4.1. Summary
We have calibrated the relative impact of marketing science research on practice, using our marketing science value chain as a central framework. It is reassuring to see that the impact of marketing science on marketing decisions has been largely felt in areas that are of the greatest importance to the firm (see Fig. 3). Moreover, the managers in our sample are aware of the marketing science tools available to them, and there is a correlation between managers, academics, and intermediaries on the perception of the impact of those tools. Marketing science articles that have influenced practice come in a wide range of flavors. Some articles do not include empirical work (e.g., Hauser and Shugan's Defender model), while others use only laboratory data (e.g., Aaker and Keller's brand extension work). The survey among authors of top dual impact articles provides excellent pointers as to what it takes to write a top-journal article that achieves high academic and practice impact: symbiosis with consulting, going against the grain at the right time, and working with experience. Examining more recent developments in our field since 2004, we were able to document the rise of digitization, mobile communications, and social networking, as well as further globalization of academia and the important role of special fora. We now discuss implications of our research for academia and practice, limitations of our research, and ideas for future research in this area.