消费者行为学（英文版第12版）课件 迈克尔 第8-14章 Attitudes and Persuasive Communications-Culture

ConsumerBehavior:Buying,Having,andBeingTwelfthEditionChapter8AttitudesandPersuasiveCommunicationsLearningObjectives(1of3)8.1Itisimportantforconsumerresearcherstounderstandthenatureandpowerofattitudes.

8.2Attitudesaremorecomplexthantheyfirstappear.

8.3Weformattitudesinseveralways.8.4Aneedtomaintainconsistencyamongallofourattitudinalcomponentsmotivatesustoalteroneormoreofthem.8.5Attitudemodelsidentifyspecificcomponentsandcombinethemtopredictaconsumer’soverallattitudetowardaproductorbrand.LearningObjectives(2of3)8.6Thecommunicationsmodelidentifiesseveralimportantcomponentsformarketerswhentheytrytochangeconsumers’attitudestowardproductsandservices.8.7Theconsumerwhoprocessessuchamessageisnotnecessarilythepassivereceiverofinformationmarketersoncebelievedhimtobe.8.8Severalfactorsinfluenceamessagesource’seffectiveness.Learning

Objectives(3of3)8.9Thewayamarketerstructureshisorhermessagedetermineshowpersuasiveitwillbe.8.10Manymodernmarketersarerealityengineers.8.11Audiencecharacteristicshelptodeterminewhetherthenatureofthesourceorthemessageitselfwillberelativelymoreeffective.LearningObjective8.1Itisimportantforconsumerresearcherstounderstandthenatureandpowerofattitudes.ThePowerofAttitudesAttitude:alasting,generalevaluationofpeople,objects,advertisements,orissuesAttitudeobject(AO):anythingtowardwhichonehasanattitudeFunctionalTheoryofAttitudesUtilitarianFunction:RelatestorewardsandpunishmentsValue-ExpressiveFunction:Expressesconsumer’svaluesorself-conceptEGO-DefensiveFunction:ProtectourselvesfromexternalthreatsorinternalfeelingsKnowledgeFunction:Needfororder,structure,ormeaningForReflection(1of10)Imaginethatyouworkforthemarketingdepartmentofyourcollegeoruniversityandhavesegmentedstudentsintofourdifferentclusters,eachrepresentingoneofthefourfunctionsidentifiedbyKatz.Developamarketingstrategybasedoneachofthefourfunctionstomotivatestudentstostayinschoolandcompletetheirdegrees.LearningObjective8.2Attitudesaremorecomplexthantheyfirstappear.HierarchiesofEffectsHigh-involvementhierarchyLow-involvementhierarchyExperientialhierarchyofeffectsCognitive-affectivemodelIndependencehypothesisFigure8.1:ThreeHierarchiesofEffectsForReflection(2of10)Shareadecisionyoumadefollowingthethreelearninghierarchies:ThinkFeelDoDoFeelThinkFeelDoThinkLearningObjective3Weformattitudesinseveralways.AttitudeCommitmentInternalizationHighestlevel:deep-seededattitudesbecomepartofconsumer’svaluesystemIdentificationMid-level:attitudesformedinordertoconformtoanotherpersonorgroupCompliance

Lowestlevel:consumerformsattitudebecauseitgainsrewardsoravoidspunishmentsForReflection(3of10)Shareacommitmentyou’vemadeateachofthethreelevelsofcommitment:InternalizationIdentificationComplianceCanyoufeelthevariationsincommitmentforthethreetypes?Explain.LearningObjective8.4Aneedtomaintainconsistencyamongallofourattitudinalcomponentsoftenmotivatesustoalteroneormoreofthem.ConsistencyPrincipleWevalue/seekharmonyamongthoughts,feelings,andbehaviorsWewillchangecomponentstomakethemconsistentRelatestothetheoryofcognitivedissonance–wetakeactiontoresolvedissonancewhenourattitudesandbehaviorsareinconsistentSelf-PerceptionTheoryFoot-In-The-DoorTechniqueConsumerismorelikelytocomplywitharequestifhehasfirstagreedtocomplywithasmallerrequestLow-Ball-TechniquePersonisaskedforasmallfavorandisinformedafteragreeingtoitthatitwillbeverycostly.Door-In-The-FaceTechniquePersonisfirstaskedtodosomethingextreme(whichherefuses),thenaskedtodosomethingsmaller.SocialJudgmentTheoryWeassimilatenewinformationaboutattitudeobjectsinlightofwhatwealreadyknow/feelInitialattitude=frameofreferenceLatitudesofacceptanceandrejectionAssimilationeffectsContrasteffectsExample:“ChoosymotherschooseJifPeanutButter”BalanceTheoryConsidershowapersonmightperceiverelationsamongdifferentattitudeobjectsandhowhemightalterattitudestomaintainconsistency.Triadattitudestructures:PersonPerceptionofattitudeobjectPerceptionofotherperson/objectSelf-PerceptionTheoryFigure8.2BalanceTheoryForReflection(4of10)Interviewastudentnexttoyouaboutabehaviorthatheorshehasthatisinconsistentwithhisorherattitudes(e.g.,attitudestowardhealthyeatingoractivelifestyle,attitudestowardmaterialism,etc.)Askthestudenttoelaborateonwhyheorshehasthebehavior,thentrytoidentifythewaythepersonhasresolveddissonantelements.LearningObjective8.5Attitudemodelsidentifyspecificcomponentsandcombinethemtopredictaconsumer’soverallattitudetowardaproductorbrand.AMultiattributeAttitudeModel:TheFishbeinModelSalientBeliefsObject-AttributeLinkagesEvaluationMarketingApplicationsoftheMultiattributeModel(1of2)Table8.1TheBasicMultiattributeModel:Saundra’sCollegeDecisionBeliefs(B)BlankBlankBlankBlankBlankAttribute(i)Importance(I)SmithPrincetonRutgersNorthlandAcademicreputation68963Allwomen79333Cost42269Proximitytohome32269Athletics11251Partyatmosphere21379libraryfacilities57972AttitudescoreBlank163142153131CapitalizeonRelativeAdvantageStrengthenPerceivedLinkagesAddaNewAttributeInfluenceCompetitor’sRatingsMarketingApplicationsoftheMultiattributeModel(2of2)TheExtendedFishbeinModel:TheTheoryofReasonedActionIntentionsversusbehavior:measurebehavioralintentions,notjustintentionsSocialpressure:acknowledgethepowerofotherpeopleinpurchasingdecisionAttitudetowardbuying:measureattitudetowardtheactofbuying,notjusttheproductFigure8.3TheoryofTryingHowDoMarketersChangeAttitudes?ReciprocityScarcityAuthorityConsistencyLikingConsensusForReflection(5of10)Canyouthinkofatimethatyouwerepersuadedbymarketing?Whichofthepersuasiontacticswereusedandinwhatway?LearningObjective8.6Thecommunicationsmodelidentifiesseveralimportantcomponentsformarketerswhentheytrytochangeconsumers’attitudestowardproductsandservices.AnUpdatedView:InteractiveCommunicationsFigure8.4TheTraditionalCommunicationsModelForReflection(6of10)Inwhatkindsofsituationswouldthetraditionalcommunicationsmodelworklesseffectively?LearningObjective8.7Theconsumerwhoprocessesamessageisnotnecessarilythepassivereceiverofinformationmarketersoncebelievedhimorhertobe.Figure8.5UpdatedCommunicationsModelNewMessageFormats(1of2)M-commerce-marketerspromotegoodsandservicesviawirelessdevices.Newsocialmediaplatforms:BlogsandvideoblogsPodcastsTwitterVirtualworldsWidgetsForReflection(7of10)Towhatextenthavemobilemessageschangedyourbehaviorasabuyer?Haveyouactedonamobilecouponormessage?LearningObjective8.8Severalfactorsinfluencetheeffectivenessofamessagesource.TheSourceSourcecredibilityDisclaimersSleepereffectNativeadvertisingKnowledgebiasReportingbiasSourceattractivenessSharedendorsementsHaloeffectSpokecharactersForReflection(8of10)Thinkofacelebrityendorserthatyoufindtolackpersuasiveability.Whatisitabouttheperson,product,orendorser-productfitthatfailstopersuadeyou?LearningObjective8.9Thewayamarketerstructureshisorhermessagedetermineshowpersuasiveitwillbe.DecisionstoMakeAbouttheMessageShouldweusepicturesorwords?Howoftenshouldmessageberepeated?Shoulditdrawanexplicitconclusion?Shoulditshowbothsidesofargument?Shoulditexplicitlycompareproducttocompetitors?Shoulditarouseemotions?Shoulditbeconcreteorbasedonimagery?TheMessageCharacteristicsofgoodandBadMessagesPositiveeffectsNegativeeffectsShowingconvenienceofuse

Extensiveinformationoncomponents,ingredients,ornutritionShowingnewproductorimprovedfeatures

Outdoorsetting(messagegetslost)

Castingbackground(i.e.,peopleareincidentaltomessage)

Largenumberofon-screencharacters

Indirectcomparisontootherproducts

Graphicdisplays

Source:AdaptedfromDavidW.StewartandDavidH.Furse,“TheEffectsofTelevisionAdvertisingExecutiononRecall,Comprehension,andPersuasion,”Psychology&Marketing2(Fall1985):135–60.Copyright©1985byJohnWiley&Sons,Inc.Reprintedbypermission.RepeatingtheMessageFigure8.6Two-FactorTheoryofMessageRepetitionHowDoWeStructureArguments?One-sided:supportiveargumentsTwo-sided:bothpositiveandnegativeinformationRefutationalargument:negativeissueisraised,thendismissedPositiveattributesshouldrefutepresentednegativeattributesEffectivewithwell-educatedandnot-yet-loyalaudiencesComparativeAdvertisingComparativeadvertising:messagecomparestwo+recognizablebrandsonspecificattributes.“UnlikeMcDonalds,allofArby'schickensandwichesaremadewith100%all-naturalchicken”NegativeoutcomesincludesourcederogationNewMessageFormats(2of2)MartyrdomeffectM-commerceTransmediastorytellingRealityengineeringGuerrillamarketingProductPlacementandBrandedEntertainmentInsertionofspecificproductsanduseofbrandnamesinmovie/TVscriptsDirectorsincorporatebrandedpropsforrealismIsproductplacementapositiveornegativewhenitcomestoconsumerdecision-making?AdvergamingAdvergamingreferstoonlinegamesmergedwithinteractiveadvertisementsAdvertisersgainmanybenefitswithadvergamesPlinkingistheactofembeddingaproductinavideoTypesofMessageAppealsEmotionalversusRationalAppealsSexAppealsHumorousAppealsFearAppealsForReflection(9of10)OldSpiceusedasex/humorappealinitscampaign,TheManYourManCouldSmellLike.Whatbenefitswerecommunicatedinthead?Isthemessageimplicitorexplicit?Explain.LearningObjective8.10Manymodernmarketersarerealityengineers.LearningObjective8.11Audiencecharacteristicshelptodeterminewhetherthenatureofthesourceorthemessageitselfwillberelativelymoreeffective.ELMFigure8.7TheElaborationLikelihoodModel(ELM)ofPersuasionForReflection(10of10)Aspeoplebecomemoreaccustomedtoshortmessageslike“tweets,”willwebelesslikelytoelaborateoncommunications?Explain.ChapterSummary(1of3)Attitudesareverypowerful,andtheyareformedinseveralways.Peopletrytomaintainconsistencyamongtheirattitudinalcomponentsandtheirattitudesandbehaviors.Thecommunicationsmodelincludesseveralimportantcomponentswhichcanbeinfluencedbymarketerstoenhancethepersuasivenessofthemessage.ChapterSummary(2of3)Thecommunicationsmodelidentifiesseveralimportantcomponentsformarketerswhentheytrytochangeconsumers’attitudestowardproductsandservices.Theconsumerwhoprocessessuchamessageisnotnecessarilythepassivereceiverofinformationmarketersoncebelievedhimtobe.ChapterSummary(3of3)Severalfactorsinfluenceamessagesource’seffectiveness.Thewayamarketerstructureshismessagedetermineshowpersuasiveitwillbe.Audiencecharacteristicshelptodeterminewhetherthenatureofthesourceorthemessageitselfwillberelativelymoreeffective.CopyrightConsumerBehavior:Buying,Having,andBeingTwelfthEditionChapter9DecisionMakingLearningObjectives(1of3)9.1Thethreecategoriesofconsumerdecision-makingarecognitive,habitual,andaffective.9.2Acognitivepurchasedecisionistheoutcomeofaseriesofstagesthatresultsintheselectionofoneproductovercompetingoptions.

9.3Thewayinformationaboutaproductchoiceisframedcanprimeadecisionevenwhentheconsumerisunawareofthisinfluence.9.4Weoftenfallbackonwell-learned“rules-of-thumb”tomakedecisions.Learning

Objectives(2of3)9.5Marketersoftenneedtounderstandconsumers’behaviorratherthanaconsumer’sbehavior.9.6Thedecision-makingprocessdifferswhenpeoplechoosewhattobuyonbehalfofanorganizationratherthanforpersonaluse.9.7Membersofafamilyunitplaydifferentrolesandhavedifferentamountsofinfluencewhenthefamilymakespurchasedecisions.LearningObjective9.1Thethreecategoriesofconsumerdecision-makingarecognitive,habitual,andaffective.Figure9.1ThreeTypesofDecision-MakingFigure9.2StagesinConsumerDecisionMakingProblem?ConsumerhyperchoiceConstructiveprocessingMentalbudgetSelf-RegulationImplementationintentionsCounteractiveconstrualFeedbackloopMorningMoralityEffectExecutivecontrolcenterForReflection(1of6)Provideanexamplewhenthefeedbackloopwasusedonyou.LearningObjective9.2Acognitivepurchasedecisionistheoutcomeofaseriesofstagesthatresultsintheselectionofoneproductovercompetingoptions.StepsintheDecision-MakingProcessProblemrecognitionInformationsearchEvaluationofalternativesProductchoiceConsumerDecisionMakingFigure9.2StagesinConsumerDecisionMakingStage1:ProblemRecognitionOccurswhenconsumerseesdifferencebetweencurrentstateandidealstateNeedrecognition:ActualstatedeclinesOpportunityrecognition:IdealstatemovesupwardStage2:InformationSearchTheprocessbywhichwesurveytheenvironmentforappropriatedatatomakeareasonabledecision.PrepurchaseorongoingsearchInternalorexternalsearchOnlinesearchandcybermediariesFigure9.3ProblemRecognitionFigure9.3ProblemRecognition:ShiftsinActualorIdealStatesDoesFigure9.4AmountofInformationSearchandProductKnowledgeFigure9.4TheRelationshipBetweenAmountofInformationSearchandProductKnowledgeStep3:AlternativesEvokedSetConsiderationSetForReflection(2of6)Isitaproblemthatconsumershavetoomanychoices?Woulditbebettertohavelesschoices?Howdoesitaffectconsumerdecision-making?LearningObjective9.3Thewayinformationaboutaproductchoiceisframedcanprimeadecisionevenwhentheconsumerisunawareofthisinfluence.ProductChoiceStep4:ProductchoiceFeaturecreepStep5:PostpurchaseevaluationNeuromarketingOnlineDecisionMakingCybermediaryIntelligentagentsSearchenginesSearchengineoptimizationLongtailStrategicImplementationofProductCategoriesPositionaproductIdentifycompetitorsCreateanexemplarproductLocateproductsinastoreFigure9.5LevelsofCategorizationEvaluativeCriteriaTable9.1HypotheticalAlternativesforaTVSetBrandRatingsBlankBlankBlankBlankAttributeImportanceRankingPrimeWavePrecisionKamashita

Sizeofscreen

1Excellent

Excellent

Excellent

Stereobroadcast

capability

2Poor

Excellent

Good

Brandreputation

3Excellent

ExcellentPoor

Onscreen

programming

4Excellent

Poor

Poor

Cable-ready

capability

5Good

Good

Good

Sleeptimer6ExcellentPoorGoodCompensatoryRuleSimpleadditiveruleleadstotheoptionwiththelargestnumberofpositiveattributesWeightedadditiveruleallowsconsumertotakeintoaccounttherelativeimportancebyweighting.NoncompensatoryDecisionRulesLexicographicrule:consumersselectthebrandthatisthebestonthemostimportantattributeElimination-by-aspectsrule:musthaveaspecificfeaturetobechosenConjunctiverule:entailsprocessingbybrandForReflection(3of6)Thinkofsomeofthecommoncountryoforigineffects(e.g.,watches,wine).Whichonesaffectyourconsumerchoices?Whatcouldbrandsfromothercountriesdotocompetesucheffects?LearningObjective9.4Weoftenrelyonrules-of-thumbtomakeroutinedecisions.BiasesinDecision-MakingProcessMentalaccounting:framingaproblemintermsofgains/lossesinfluencesourdecisionsSunk-costfallacy:WearereluctanttowastesomethingwehavepaidforLossaversion:WeemphasizelossesmorethangainsProspecttheory:riskdifferswhenwefacegainsversuslossesHeuristicsCovariationCountryofOriginFamiliarBrandNamesHigherPricesForReflection(4of6)Whenhaveyoumadeahighinvolvementdecisiononthebasisofaffect?Wereyouinamaximizingmodeorsatisficingmode?LearningObjective9.5Marketersoftenneedtounderstandconsumers’behaviorratherthanaconsumer’sbehavior.RolesInCollectiveDecisionMakingInitiatorGatekeeperInfluencerBuyerUserLearningObjective9.6Thedecision-makingprocessdifferswhenpeoplechoosewhattobuyonbehalfofanorganizationratherthanforpersonaluse.OrganizationalDecisionMakingOrganizationalbuyers:purchasegoodsandservicesonbehalfofcompaniesforuseintheprocessofmanufacturing,distribution,orresale.Business-to-business(B2B)marketers:specializeinmeetingneedsoforganizationssuchascorporations,governmentagencies,hospitals,andretailers.ComparedtoConsumerDecisionMaking,OrganizationalDecisionMaking…InvolvesmanypeopleRequiresprecise,technicalspecificationsIsbasedonpastexperienceandcarefulweighingofalternativesMayrequireriskydecisionsInvolvessubstantialdollarvolumePlacesmoreemphasisonpersonalsellingWhatInfluencesOrganizationalBuyers?Thebuyclasstheoryofpurchasingdividesorganizationalbuyingdecisionsinto3types:LevelofinformationrequiredSeriousnessofdecisionFamiliaritywithpurchaseBuyingDecisionsBuyclasstheory:organizationalbuyingdecisionsdividedintothreetypes,rangingfrommosttoleastcomplex.Table9.3TypesofOrganizationalBuyingDecisionsBuyingSituationExtentofEffortRiskBuyer’sInvolvementStraightrebuy

Habitualdecision-making

Low

Automaticreorder

ModifiedrebuyLimitedproblemsolving

Lowtomoderate

Oneorafew

Newtask

Extensiveproblemsolving

High

Many

Source:AdaptedfromPatrickJ.Robinson,CharlesW.Faris,andYoramWind,IndustrialBuyingandCreativeMarketing(Boston:Allyn&Bacon,1967).B2Be-commercePredictionmarketCrowdsourcingWisdomofcrowdsForReflection(5of6)Assumethatyouareasalesrepresentativeforalargecompanythatmarketslaptopcomputers.Listallthepeoplethatmaybeinvolvedinmakingthedecisiontopurchasefromyou.Trytomatchallthepeopletotheirpossibledecisionrolesasoutlinedonthepreviousslide.LearningObjective9.7Membersofafamilyunitplaydifferentrolesandhavedifferentamountsofinfluencewhenthefamilymakespurchasedecisions.HouseholdDecisionsConsensualPurchaseDecisionsAccommodativePurchaseDecisionsResolvingDecisionConflictsinFamiliesInterpersonalneedProductinvolvementandutilityResponsibilityPowerWhoMakesKeyDecisionsintheFamily?Autonomicdecision:onefamilymemberchoosesaproductSyncreticdecision:involvebothpartnersUsedforcars,vacations,homes,appliances,furniture,homeelectronics,interiordesign,phoneserviceAseducationincreases,sodoessyncreticdecisionmakingSocialShoppingTable9.3TypesofOrganizationalBuyingDecisionsSocialShoppingWebSiteCategories

BlankBlankBlankBlankBlankBlankVirtual

WishLists/

Scrapbooking

TryitOnSites

andapps

Pre-purchase

Feedback

Competitions

Social

Shopping

advocacy

Group

purchasing

Sites

Linkingand

networking

‘SignOn’

Supply

Gotryiton

ASOS

ASOS

Klout

LivingSocial

Facebook

Connect

Polyvore

Fashionism

Facebook

BlankTheFancy

Groupon

Modcloth

Pinterest

Justboughtit

Twitter

BlankSneakpeeq

BuyWithMe

Wanelo

vi.sualize.us

BlankMotilo

BlankFab

BlankBlankMydeco

BlankDailygrommet

BlankBlankBlankBlankSource:AdaptedfromRachelAshman,MichaelR.SolomonandJuliaWolny,“AnOldModelforaNewAge:ApplyingtheEKBinToday’sParticipatoryCulture,”JournalofCustomerBehaviour,2015,14(2):127–146.ForReflection(6of6)Whatexposurehaveyouhadtofamilydecisionsmadeinyourownfamily?Canyouseethepatternsdiscussedinthechapterinthosedecisions?Giveanexample.ForReview(1of3)Thethreecategoriesofconsumerdecision-makingarecognitive,habitual,andaffective.

Acognitivepurchasedecisionistheoutcomeofaseriesofstagesthatresultsintheselectionofoneproductovercompetingoptions.ForReview(2of3)Thewayinformationaboutaproductchoiceisframedcanprimeadecisionevenwhentheconsumerisunawareofthisinfluence.Weoftenfallbackonwell-learned“rules-of-thumb”tomakedecisions.Marketersoftenneedtounderstandconsumers’behaviorratherthanaconsumer’sbehavior.ForReview(3of3)Thedecision-makingprocessdifferswhenpeoplechoosewhattobutonbehalfofanorganizationratherthanforpersonaluse.Membersofafamilyunitplaydifferentrolesandhavedifferentamountsofinfluencewhenthefamilymakespurchasedecisions.CopyrightConsumerBehavior:Buying,Having,andBeingTwelfthEditionChapter10Buying,UsingandDisposingLearningObjectives

(1of2)10.1Manyfactorsatthetimeofpurchasedramaticallyinfluencetheconsumerdecision-makingprocess.

10.2Theinformationastore’slayout,Website,orsalespeopleprovidesstronglyinfluencesapurchasedecision.10.3Thegrowthofa“sharingeconomy”changeshowmanyconsumersthinkaboutbuyingratherthanrentingproducts.LearningObjectives(2of2)10.4Ourdecisionsabouthowtodisposeofaproductsareasimportantashowwedecidetoobtainitinthefirstplace.LearningObjective10.1Manyfactorsatthetimeofpurchasedramaticallyinfluencetheconsumer’sdecision-makingprocessPurchaseandPostpurchaseActivitiesAconsumer’schoicesareaffectedbymanypersonalfactors…andthesaledoesn’tendatthetimeofpurchase.Figure10.1IssuesRelatedtoPurchaseandPostpurchaseActivitiesSocialandPhysicalSurroundingsAffectaconsumer’smotivesforproductusageandproductevaluationDécor,odors,temperatureCo-consumersasproductattributeLargenumbersofpeople=arousalInterpretationofarousal:densityversuscrowdingTypeofpatronsTemporalFactors:EconomicTimeTimestyleTimePovertyTemporalFactors:PsychologicalTimeSocialTemporalOrientationPlanningOrientationPolychronicFivePerspectivesonTimeTimeisa_____.PressurecookerMapMirrorRiverFeastForReflection(1of4)Inwhatwaysdoyouexperiencetimepoverty?Whatproductsdoyoupurchasebecauseofthesenseoftimepoverty?LearningObjective10.2Theinformationastore’slayout,Website,orsalespeopleprovidesstronglyinfluencesapurchasedecision.TheShoppingExperienceFocusgroupsTotalqualitymanagement(TQM)GembaFigure10.3DimensionsofEmotionalStatesReasonsforShoppingSocialexperiencesSharingofcommoninterestsInterpersonalattractionInstantstatusThethrillofthehuntE-Commerce:ClicksversusBricksBenefits:goodcustomerservice,moreoptions,moreconvenientLimitations:lackofsecurity,fraud,actualshoppingexperience,shippingchargesRetailingasTheaterLandscapethemesMarketscapethemesCyberspacethemesMindscapethemesStoreImage:TheStore’sPersonalityLocation+merchandisesuitability+knowledge/congenialityofsalesstaffOtherintangiblefactorsaffectingoverallstoreevaluation:InteriordesignTypesofpatronsReturnpoliciesCreditavailabilityIn-StoreDecisionMakingMentalbudgetsUnplannedbuyingImpulsebuyingPoint-of-purchase(POP)stimuliSalespeoplePlayaKeyRoleForReflection(2of4)Howwouldyoudepictanimpulsebuyer?Explain.LearningObjective10.3Thegrowthofa“sharingeconomy”changesthewaymanyconsumersthinkaboutbuyingratherthanrentingproducts.OwnershipandtheSharingEconomySharingeconomyCollaborativeconsumptionP2Pcommerce(peer-to-peer)ForReflection(3of4)Whataresomeitemsthatyou“share”withyourpeers?LearningObjective10.4Ourdecisionsabouthowtodisposeofaproductareasimportantashowwedecidetoobtainitinthefirstplace.PostpurchaseSatisfactionConsumersatisfaction/dissatisfaction(CS/D)ExpectancydisconfirmationmodelProductDisposalRecyclingLateralcyclingUndergroundeconomyRecommerceSwishingUndergroundEconomyTheundergroundeconomyintheformoffleamarketsandotherused-productsalesformatsisasignificantelementintheU.S.market.ForReflection(4of4)Whatitemshaveyoupurchasedfromtheundergroundecomomy?Howdoyoufeelpostpurchaseifyouknowyoucanrecycletheproduct?ChapterSummary(1of2)Manyfactorsaffecttheconsumerdecision-makingprocess.Theretailenvironmentandexperienceisastronginfluence.Marketersneedtounderstandbehaviorincollectivedecision-makingsituations.Thedecision-makingprocessdifferswhenpeoplechoosewhattobuyonbehalfofanorganizationratherthanforpersonaluse.ChapterSummary(2of2)Thegrowthofa“sharingeconomy”changeshowmanyconsumersthinkaboutbuyingratherthanrentingproducts.Ourdecisionsabouthowtodisposeofaproductsareasimportantashowwedecidetoobtainitinthefirstplace.CopyrightConsumerBehavior:Buying,Having,andBeingTwelfthEditionChapter11GroupsandSocialMediaLearningObjectives11.1Otherpeopleandgroups,especiallythosethatpossesssocialpower,influenceourdecisions.11.2Word-of-mouthcommunicationisthemostimportantdriverofproductchoice.11.3Opinionleaders’recommendationsaremoreinfluentialthanotherswhenwedecidewhattobuy.11.4Socialmediachangesthewaywelearnaboutandselectproducts.LearningObjective11.1Otherpeopleandgroups,especiallythosewhopossesssomekindofsocialpower,influenceourdecisions.GroupsSocialIdentityMinimalgroupparadigmWhatAreSourcesofPower?Socialpower:capacitytoaltertheactionsofothers.ReferentpowerInformationpowerLegitimatepowerExpertpowerRewardpowerCoercivepowerMembershipVersusAspirationalReferenceGroupsMembershipreferencegroupsPeopletheconsumeractuallyknowsAdvertisersuse“ordinarypeople”AspirationalreferencegroupsPeopletheconsumerdoesn’tknowbutadmireAdvertisersusecelebrityspokespeoplePositiveVersusNegativeReferenceGrou