of advertising. The first company to offer coupons was Coca-Cola, and here we can see the similarities between coupons and the free samples, which is part of what makes Costco so popular, as product promotion.

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But it never really occurred to me until I read this short profile of an extreme couponer that coupons should also really be seen as a kind of private welfare, reaching a high of roughly $4 billion in total savings in the US in 2011.
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Blog author: jsunde
Wednesday, April 17, 2013
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sale-sign1J.C. Penney recently gave up on last year’s strategy to abandon sales and coupons in favor of “everyday low pricing.” As an article in the New York Times points out, “simplifying pricing, it turns out, is not that simple”:

“It may be a decent deal to buy that item for $5,” said Ms. Fobes, who runs Penny Pinchin’ Mom, a blog about couponing strategies. “But for someone like me, who’s always looking for a sale or a coupon — seeing that something is marked down 20 percent off, then being able to hand over the coupon to save, it just entices me,” she said. “It’s a rush.”

Devoted coupon users like Ms. Fobes may be more frugal than the typical consumer. But most shoppers, coupon collectors or not, want the thrill of getting a great deal, even if it’s an illusion.

The article goes on to indicate  that this type of illusion-seeking and the corresponding “rush” are sometimes due to certain levels of conditioning:

Even Walmart, which actually does pull off the trick of “everyday low prices” in its domestic stores, is finding it hard to convert consumers to a single-price model in countries like Brazil and China, where retailers give deep discounts on a few main products, then mark up the rest, said Mark Wiltamuth, an analyst at Morgan Stanley.

The problem, economists and marketing experts say, is that consumers are conditioned to wait for deals and sales, partly because they do not have a good sense of how much an item should be worth to them and need cues to figure that out.

Just having a generically fair or low price, as Penney did, said Alexander Chernev, a marketing professor at the Kellogg School of Management at Northwestern University, assumes that consumers have some context for how much items should cost. But they don’t.

Yet as AEI’s Mark Perry notes, from a producer and seller’s perspective, such schemes come in response to the ever-evolving and unpredictable demands of the consumer—in this case, particular shopping preferences. This is “not an enviable position to be in,” Perry writes, “to be at the mercy of fickle and unpredictable consumers.” (more…)

Blog author: hunter.baker
Saturday, November 21, 2009
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I have been thinking a lot about the way we sell church-related goods and services.

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I have been thinking about that and about Jesus overturning the tables of the money changers and sacrificial animal sellers in the temple.

The marketing inside the church has probably never been more feverish than it is today. Hollywood hires savvy Christian marketers to try to gin up interest in certain films among our demographic. We trademark little phrases for sale to Christians. I recently heard an acquaintance excitedly describe a system for integrating Prayer and Your Priorities. I shall not share the catchy name for this system so as to avoid smearing the person working on it. This results in a marketing platform for an inspirational book, a devotional, a daily planner for the system, calendars, sticky notes, etc. I imagine it will prove attractive for some Christian publishing house.

My question, though, is whether this is a wholesome thing for the church. As the author of a book, though not a super consumer-oriented one, I think about it all the time. For example, if called upon to preach at a local church, should I take along a box of books to sell at the end of the service? Should I even mention the book? Should I ask whoever introduces me to mention the book? Should we sell ANYTHING in the church?

The question is not as easy as it may appear. For example, the market instincts of new publishers spread Martin Luther’s work to a large audience. Without the printing press, Luther probably would have died as just another dissenter. Marketing and the honest profit motive are surely reasons why the Bible is as incredibly widely available as it is.

But the question remains. How far do we go in making a profit from the gospel of Jesus Christ? I don’t have a good answer.

Blog author: jballor
Tuesday, September 19, 2006
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Last week, marketing guru Seth Godin quoted the 17th-century Spanish Jesuit Baltasar Gracián y Morales:

Know how to sell your wares, Intrinsic quality isn’t enough. Not everyone bites at substance or looks for inner value. People like to follow the crowd; they go someplace because they see other people do so. It takes much skill to explain something’s value. You can use praise, for praise arouses desire. At other times you can give things a good name (but be sure to flee from affectation). Another trick is to offer something only to those in the know, for everyone believes himself an expert, and the person who isn’t will want to be one. Never praise things for being easy or common: you’ll make them seem vulgar and facile. Everybody goes for something unique. Uniqueness appeals both to the taste and to the intellect.

Marketing has come a long way since this advice. In today’s NYT, Kenneth Chang examines how “more and more retailers are also using more rigorous scientific techniques to improve their bottom line.”

In “Enlisting Science’s Lessons to Entice More Shoppers to Spend More,” Chang writes that “OfficeMax is one example,” of a company engaged in this in-depth marketing research. “It has hired Envirosell, a market research company based in New York that takes an anthropological approach to understanding how shoppers navigate stores. Other companies turn to statistical methods used in testing nuclear weapons. New scientific technologies like brain scans also allow companies to peer directly into consumers’ minds.”

That last line is no doubt a bit of hyperbole, but the physicalist/materialist assumptions of many scientists and marketers become rather obvious as you read through the story. Marketing, it seems, has “evolved” in more ways than one since the days of Baltasar Gracián y Morales.

Blog author: jballor
Thursday, September 7, 2006
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Seth Godin issued a call recently for marketers to take stock of their trade and embrace the moral aspects of their industry: “You’re responsible for what you sell. When you choose to sell it, more of it gets sold.”

I particularly like how Godin emphasizes personal responsibility. This is something that is not unique to a particular profession, of course, and is therefore a reality that constantly needs to be reiterated. “As marketers, we have the power to change things, and the way we use that power is our responsibility–not the market’s, not our boss’s. Ours,” he writes.

Indeed, the logic of the marketplace is not enough by itself. That’s true for a number of reasons, not the least of which is the powerful and dominating attraction of sin.

“We’re responsible for what we sell and how we sell it. We’re responsible for the effects (and the side effects) of our actions, ” Godin states. “It is our decision. Whatever the decision is, you need to own it. If you can’t look that decision in the mirror, market something else.”

Godin’s analysis may not in itself be sufficient to arrive at a comprehensive and full-blown morality of the marketplace, but I think it’s a pretty darn good start, especially considering it comes as a call from within the profession.

Dr. Grabill can take heart…recognition of the natural law isn’t dead.