Fourth, researchers have recently called for studying responses to fundamental policy changes
that are of strategic importance to senior management, not just the tactical changes that are made
in the short-term (e.g., Abeele 1994).
Fifth, the fact that P&G is the clear leader in this setting simplifies the analysis of competitive
response in that we don’t have to first determine who, if anyone, is the leader (see, for example,
Leeflang and Wittink 1996; Kadiyali, Vilcassim, and Chintagunta 1999).
Finally, P&G’s policy change is broad-based. Our data and analysis encompass 118 brands in 24
product categories in the packaged goods industry. This should make our results more
generalizeable than those of other market response studies that are based on one or two productmarkets.
We use the sustained policy change enacted in P&G’s value pricing move to investigate three
major research questions:
• What are the roles of advertising and promotion in attracting and retaining customers?
• To what extent are competitor reactions determined by market share response elasticities
and structural factors versus firm-specific strategy?
• How do consumer and competitive responses combine to determine the overall effect of a
sustained change in advertising and promotion on market share?
Our study is unique in integrating both consumer and competitor response to a substantial,
sustained change in advertising and promotion, and in doing so across a large number of brands
and product categories.
4
The paper is organized as follows. First, we discuss previous work relevant to the central
questions of this research, and present our conceptual model for analyzing them. In Section 3, we
describe the data and provide an overview of P&G's Value Pricing strategy. Sections 4 and 5
present results for consumer and competitor response. Section 6 shows how these responses
combine to determine the overall impact on market share. In Section 7, we summarize our
findings and discuss implications for researchers and managers.
2. Theoretical Background and Conceptual Model
In this section, we summarize the theoretical and empirical literature on consumer and
competitor response to advertising and promotion that is most relevant for our research
questions, and use it to develop our conceptual model.
2.1 Consumer Response
A firm’s advertising and promotion policy influences its ability to attract and retain customers by
inducing more of them to (a) switch to the firm’s brand, (b) repeat-purchase it more often, or (c)
consume larger quantities.
(a) Brand Switching: As described by Blattberg and Neslin (1990), promotions induce
consumers to switch into a brand by improving short-term attitudes toward it, conditioning
consumers to respond to promotions, simplifying the purchase decision, and reducing perceived
risk. These theories are supported by several empirical studies showing that promotions result in
a large brand switching effect (e.g., Gupta 1988; Bell, Chiang, and Padmanabhan 1999).
Fourth, researchers have recently called for studying responses to fundamental policy changes
that are of strategic importance to senior management, not just the tactical changes that are made
in the short-term (e.g., Abeele 1994).
Fifth, the fact that P&G is the clear leader in this setting simplifies the analysis of competitive
response in that we don’t have to first determine who, if anyone, is the leader (see, for example,
Leeflang and Wittink 1996; Kadiyali, Vilcassim, and Chintagunta 1999).
Finally, P&G’s policy change is broad-based. Our data and analysis encompass 118 brands in 24
product categories in the packaged goods industry. This should make our results more
generalizeable than those of other market response studies that are based on one or two productmarkets.
We use the sustained policy change enacted in P&G’s value pricing move to investigate three
major research questions:
• What are the roles of advertising and promotion in attracting and retaining customers?
• To what extent are competitor reactions determined by market share response elasticities
and structural factors versus firm-specific strategy?
• How do consumer and competitive responses combine to determine the overall effect of a
sustained change in advertising and promotion on market share?
Our study is unique in integrating both consumer and competitor response to a substantial,
sustained change in advertising and promotion, and in doing so across a large number of brands
and product categories.
4
The paper is organized as follows. First, we discuss previous work relevant to the central
questions of this research, and present our conceptual model for analyzing them. In Section 3, we
describe the data and provide an overview of P&G's Value Pricing strategy. Sections 4 and 5
present results for consumer and competitor response. Section 6 shows how these responses
combine to determine the overall impact on market share. In Section 7, we summarize our
findings and discuss implications for researchers and managers.
2. Theoretical Background and Conceptual Model
In this section, we summarize the theoretical and empirical literature on consumer and
competitor response to advertising and promotion that is most relevant for our research
questions, and use it to develop our conceptual model.
2.1 Consumer Response
A firm’s advertising and promotion policy influences its ability to attract and retain customers by
inducing more of them to (a) switch to the firm’s brand, (b) repeat-purchase it more often, or (c)
consume larger quantities.
(a) Brand Switching: As described by Blattberg and Neslin (1990), promotions induce
consumers to switch into a brand by improving short-term attitudes toward it, conditioning
consumers to respond to promotions, simplifying the purchase decision, and reducing perceived
risk. These theories are supported by several empirical studies showing that promotions result in
a large brand switching effect (e.g., Gupta 1988; Bell, Chiang, and Padmanabhan 1999).
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