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Mindset Metrics in Market Response Models: An Integrative Approach

Author

Listed:
  • Marc Vanhuele

    (GREGH - Groupement de Recherche et d'Etudes en Gestion à HEC - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique)

  • Shuba Srinivasan

    (School of Management - BU - Boston University [Boston])

  • Koen Pauwels

    (Ozyegin University - Ozyegin University)

Abstract

Demonstrations of marketing effectiveness currently proceed along two parallel tracks: Quantitative researchers model the direct sales effects of the marketing mix, and advertising and branding experts trace customer mind-set metrics (e.g., awareness, affect). The authors merge the two tracks and analyze the added explanatory value of including customer mind-set metrics in a sales response model that already accounts for short- and long-term effects of advertising, price, distribution, and promotion. Vector autoregressive modeling of the metrics for more than 60 brands of four consumer goods shows that advertising awareness, brand consideration, and brand liking account for almost one-third of explained sales variance. Competitive and own mind-set metrics make a similar contribution. Wear-in times reveal that mind-set metrics can be used as advance warning signals that allow enough time for managerial action before market performance itself is affected. Specific marketing actions affect specific mind-set metrics, with the strongest overall impact for distribution. The findings suggest that modelers should include mind-set metrics in sales response models and branding experts should include competition in their tracking research.

Suggested Citation

  • Marc Vanhuele & Shuba Srinivasan & Koen Pauwels, 2010. "Mindset Metrics in Market Response Models: An Integrative Approach," Post-Print hal-00528411, HAL.
    • Handle: RePEc:hal:journl:hal-00528411
    DOI: 10.1509/jmkr.47.4.672
    as

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