References Anders Gustaffsson, Andreas Herrmann, and Frank Huber, eds (2003): Conjoint Measurement. Methods and Applications, Berlin: Springer Orme, Bryan K. (2003), “Which Conjoint Method Should I Use?” Sawtooth Software, ResearchPaper Series. Voelckner, Franziska (2006), “An Empirical Comparison of Methods for Measuring Consumers ’Willingness to Pay“, Marketing Letters, 17 (2), 137 - 149. Wertenbroch, Klaus and Bernd Skiera (2002), “Measuring Consumers’ Willingness to Pay at the Point of
Klaus M. Miller, Reto Hofstetter, Harley Krohmer and Z. John Zhang
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Hilary Ndambiri, Eric Mungatana and Roy Brouwer
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Werner Reinartz and Nico Wiegand
Ty Henderson and Neeraj Arora
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Product innovation has become increasingly important as a means for ensuring a competitive advantage, growth and financial success in today’s ultracompetitive business environment. To build a competitive advantage, pay off development and start-up costs and to generate cash, it is desirable to be successful from the start. In B2B markets, in particular, the sales force plays a key role in making sales grow quickly and generating cash to fuel further growth. It is therefore in companies’ interest to support their sales force as effectively as possible to enable them to fulfill this key task. According to a study on the sales of two different innovations at a global industrial company, the recipe for high sales performance is fairly straightforward: if salespeople are willing to try harder, their higher levels of effort lead to higher performance. But the simplest and most frequently used attempt to motivate is not the most effective: producing considerable management attention and promotion opportunities for salespeople who meet and exceed established expectations both show limited success. Rather, increased sales are facilitated by an approach that builds on the principle of intrinsic motivation. If management puts emphasis on increasing the inherent attractiveness of selling the new product, as well as on increasing a salesperson’s belief in his or her ability to sell the product, the positive impact on sales is stronger. Therefore, managers should apply normative incentives judiciously. For better new product performance, it seems more advisable to treat salespeople as the first “customers” and reinforce a positive attitude towards the task in early selling attempts.
Anna Kukla-Gryz and Katarzyna Zagórska
willingness to pay close to the external reference. They are also extremely important in the consumers’ evaluation of the size of PWYW payments. Gautier and van der Klaauw (2012) tested the anchoring effects on PWYW payments for hotel stays. They varied external reference prices – posted prices of a room communicated to the guests – and found that higher external reference prices significantly increased PWYW payments, but only for consumers who learnt about the PWYW option (the promotional campaign) after they had already booked the room. Kim et al . (2014) found that
Paweł Oleksy and Andrzej Zyguła
). As a result of these corrections, the final research sample consisted of 34 entities, which accounted for a total of 284 cases, including 92 dividend payouts (D). Tab. 1 provides a detailed breakdown of the size of the research sample over the years. Tab. 1 The size of the analysed research sample and the willingness to pay dividends in 2004−2014 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 total Research sample 17 18 18 18 24 28 28 32 34 34 33 284 D 5 5 5 6 7 11 10
, Carson, Groves, and List 2014 ; Mitani and Flores 2012 ) or they analyse the effect of the respondents’ perceptions about the consequential nature of the survey on their responses (for example, Hwang, Petrolia, and Interis 2014 ; Interis and Petrolia 2014 ; Vossler, Doyon, and Rondeau 2012 ). The conclusions about the impact of consequentiality on the elicited preferences are mixed. Some researchers report that the estimates of the willingness to pay for a considered policy increase with the strength of the belief in consequentiality ( Czajkowski et. al . 2017