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Cameron Duncan Nicol - One of the best experts on this subject based on the ideXlab platform.

  • Birds of a feather: intra-industry spillover of the Target Customer data breach and the shielding role of IT, marketing, and CSR
    Journal of the Academy of Marketing Science, 2017
    Co-Authors: Saim Kashmiri, Cameron Duncan Nicol
    Abstract:

    The authors develop a conceptual framework for conditions under which news of a major Customer data breach at a U.S. retail firm is likely to decrease other U.S. retailers’ shareholder value. Using the massive data breach at Target Corporation as their empirical context, and an event study of 168 publicly listed U.S. retailers as their methodology, the authors find considerable support for their framework. Results indicate that the Target data breach resulted in negative abnormal returns for other U.S. retailers, and that the strength of this contagion effect was moderated by factors related to retailers’ (a) size and product market similarity with Target, (b) governance-related tie-strength with Target, (c) information technology-related ability to prevent a similar breach, (d) marketing ability to respond effectively in the aftermath of a similar breach, and (e) corporate social responsibility. The authors show that although a major retail data breach may result in an intra-industry spillover, managers can use factors related to information technology, marketing, and corporate social responsibility to help insulate their firms from this contagion effect.

  • protecting retailers against contagion exploring the shielding role of marketing in the negative spillover of the Target Customer data breach
    2016
    Co-Authors: Saim Kashmiri, Cameron Duncan Nicol, Liwu Hsu
    Abstract:

    The authors examine the effect of a major Customer data breach at a US retail firm on the market value of other US retailers. Using the massive breach at Target Corporation in the year 2013 as their empirical context, the authors discover the existence of a strong industry-wide contagion effect; the results from an event study of 168 publicly listed US retail firms indicate that the Target breach resulted in negative abnormal returns for other US retailers. The authors also explore the role played by marketing factors in insulating some retailers from this contagion effect. They find empirical evidence that retailers where the marketing function held a high degree of influence in the top management team (TMT), those with strong marketing capabilities, and those with strong corporate social performance (CSP), experienced less negative abnormal returns surrounding the news of the Target breach. These results highlight the shielding benefit that strong marketing resources and high corporate citizenship provide to retailers in the backdrop of an industry counterpart’s Customer data breach.

Matthew Danielson - One of the best experts on this subject based on the ideXlab platform.

  • Beyond the Target Customer: Social Effects of Customer Relationship Management Campaigns
    Journal of Marketing Research, 2017
    Co-Authors: Eva Ascarza, Oded Netzer, Peter Ebbes, Matthew Danielson
    Abstract:

    Customer relationship management (CRM) campaigns have traditionally focused on maximizing the profitability of the Targeted Customers. The authors demonstrate that in business settings characterized by network externalities, a CRM campaign that is aimed at changing the behavior of specific Customers propagates through the social network, thereby also affecting the behavior of nonTargeted Customers. Using a randomized field experiment involving nearly 6,000 Customers of a mobile telecommunication provider, they find that the social connections of Targeted Customers increase their consumption and become less likely to churn, due to a campaign that was neither Targeted at them nor offered them any direct incentives. The authors estimate a social multiplier of 1.28. That is, the effect of the campaign on first-degree connections of Targeted Customers is 28% of the effect of the campaign on the Targeted Customers. By further leveraging the randomized experimental design, the authors show that, consistent with a network externality account, the increase in activity among the nonTargeted but connected Customers is driven by the increase in communication between the Targeted Customers and their connections, making the local network of the nonTargeted Customers more valuable. These findings suggest that in Targeting CRM marketing campaigns, firms should consider not only the profitability of the Targeted Customer but also the potential spillover of the campaign to nonTargeted but connected Customers.

  • Beyond the Target Customer: Social Effects of Customer Relationship Management Campaigns
    Journal of Marketing Research, 2017
    Co-Authors: Eva Ascarza, Oded Netzer, Peter Ebbes, Matthew Danielson
    Abstract:

    AbstractCustomer relationship management (CRM) campaigns have traditionally focused on maximizing the profitability of the Targeted Customers. The authors demonstrate that in business settings characterized by network externalities, a CRM campaign that is aimed at changing the behavior of specific Customers propagates through the social network, thereby also affecting the behavior of nonTargeted Customers. Using a randomized field experiment involving nearly 6,000 Customers of a mobile telecommunication provider, they find that the social connections of Targeted Customers increase their consumption and become less likely to churn, due to a campaign that was neither Targeted at them nor offered them any direct incentives. The authors estimate a social multiplier of 1.28. That is, the effect of the campaign on first-degree connections of Targeted Customers is 28% of the effect of the campaign on the Targeted Customers. By further leveraging the randomized experimental design, the authors show that, consiste...

Saim Kashmiri - One of the best experts on this subject based on the ideXlab platform.

  • Birds of a feather: intra-industry spillover of the Target Customer data breach and the shielding role of IT, marketing, and CSR
    Journal of the Academy of Marketing Science, 2017
    Co-Authors: Saim Kashmiri, Cameron Duncan Nicol
    Abstract:

    The authors develop a conceptual framework for conditions under which news of a major Customer data breach at a U.S. retail firm is likely to decrease other U.S. retailers’ shareholder value. Using the massive data breach at Target Corporation as their empirical context, and an event study of 168 publicly listed U.S. retailers as their methodology, the authors find considerable support for their framework. Results indicate that the Target data breach resulted in negative abnormal returns for other U.S. retailers, and that the strength of this contagion effect was moderated by factors related to retailers’ (a) size and product market similarity with Target, (b) governance-related tie-strength with Target, (c) information technology-related ability to prevent a similar breach, (d) marketing ability to respond effectively in the aftermath of a similar breach, and (e) corporate social responsibility. The authors show that although a major retail data breach may result in an intra-industry spillover, managers can use factors related to information technology, marketing, and corporate social responsibility to help insulate their firms from this contagion effect.

  • protecting retailers against contagion exploring the shielding role of marketing in the negative spillover of the Target Customer data breach
    2016
    Co-Authors: Saim Kashmiri, Cameron Duncan Nicol, Liwu Hsu
    Abstract:

    The authors examine the effect of a major Customer data breach at a US retail firm on the market value of other US retailers. Using the massive breach at Target Corporation in the year 2013 as their empirical context, the authors discover the existence of a strong industry-wide contagion effect; the results from an event study of 168 publicly listed US retail firms indicate that the Target breach resulted in negative abnormal returns for other US retailers. The authors also explore the role played by marketing factors in insulating some retailers from this contagion effect. They find empirical evidence that retailers where the marketing function held a high degree of influence in the top management team (TMT), those with strong marketing capabilities, and those with strong corporate social performance (CSP), experienced less negative abnormal returns surrounding the news of the Target breach. These results highlight the shielding benefit that strong marketing resources and high corporate citizenship provide to retailers in the backdrop of an industry counterpart’s Customer data breach.

Eva Ascarza - One of the best experts on this subject based on the ideXlab platform.

  • Beyond the Target Customer: Social Effects of Customer Relationship Management Campaigns
    Journal of Marketing Research, 2017
    Co-Authors: Eva Ascarza, Oded Netzer, Peter Ebbes, Matthew Danielson
    Abstract:

    Customer relationship management (CRM) campaigns have traditionally focused on maximizing the profitability of the Targeted Customers. The authors demonstrate that in business settings characterized by network externalities, a CRM campaign that is aimed at changing the behavior of specific Customers propagates through the social network, thereby also affecting the behavior of nonTargeted Customers. Using a randomized field experiment involving nearly 6,000 Customers of a mobile telecommunication provider, they find that the social connections of Targeted Customers increase their consumption and become less likely to churn, due to a campaign that was neither Targeted at them nor offered them any direct incentives. The authors estimate a social multiplier of 1.28. That is, the effect of the campaign on first-degree connections of Targeted Customers is 28% of the effect of the campaign on the Targeted Customers. By further leveraging the randomized experimental design, the authors show that, consistent with a network externality account, the increase in activity among the nonTargeted but connected Customers is driven by the increase in communication between the Targeted Customers and their connections, making the local network of the nonTargeted Customers more valuable. These findings suggest that in Targeting CRM marketing campaigns, firms should consider not only the profitability of the Targeted Customer but also the potential spillover of the campaign to nonTargeted but connected Customers.

  • Beyond the Target Customer: Social Effects of Customer Relationship Management Campaigns
    Journal of Marketing Research, 2017
    Co-Authors: Eva Ascarza, Oded Netzer, Peter Ebbes, Matthew Danielson
    Abstract:

    AbstractCustomer relationship management (CRM) campaigns have traditionally focused on maximizing the profitability of the Targeted Customers. The authors demonstrate that in business settings characterized by network externalities, a CRM campaign that is aimed at changing the behavior of specific Customers propagates through the social network, thereby also affecting the behavior of nonTargeted Customers. Using a randomized field experiment involving nearly 6,000 Customers of a mobile telecommunication provider, they find that the social connections of Targeted Customers increase their consumption and become less likely to churn, due to a campaign that was neither Targeted at them nor offered them any direct incentives. The authors estimate a social multiplier of 1.28. That is, the effect of the campaign on first-degree connections of Targeted Customers is 28% of the effect of the campaign on the Targeted Customers. By further leveraging the randomized experimental design, the authors show that, consiste...

  • Beyond the Target Customer: Social Effects of CRM Campaigns
    2015
    Co-Authors: Eva Ascarza, Oded Netzer, Peter Ebbes, Matt Danielson
    Abstract:

    Customer Relationship Management (CRM) campaigns have traditionally focused on maximizing the profitability of the Targeted Customers. We demonstrate that, in business settings that are characterized by network externalities, a CRM campaign that is aimed at changing the behavior of specific Customers propagates through the social network, thereby also affecting the behavior of non-Targeted Customers. Using a randomized field experiment involving nearly 6,000 Customers of a mobile telecommunications provider, we find that the social connections of Targeted Customers increase their consumption and are less likely to churn due to a campaign that was neither Targeted at them nor offered them any direct incentives. We estimate a social multiplier of 1.28. That is, the effect of the campaign on first-degree connections of Targeted Customers is 28% of the effect of the campaign on the Targeted Customers. By further leveraging the randomized experimental design we show that, consistent with a network externality account, the increase in activity among the non-Targeted but connected Customers is driven by the increase in communication between the Targeted Customers and their connections, making the local network of the non-Targeted Customers more valuable. Our findings suggest that in Targeting CRM marketing campaigns, firms should consider not only the profitability of the Targeted Customer, but also the potential spillover of the campaign to non-Targeted but connected Customers.

  • beyond the Target Customer social effects of crm campaigns
    2015
    Co-Authors: Peter Ebbes, Eva Ascarza, Oded Netzer, Matt Danielson
    Abstract:

    Customer Relationship Management (CRM) campaigns have traditionally focused on maximizing the profitability of the Targeted Customers. In this paper we investigate the social effects of CRM campaigns. We demonstrate that, in business settings that are characterized by network externalities, a CRM campaign that is aimed at changing the behavior of specific Customers propagates through the social network, thereby also affecting the behavior of non-Targeted Customers. Using a randomized field experiment involving nearly 6,000 Customers of a mobile telecommunications provider, we find that the social connections of Targeted Customers increase their consumption and are less likely to churn due to a campaign that was neither Targeted at them nor offered them any direct incentives. We estimate a social multiplier of 1.28. That is, the effect of the campaign on first-degree connections of Targeted Customers is 28% of the effect of the campaign on the Targeted Customers. By further leveraging the randomized experimental design we show that, consistent with a network externality account, the increase in activity among the non-Targeted but connected Customers is driven by the increase in communication between the Targeted Customers and their connections, making the local network of the non-Targeted Customers more valuable. Our findings suggest that in Targeting CRM marketing campaigns, firms should consider not only the profitability of the Targeted Customer, but also the potential spillover of the campaign to non-Targeted but connected Customers.

Peter Ebbes - One of the best experts on this subject based on the ideXlab platform.

  • Beyond the Target Customer: Social Effects of Customer Relationship Management Campaigns
    Journal of Marketing Research, 2017
    Co-Authors: Eva Ascarza, Oded Netzer, Peter Ebbes, Matthew Danielson
    Abstract:

    Customer relationship management (CRM) campaigns have traditionally focused on maximizing the profitability of the Targeted Customers. The authors demonstrate that in business settings characterized by network externalities, a CRM campaign that is aimed at changing the behavior of specific Customers propagates through the social network, thereby also affecting the behavior of nonTargeted Customers. Using a randomized field experiment involving nearly 6,000 Customers of a mobile telecommunication provider, they find that the social connections of Targeted Customers increase their consumption and become less likely to churn, due to a campaign that was neither Targeted at them nor offered them any direct incentives. The authors estimate a social multiplier of 1.28. That is, the effect of the campaign on first-degree connections of Targeted Customers is 28% of the effect of the campaign on the Targeted Customers. By further leveraging the randomized experimental design, the authors show that, consistent with a network externality account, the increase in activity among the nonTargeted but connected Customers is driven by the increase in communication between the Targeted Customers and their connections, making the local network of the nonTargeted Customers more valuable. These findings suggest that in Targeting CRM marketing campaigns, firms should consider not only the profitability of the Targeted Customer but also the potential spillover of the campaign to nonTargeted but connected Customers.

  • Beyond the Target Customer: Social Effects of Customer Relationship Management Campaigns
    Journal of Marketing Research, 2017
    Co-Authors: Eva Ascarza, Oded Netzer, Peter Ebbes, Matthew Danielson
    Abstract:

    AbstractCustomer relationship management (CRM) campaigns have traditionally focused on maximizing the profitability of the Targeted Customers. The authors demonstrate that in business settings characterized by network externalities, a CRM campaign that is aimed at changing the behavior of specific Customers propagates through the social network, thereby also affecting the behavior of nonTargeted Customers. Using a randomized field experiment involving nearly 6,000 Customers of a mobile telecommunication provider, they find that the social connections of Targeted Customers increase their consumption and become less likely to churn, due to a campaign that was neither Targeted at them nor offered them any direct incentives. The authors estimate a social multiplier of 1.28. That is, the effect of the campaign on first-degree connections of Targeted Customers is 28% of the effect of the campaign on the Targeted Customers. By further leveraging the randomized experimental design, the authors show that, consiste...

  • Beyond the Target Customer: Social Effects of CRM Campaigns
    2015
    Co-Authors: Eva Ascarza, Oded Netzer, Peter Ebbes, Matt Danielson
    Abstract:

    Customer Relationship Management (CRM) campaigns have traditionally focused on maximizing the profitability of the Targeted Customers. We demonstrate that, in business settings that are characterized by network externalities, a CRM campaign that is aimed at changing the behavior of specific Customers propagates through the social network, thereby also affecting the behavior of non-Targeted Customers. Using a randomized field experiment involving nearly 6,000 Customers of a mobile telecommunications provider, we find that the social connections of Targeted Customers increase their consumption and are less likely to churn due to a campaign that was neither Targeted at them nor offered them any direct incentives. We estimate a social multiplier of 1.28. That is, the effect of the campaign on first-degree connections of Targeted Customers is 28% of the effect of the campaign on the Targeted Customers. By further leveraging the randomized experimental design we show that, consistent with a network externality account, the increase in activity among the non-Targeted but connected Customers is driven by the increase in communication between the Targeted Customers and their connections, making the local network of the non-Targeted Customers more valuable. Our findings suggest that in Targeting CRM marketing campaigns, firms should consider not only the profitability of the Targeted Customer, but also the potential spillover of the campaign to non-Targeted but connected Customers.

  • beyond the Target Customer social effects of crm campaigns
    2015
    Co-Authors: Peter Ebbes, Eva Ascarza, Oded Netzer, Matt Danielson
    Abstract:

    Customer Relationship Management (CRM) campaigns have traditionally focused on maximizing the profitability of the Targeted Customers. In this paper we investigate the social effects of CRM campaigns. We demonstrate that, in business settings that are characterized by network externalities, a CRM campaign that is aimed at changing the behavior of specific Customers propagates through the social network, thereby also affecting the behavior of non-Targeted Customers. Using a randomized field experiment involving nearly 6,000 Customers of a mobile telecommunications provider, we find that the social connections of Targeted Customers increase their consumption and are less likely to churn due to a campaign that was neither Targeted at them nor offered them any direct incentives. We estimate a social multiplier of 1.28. That is, the effect of the campaign on first-degree connections of Targeted Customers is 28% of the effect of the campaign on the Targeted Customers. By further leveraging the randomized experimental design we show that, consistent with a network externality account, the increase in activity among the non-Targeted but connected Customers is driven by the increase in communication between the Targeted Customers and their connections, making the local network of the non-Targeted Customers more valuable. Our findings suggest that in Targeting CRM marketing campaigns, firms should consider not only the profitability of the Targeted Customer, but also the potential spillover of the campaign to non-Targeted but connected Customers.