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Contents
About the Author xi

New to this Edition! xiii
Chapter 2 ● Decision Making and
Preface xv Consumer Behavior 36
Acknowledgments xxi
What’s Your Problem? 37
Consumer Involvement 39
Types of Involvement 41
Section 1 ● Foundations of Cognitive Decision Making 47

Steps in the Cognitive Decision-Making Process 47
Consumer Behavior 3 Habitual Decision Making 58
Priming and Nudging 59
Decision-Making Biases and Shortcuts 59
Chapter 1 ● Buying, Having, and Being: Heuristics: Mental Shortcuts 62
An Introduction to Consumer Behavior 4 Affective Decision Making 63
Emotions and Consumption 64
Consumer Behavior: People in the Marketplace 5 Positive Affect 66
What Is Consumer Behavior? 6 Negative Affect 66
Consumer Behavior Is a Process 7 How Social Media Tap into Our Emotions 67
Consumers’ Impact on Marketing Strategy 8 Chapter Summary 68

Consumers Are Different! How We Divide Them Up 8 Key Terms 69
Segmenting by Behavior: Welcome to Big Data 11 Review 70
Marketing’s Impact on Consumers 13 Consumer Behavior Challenge 70
Popular Culture Is Marketing Is Popular Culture . . . 14 Case Study 72
All the World’s a Stage 15 Notes 73
What Does It Mean to Consume? 16
What Do We Need—Really? 19
How We Classify Consumer Needs 20
The Global “Always On” Consumer 23 Chapter 3 ● Cultural Influences on
The Digital Native: Living a Social [Media] Life 23
Consumer Decision Making 78
Consumer Behavior as a Field of Study 26
Where Do We Find Consumer Researchers? 26 Cultural Systems 80
Interdisciplinary Influences on the Study
of Consumer Behavior 26 Cultural Values 80
Two Perspectives on Consumer Research 29 Core Values 81
Should Consumer Research Have an Academic How Do Values Link to Consumer Behavior? 83
or an Applied Focus? 30 The Yin and Yang of Marketing and Culture 85
Taking It from Here: The Plan of the Book 30 Cultural Movement 86
High and Low Culture 90
Chapter Summary 31 Cultural Formulae 91
Key Terms 31 Reality Engineering 93
Review 32 Product Placement 95
Consumer Behavior Challenge 32 Advergaming 96
Case Study 33
Notes 34
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viii Contents
Cultural Stories and Ceremonies 97

Myths 98
Section 2 ● Internal Influences
Rituals 102 on Consumer Behavior 171
Sacred and Profane Consumption 109
Sacralization 109
Domains of Sacred Consumption 111 Chapter 5 ● Perception 172
From Sacred to Profane, and Back Again 112
Sensation 173
Global Consumer Culture 113 Vision 175
It’s a BRAND New World 114 Dollars and Scents 178
Adopt a Standardized Strategy 116 Sound 180
Adopt a Localized Strategy 116 Touch 181
Cross-Cultural Differences Relevant to Marketers 118 Taste 182
Does Global Marketing Work? 118
The Stages of Perception 184
Chapter Summary 119 Stage 1: Exposure 184
Key Terms 120 Stage 2: Attention 187
Review 121 Stage 3: Interpretation 193
Consumer Behavior Challenge 121
Case Study 123 Chapter Summary 200
Notes 124 Key Terms 201
Review 201
Case Study 202
Notes 203
Chapter 4 ● Consumer and Social
Well-Being 130
Business Ethics and Consumer Rights 131 Chapter 6 ● Learning and Memory 206
Needs and Wants: Do Marketers Manipulate
Consumers? 132 Learning 207
Behavioral Learning Theories 208
Consumers’ Rights and Product Satisfaction 136
Marketing Applications of Classical Conditioning
Market Regulation 138
Principles 211
Consumerism 140
Marketing Applications of Instrumental Conditioning
Social Marketing and Corporate Social Responsibility
Principles 216
(CSR) 142
Gamification 216
Major Policy Issues Relevant to Consumer Behavior 143 Cognitive Learning Theory 218
Data Privacy and Identity Theft 143
How Do We Learn to Be Consumers? 221
Market Access 145
Cognitive Development 223
Sustainability and Environmental Stewardship 147
Memory 225
The Dark Side of Consumer Behavior 155
How Our Brains Encode Information 226
Consumer Terrorism 156
Memory Systems 228
Addictive Consumption 157
How Our Memories Store Information 228
Consumed Consumers 159
How We Retrieve Memories When We Decide
Illegal Acquisition and Product Use 160
What to Buy 231
What Makes Us Forget? 233
Chapter Summary 162
How We Measure Consumers’ Recall of Marketing
Key Terms 162
Messages 236
Review 162
Bittersweet Memories: The Marketing Power of
Nostalgia 237
Case Study 164
Notes 165
Chapter Summary 240
Nielsen Nugget 169
Key Terms 241
Review 241
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Contents ix
Consumer Behavior Challenge 241 How Do Marketers Change Attitudes? 318

Case Study 242 Decisions, Decisions: Tactical Communications
Notes 243 Options 318
The Elements of Communication 319
An Updated View: Interactive Communications 319
New Message Formats 320
Chapter 7 ● The Self 248 The Source 321
The Message 327
The Self 249 Types of Message Appeals 331
Does the Self Exist? 249 The Source versus the Message: Do We Sell the
Self-Concept 250 Steak or the Sizzle? 336
Fantasy: Bridging the Gap Between the Selves 252
Symbolic Interactionism 253 Chapter Summary 337
The Extended Self 254 Key Terms 338
The Digital Self 257 Review 339
Personality 258
Consumer Behavior on the Couch: Freudian
Case Study 341
Theory 260
Notes 342
Neo-Freudian Theories 263
Nielsen Nugget 347
Trait Theory 264
Brand Personality 272
Socializing with Brands 274 Section 3 ● External Influences
Are We What We Buy? 275 on Consumer Behavior 349
Body Image 279
Ideals of Beauty 279
Working on the Body 286 Chapter 9 ● Group and Situational Effects
Body Image Distortions 289
on Consumer Behavior 350
Chapter Summary 292
Situational Effects on Consumer Behavior 352
Key Terms 293
Our Social and Physical Surroundings 354
Review 293
Temporal Factors 354
Waiting Time 356
Case Study 294
Notes 295 The Shopping Experience 357
When the Going Gets Tough, the Tough Go Shopping 357
E-Commerce: Clicks Versus Bricks 358
Retailing as Theater 361
Chapter 8 ● Attitudes and Store Image 362
Persuasion 300 In-Store Decision-Making 363
The Salesperson: A Lead Role in the Play 366
The Power of Attitudes 301 The Social Power of Groups 367
The ABC Model of Attitudes 302 Reference Groups Aren’t Just Any Groups 368
Hierarchies of Effects 303 Conformity 374
How Do We Form Attitudes? 305 Collective Decision-Making 375
All Attitudes Are Not Created Equal 305 B2B Decision-Making 375
The Consistency Principle 306 Family Decision-Making 380
Motivational Conflicts 307 Animals Are People Too! Nonhuman Family Members 384
Self-Perception Theory 308 The Family Life Cycle 385
Social Judgment Theory 309 The Intimate Corporation: Family Decision-Making 386
Balance Theory 309 Sex Roles and Family Decision-Making
Attitude Models 311 Responsibilities 388
Do Attitudes Predict Behavior? 314
Trying to Consume 317 Chapter Summary 391
Key Terms 393
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x Contents
Review 393 Status Symbols and Social Capital 475

Consumer Behavior Challenge 394 “What Do You Use That Fork For?” Taste Cultures, Codes,
Case Study 397 and Cultural Capital 477
Notes 398 Social Capital 478
Status Symbols 480
Lifestyles and Consumer Identity 484
Chapter 10 ● Consumer Identity I: Product Complementarity and Co-Branding
Strategies 487
Sex Roles and Subcultures 404 Psychographics 488
Consumer Identity 405 Chapter Summary 493

Gender Identity 406 Key Terms 494
Sex Role Socialization 407 Review 494
Gender Identity Versus Sexual Identity 409 Consumer Behavior Challenge 495
Sex-Typed Products 410 Case Study 496
Notes 497
Ethnic and Racial Subcultures 416
Ethnic and Racial Stereotypes 417
Ethnicity and Acculturation 418
The “Big Three” American Ethnic Subcultures 420 Chapter 12 ● Networked Consumer
Religious Subcultures 424 Behavior: Word-of-Mouth, Social Media,
Organized Religion and Consumption 425
Born-Again Consumers 425
and Fashion 500
Islamic Marketing 426
Word-of-Mouth Communication 501
Age Subcultures 427 Buzz Building 504
Children as Decision-Makers: Consumers-in-Training 428 Negative WOM: The Power of Rumors 505
The Youth Market 429
Opinion Leadership 507
Gen Y 431
How Influential Is an Opinion Leader? 508
Gen X 435
Types of Opinion Leaders 509
The Mature Market 435
How Do We Find Opinion Leaders? 510
Place-Based Subcultures 441
The Social Media Revolution 513
Social Media and Community 514
Chapter Summary 443
The Structure of Social Networks 517
Key Terms 444
The Power of Online Communities 518
Review 445
Online Opinion Leaders 521
Case Study 448 The Diffusion of Innovations 525
Notes 449 How Do We Decide to Adopt an Innovation? 525
Behavioral Demands of Innovations 526
What Determines If an Innovation Will Diffuse? 527
The Fashion System 528
Chapter 11 ● Consumer Identity II:
Social Class and Lifestyles 454 Chapter Summary 534
Key Terms 535
Income and Consumer Identity 455
Review 535
Income Patterns 455
To Spend or Not to Spend, That Is the Question 456
Case Study 537
The Great Recession and Its Aftermath 457
Notes 538
Materialism and Economic Conditions 459
Nielsen Nugget 541
Social Class and Consumer Identity 459

Pick a Pecking Order 459 Glossary 543
Components of Social Class 462 Index 557
Social Class in the United States 469
Social Class Around the World 469
How Do We Measure Social Class? 473
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About the Author
Michael R. Solomon, Ph.D., is Professor of Marketing and Director of the Center for
Consumer Research in the Haub School of Business at Saint Joseph’s University in
Philadelphia. Before joining the Saint Joseph’s faculty in the fall of 2006, he was the
Human Sciences Professor of Consumer Behavior at Auburn University. Before moving to
Auburn in 1995, he was chair of the Department of Marketing in the School of Business at
Rutgers University, New Brunswick, New Jersey. Professor Solomon began his academic
career in the Graduate School of Business Administration at New York University, where
he also served as Associate Director of NYU’s Institute of Retail Management. He earned
his B.A. degrees in psychology and sociology magna cum laude at Brandeis University
and a Ph.D. in social psychology at the University of North Carolina at Chapel Hill. In 1996
he was awarded the Fulbright/FLAD Chair in Market Globalization by the U.S. Fulbright
Commission and the Government of Portugal, and he served as Distinguished Lecturer
in Marketing at the Technical University of Lisbon. He held an appointment as Professor
of Consumer Behaviour at The University of Manchester (U.K.) from 2007–2013.
Professor Solomon’s primary research interests include consumer behavior and
lifestyle issues; branding strategy; the symbolic aspects of products; the psychology of
fashion, decoration, and image; services marketing; marketing in virtual worlds; and
the development of visually oriented online research methodologies. He has published
numerous articles on these and related topics in academic journals, and he has deliv-
ered invited lectures on these subjects in Europe, Australia, Asia, and Latin America.
His research has been funded by the American Academy of Advertising, the American
Marketing Association, the U.S. Department of Agriculture, the International Council
of Shopping Centers, and the U.S. Department of Commerce. He currently sits on the
editorial or advisory boards of The Journal of Consumer Behaviour, Journal of Marketing
Theory and Practice, Critical Studies in Fashion and Beauty, and Journal for Advancement
of Marketing Education, and he served an elected six-year term on the Board of Governors
of the Academy of Marketing Science. Professor Solomon has been recognized as one of
the 15 most widely cited scholars in the academic behavioral sciences/fashion literature,
and as one of the 10 most productive scholars in the field of advertising and marketing
communications.
Professor Solomon is a frequent contributor to mass media. His feature articles have
appeared in such magazines as Psychology Today, Gentleman’s Quarterly, and Savvy. He
has been quoted in numerous national magazines and newspapers, including Allure,
Elle, Glamour, Mademoiselle, Mirabella, Newsweek, the New York Times, Self, USA Today,
and the Wall Street Journal. He frequently appears on television and speaks on radio
to comment on consumer behavior issues, including appearances on The Today Show,
Good Morning America, Inside Edition, Newsweek on the Air, the Entrepreneur Sales and
Marketing Show, CNBC, Channel One, the Wall Street Journal Radio Network, the WOR
Radio Network, and National Public Radio. He acts as consultant to numerous companies
on consumer behavior and marketing strategy issues and often speaks to business groups
throughout the United States and overseas. In addition to this text, Professor Solomon is
coauthor of the widely used textbook Marketing: Real People, Real Choices. He has three
children, Amanda, Zachary, and Alexandra; a son-in-law, Orly; and two granddaughters,
Rose and Evey. He lives in Philadelphia with his wife Gail and their “other child,” a pug
named Kelbie Rae.
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New to this Edition!
The eleventh edition of Consumer Behavior has been extensively revised and updated
to reflect the major trends and changes in marketing that impact the study of consumer
behavior. The most significant changes to the edition are highlighted below:
• A totally reorganized Table of Contents that now presents a comprehensive overview

of the field in 12 chapters. The new structure organizes material into three sections
of four chapters each, so that instructors can easily cover one chapter per week in a
typical semester. The first section presents a framework of consumer decision-making
that incorporates both micro and macro influences on how people choose products
and services. The second section dives deeper into micro influences such as percep-
tion and learning, and the third section examines macro variables such as group
dynamics and lifestyles.
• Six new end-of-chapter cases and six updated end-of-chapter cases.
• A strong focus on social media platforms and how they change consumer behavior.
• A new chapter on Consumer and Social Well-Being that highlights pressing ethical
issues relevant to consumer behavior such as privacy, sustainability, and addiction.
• Significant coverage of major emerging topics including Big Data, the Digital Self,
gamification, and contextual influences on decision-making such as priming and
nudging.
• New content added to every chapter, including the following topics:
Ch. 1 • Big Data
• Social shopping
• Productivity orientation
Ch. 2 • Emotional oracle effect
• Counteractive construal
• Priming and nudging
• Self-regulation
Ch. 3 • Wedding rituals and social media
Ch. 4 • Curation
• Cyberbullying
• Cyberterrorism
• Identity theft
• Locational privacy
• Market access
• Media literacy
• Phantom vibration syndrome
• Provenance
• Recommerce
• Red market
• Regulatory agencies
• Real-time bidding
• Social media addiction
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xiv New to this Edition!
Ch. 5 • Context effects

• Eyeball economy
Ch. 6 • Gamification
Ch. 7 • Big Five personality dimensions
• Digital self
• Lifestream
• Mark and Pearson brand archetypes
• Myers-Briggs Type Indicator
• Social footprint
Ch. 9 • Showrooming
Ch. 10 • Minimal group paradigm
• Social identity theory
Ch. 11 • Bottom of the pyramid
• Limited social mobility
• One Percenter
Ch. 12 • FOMO (fear of missing out)
• Pure play retailer
• Reverse innovation
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P r e f ac e
I love to people-watch, don’t you? People shopping, people flirting, people consuming.
Consumer behavior is the study of people and the products that help to shape their iden-
tities. Because I’m a consumer myself, I have a selfish interest in learning more about how
this process works—and so do you.
In many courses, students are merely passive observers; they learn about topics that
affect them indirectly, if at all. Not everyone is a plasma physicist, a medieval French
scholar, or a marketing professional. But we are all consumers. Many of the topics in this
book have both professional and personal relevance to the reader, regardless of whether
he or she is a student, professor, or businessperson. Nearly everyone can relate to the
trials and tribulations of last-minute shopping; primping for a big night out; agonizing
over an expensive purchase; fantasizing about a week in the Caribbean; celebrating a
holiday or commemorating a landmark event, such as graduating or getting a driver’s
license; or (dreaming about) winning the lottery.
In this edition, I have tried to introduce you to the latest and best thinking by some
very bright scientists who develop models and studies of consumer behavior. But that’s
not enough. Consumer behavior is an applied science, so we must never lose sight of the
role of “horse sense” when we apply our findings to life in the real world. That’s why you’ll
find a lot of practical examples to back up these fancy theories.
What Makes This Book Different:

Buying, Having, and Being
As this book’s subtitle suggests, my vision of consumer behavior goes well beyond study-
ing the act of buying—having and being are just as important, if not more so. Consumer
behavior is more than buying things; it also embraces the study of how having (or not
having) things affects our lives and how our possessions influence the way we
feel about ourselves and about each other—our state of being. I developed E R B E H
the wheel of consumer behavior that appears at the beginning of text U M A V
S I havior
sections to underscore the complex—and often inseparable— O N O m er Be
o nsu al Influences
interrelationships between the individual consumer and his or 2. I o n C C rn R
C
nt o n E xte
o n a l I n fl u e io
her social realities. 3.

er
su m
n
In addition to understanding why people buy things, we

er Beha
also try to appreciate how products, services, and consump-

tion activities contribute to the broader social world we expe-
c
rience. Whether we shop, cook, clean, play basketball, hang r es
n
s
v
io n a
r
t
vio
out at the beach, or even look at ourselves in the mirror, the a

marketing system touches our lives. As if these experiences aren’t 1. Fou n d B e h
complex enough, the task of understanding the consumer increases of Consu m er
when we take a multicultural perspective.
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xvi Preface
106 SECTION 1 Consumers in the Marketplace

We’ll explore these ideas with intriguing and current examples as
for a hospitalization, to mark movements from one life stage to another (e.g., weddings,
we show how the consumer behavior discipline relates to your daily
life. Throughout the eleventh edition, you’ll find up-to-the-minute dis-
birthdays), and as greetings (e.g., when one meets a visitor). They give company gifts to
commemorate the anniversary of a corporation’s founding, the opening of a new build-
ing, or the announcement of new products. In keeping with the Japanese emphasis on
saving face, the recipient doesn’t open the present in front of the giver so that he won’t
have to hide any disappointment with what he gets.106 cussions of topics such as red markets, Phantom Vibration Syndrome,
Holiday Rituals
On holidays, we step back from our everyday lives and perform ritualistic behaviors
sexting, bromances, helicopter moms, cosplay, the sheconomy, and
unique to those occasions.107 Each cultural celebration typically relates to the adven-
tures of one or more special characters, such as St. Patrick in Ireland or Yue Lao in China.
These special events require tons of ritual artifacts and scripts. The Thanksgiving holiday
headbanging rituals. If you can’t identify all of these terms, I can suggest
script includes serving (in gluttonous portions) foods such as turkey and cranberry sauce
that many of us consume only on that day, complaining about how much we’ve eaten a textbook that you should read immediately!
(yet rising to the occasion to find room for dessert), and (for many) a postmeal trip to the
couch for the obligatory football game.
Most holidays commemorate a cultural myth, often with a historical (e.g., Miles
Standish on Thanksgiving) or imaginary (e.g., Cupid on Valentine’s Day) character as
the story’s hero. These holidays persist because their basic elements appeal to our deep-
seated needs. 108
● Christmas—Myths and rituals fill the Christmas holiday, from Santa’s adventures at
the North Pole to others’ adventures under the mistletoe. The meaning of Christmas
Going Global
evolved quite dramatically during the past few hundred years. In colonial times,
Christmas celebrations resembled carnivals and public rowdiness was the norm. Most
notable was the tradition of “wassailing,” in which roving packs of rowdy young men laid
siege to the rich and demanded food and drink. By the end of the 1800s, the mobs were
so unruly that city fathers in Protestant America invented a tradition whereby families
The American experience is important, but it’s far from the whole story.
conducted Christmas gatherings around a tree, a practice they “borrowed” from early
pagan rites. In an 1822 poem Clement Clarke Moore, the wealthy son of a New York
Episcopal bishop, invented the modern-day myth of Santa Claus. The Christmas ritual
This book also considers the many other consumers around the world
slowly changed to a focus on children and gift-giving.109 One of the most important
holiday rituals, of course, stars Santa, a mythical figure for whose arrival children ea- whose diverse experiences with buying, having, and being we must
gerly await (even if their house doesn’t have a fireplace). Indeed, an Australian study
understand. That’s why you’ll find numerous examples of marketing
This McDonald’s ad from Hong Kong
celebrates a holiday. The literal translation
is “April Fool’s Day: The best day to take the
and consumer practices relating to consumers and companies outside
piss out of your friends.”
Source: Courtesy of DDB Hong Kong.
the United States throughout the book. If we didn’t know it before the
tragic events of September 11, 2001, we certainly know it now: A
mericans
also are global citizens, and it’s vital that we all appreciate others’
perspectives.
CHAPTER 4 Consumer and Social Well-Being 155
Net Profit Digital Consumer Behavior:

Social media platforms offer
A Virtual Community
new ways to recycle. Numer-
ous sharing sites like Snap-
Goods, NeighborGoods.com, As more of us go online every day, there’s no doubt the world is changing—and consumer
and ShareSomeSugar base
their business models around allowing peo-
behavior evolves faster than you can say “the Web.” The eleventh edition continues to
ple to share, exchange, and rent goods in a highlight and celebrate the brave new world of digital consumer behavior. Today, con-
local setting. In fact, some research indicates
that people who participate in these sites sumers and producers come together electronically in ways we have never known before.
also benefit because they feel they are part Rapid transmission of information alters the speed at which new trends develop and the
of a community. One study found that when
people post messages on Twitter (also part of direction in which they travel, especially because the virtual world lets consumers par-
a community), this releases oxytocin, a neu-
rotransmitter that evokes feelings of content-
ticipate in the creation and dissemination of new products.
ment and is thought to help induce a sense One of the most exciting aspects of the new digital world is that consumers can
of positive social bonding. The researcher
observed that this interaction “reduces stress interact directly with other people who live around the block or around the world. As a
hormones, even through the Web. You’re feel-
ing a real physiological relationship to that
result, we need to radically redefine the meaning of community. It’s no longer enough
person, even if they are online.”94 to acknowledge that consumers like to talk to each other about products. Now we share
opinions and get the buzz about new movies, CDs, cars, clothes—you name it—in elec-
tronic communities that may include a housewife in Alabama, a disabled senior citizen
Source: Courtesy of www.sharesomesugar.com.
in Alaska, or a teen loaded with body piercings in Amsterdam. And many of us meet up in
computer-mediated environments (CMEs) such as Facebook, Twitter, and Foursquare.
nited States and up to 70 percent of the gross domes-
I’m totally fascinated by what goes on in virtual worlds, and you’ll see a lot of material in
e United States alone, there are more than 3,500 flea this edition that relates to these emerging consumer playgrounds.
n huge operations such as the 60-acre Orange County
erate nationwide to produce upward of $10 billion in
We have just begun to explore the ramifications for consumer behavior when a Web
mmerce (a play on the term e-commerce) shows that surfer can project her own picture onto a Web site to get a virtual makeover or a corpo-
more value out of their possessions by selling or trad-
us of the resale value of an item before they decide to
rate purchasing agent can solicit bids for a new piece of equipment from vendors around
the world in minutes. These new ways of interacting in the marketplace create bountiful
opportunities for businesspeople and consumers alike. You will find illustrations of the
ark Side of Consumer Behavior changing digital world sprinkled liberally throughout this edition. In addition, each chap-
ter features boxes that I call Net Profit, which point to specific examples of the Internet’s
08, a crowd assembled for a big holiday sale at a
ore in New York. When the doors opened, the crowd potential to improve the way we conduct business.
temporary worker to death as people rushed to grab
re shelves. A lawsuit filed on behalf of the man’s sur-
oviding inadequate security, the retailer “engaged in
techniques to specifically attract a large crowd and
nd mayhem.”95 In subsequent years there have been
nd even gunfire as people frantically jockey for posi-
ow far will people go to secure a bargain?
archers, government regulators, and concerned in-
ur own worst enemies. We think of individuals as ra-
y do their best to obtain products and services that
being of themselves, their families, and their society.
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Preface xvii
116 SECTION 1 Foundations of Consumer Behavior
But is the digital world always a rosy place? Unfortunately, just as in the “real world,” ● Bana tribespeople in the remote
The Tangled Web Circus Dog on a View-Master.
the answer is no. The potential to exploit consumers, whether by invading their privacy, ● When an African Swazi princess
preying on the curiosity of children, or simply providing false product information, is al- A Japanese food and soy of red touraco wing feathers arou
and oxtails. But guests record the
ways there. That’s why you’ll also find boxes called The Tangled Web that point out some sauce brand launched a
Facebook app that allows plays “The Sound of Music.”
of the abuses of this fascinating new medium. Still, I can’t imagine a world without the people to “Asianate” ● The Japanese use Western words
themselves. To give yourself an “Urban they do not understand what the
Web, and I hope you’ll enjoy the ways it’s changing our field. When it comes to the new 8 SECTION 1 look,
Asian Foundations
” you upload of Consumer
your photo Behavior
and Gloria, and Bongo Wagon. Cons
virtual world of consumer behavior, you’re either on the train or under it. software merges your features with those of a
Japanese sumo wrestler. The app was created
(apple pie). Ads urge shoppers to
be yuniku (unique).161 Coca-Cola
by the company’s branch in process.
the Netherlands,
As we’ll see in pany
Chapter 9, one important typeproof
called Cream Soda sells
Marketing Opportunitywhich bills its Web site asdifferent
“Your portal
familyto members weigh
happy.”162inOther
aboutJapanese
products produ
and s
what’s happening in Asia’s city life today.”
Consumer Research Is a Big Tent: Well, maybe not so much . . . !164
Successful companies
freshener), Pocari Sweat (“refres
Foam (hair-coloring mousse), V
Consumers’ Impact on Marketin
The Importance of a Balanced Perspective understand that needs
are a moving target. No
10
organization—no matter
SECTION 1 WhyFoundations
should managers,
soap), and Mymorning Water (ca
of Consumer Behaviorand other marketi
advertisers,
Rather than ignore the global ch
how renowned for its marketing prowess—can about consumer behavior? Very simply,
them strategically. it’s good
That’s busin
critical, be
Like most of you who will read this book, the field of consumer behavior is young, afford to rest on its laurels. Everyone needs that you (hopefully)from remember
foreign from yourIn
markets. basic Marketi
2002, devel
to keep innovating to stay ahead of chang- exist to satisfy needs. Marketers canfor
satisfy these needs
Marketing Opportunity Asia accounted 15 percent of theo
dynamic, and in flux. It is constantly cross-fertilized by perspectives from many different ing customers and the marketplace. BMW stand the people ortoorganizations
the World Bank, thatthe
willplanet’s
use the popu
prod
is a great example. No one (not even rivals
disciplines: The field is a big tent that invites many diverse views to enter. I try to express like Audi or Mercedes-Benz) would argue In
That’s why we study
thatthe fast-food industry,
consumer
people behavior.
will live in developing countr
As corporations compete in man
the field’s staggering diversity in these pages. Consumer researchers represent virtually the German automaker knows how to make the heavyOBJECTIVE
user (no pun 2in-
a good car (though they may not agree with tended) accounts for only Consumers Are Differ
Should an organization develop sep
every social science discipline, plus a few from the physical sciences and the arts for good the company’s claim to be “the ultimate driv- Marketers have to
one of five customers but
craft a single plan to implement ever
How We Divide Them U
ing machine”). Still, BMW’s engineers understand the wants
andof all visits
measure. From this blending of disciplines comes a dynamic and complex research per- designers know they have
for about 60 percent
to understand
to fast-food
and needs
howdeveloped of different
restaurants. Taco Bell the Chalupa, Adopt a Standardized Stra
Our society is evolving from a
spective, including viewpoints regarding appropriate research methods, and even deeply drivers’ needs will change in the future—even
a deep-fried consumer
and higher-calorie versionsegments.
of its sumers share the same prefer
those loyal owners whoGordita
love thestuffed
cars they own
taco, to appeal to its heavy As Procter & Gamble
we each strategizes
have almost abo
an infini
held beliefs about what are and what are not appropriate issues for consumer researchers today. The company is highly sensitive to such
users. The Checkers burger chain describes world,about
the company
how many finds large
shades of seg
lips
key trends as:
to study in the first place. its core customer as a single male under age looks, style preferences, and aspirati
for your attention. This change makes it more import
● 30 who has a friendly
A desire for environmentally working-classmarket
job, loves loud
segments andtry to juggle
develop careers and families,
specialized messages and
The book also emphasizes how strategically vital it is to understand consumers. products music, doesn’t read much, andAs hangs
we’llout andbuilding
see later, Feminine Care division
loyalty to a brand explain
is a v
12
with friends.
● Increasingly congested roadways To attract
and the thesometimes
same customer,
Many (if not most) of the fundamental concepts in marketing emanate from a manager’s movement by some Hardee’s unveiled
cities such as Lon-its Monster Thickburger
world that are more
companies define market segments when and more inter
customers or heavy similarities
users. Asinstead
a rule of the differences
thumb, marke
ability to know people. After all, if we don’t understand why people behave as they do, don to impose feesthat weighs in central
on vehicles at 1,418 calories—comedian
cent of users account For for
example, brandofmanagers
80 percent sales. Thisfind gu
areas Jay Leno joked that the burger comes in a
cerns and questions about puberty, s
how can we identify their needs? If we can’t identify their needs, how can we satisfy their ● New business models cardboardthat box shaped like aincoffin.
encourage
some 13 cases even this lopsided split isn’t big enough
Finally,
40 countries. 165
consumers to rentBurger King only
products aimswhile reported that
a lot of its promotions (in- only 2.5 percent of consumers accoun
needs? If we can’t satisfy people’s needs, we don’t have a marketing concept, so we might cluding
they need them rather thanitsbuying thempopularaverage
weird but packaged-goods
King character) Proponents
brand. The of a1standardized
percent of pet ma
to its “Super Fans”—mostlyIams youngpetmenfood who spend Consumers
those$93 from
yearthe onsame
of aindustrialized thesocial classand
countries,
brand, tend
aret
as well fold up our big tent and go home! outright
who16 account Source:
work CD: Karpat
throughout PolattheAD:world.
Cuneyt Ozalp.
If itspend
deve
pop into fast-food restaurants times afor 80 percent of Budweiser sales
BMW’s response: The company commit-
To illustrate the potential of consumer research to inform marketing strategy, the month on average.14
ted more than $1 billion to develop electric
1,364 brands the can benefit from
researchers economies
studied, only 25ofhad scale
10 percent that accounted time and forexpense
80
to percent to develop
of other
volume. agrou
sep
4
S
text contains numerous examples of specific applications of consumer behavior con- models like its new i3 commuter car and i8
a general rule of thumb.
groups
represents
and introduce
etic perspective
anconsumers , whic
sports car. These futuristic-looking vehicles gards ethnic as trendset
cepts by marketing practitioners, as well as examples of windows of opportunity where are largely made from lightweight carbon Aside from heavy approach
tionsusage
to newto aamenu
of culture
product, iswe
items objective
useadvert
or many a
fiber to maximize the distance they can go larger market. As we’ve outsiders
market. view
already
For it. demographics
seen,
example, the fruit comb ar
we could use these concepts (perhaps by alert strategists after they take this course!). The able aspects of a population,
between battery charges, and 25 percent of preferencessuch theyas birth rate,inage
discovered ethni di
Marketing Opportunity boxes you’ll find in each chapter highlight the fascinating ways in the interior plastic comes from recycled or
Marketing Pitfall Adopt a Localized Strateg
Census Bureau is a major source of demographic data
renewable raw materials. In addition, BMW Geography
vate firms gather additional data on specific population
which marketing practitioners translate the wisdom they glean from consumer research started a car-sharing service (now in Munich) Unlike Disney marketers
Many national World in tailor Orlando, theirv
it calls DriveNow: Drivers use a computer
into actual business activities. chip in their licenses to hire a car and leave it
When Hurricane Sandy Disneyland
ent parts of the Paris don’t hear
country. Somethe south voi
devastated cities on the tours.
others Instead,
scratching European
their actors
heads. Althosuch
wherever they are when they no longer need
it. That’s forward thinking.3
East Coast in 2012, some aKinski
negativeprovide
term,commentary
businesses in inDixie
their
marketers rose to the based Disney learned
firm that licensestheproducts
hard way su
The Good, the Bad, and the Ugly occasion while others stumbled in the wind.
Gap, for example, tweeted, “We’ll be doing
lots of Gap.com shopping today. How about
cultures
bars, after it opened
nightclubs, its Euro Disn
and a limousine firm
you?” American Apparel offered an incentive Lifestyles

to shoppers: “In case you’re bored during the Consumers also have very different l
A strategic focus is great, but this book doesn’t assume that everything marketers do is storm, just Enter SANDYSALE at Checkout.” acteristics such as gender or age. Th
in the best interests of consumers or of their environment. Likewise, as consumers we Many of the storm victims were not amused. the things we like to do in our spare
One tweeted, “Hey @americanapparel people products will push our buttons, or ev
do many things that are not so positive, either. We suffer from addictions, status envy, BMW anticipated changes in consumer
have died and others are in need. Shut up developed its heartburn medicine Pr
behavior as it developsabout
electric car#Sandy
your modelssale.”
ethnocentrism, racism, sexism, and many other -isms. Regrettably, there are times when like the i8 that satisfy dualIndesires for style
contrast, Allstate ran radio com-
a lifestyle analysis. Her name is Joan
likely to get heartburn from a cup o
marketing activities—deliberately or not—encourage or exploit these human flaws. This and environmental responsibility.
mercials to let policyholders know how to P&G executive observed, “We know
Source: BMW of North America, LLC. quickly. JetBlue Airways waived
file claims
book deals with the totality of consumer behavior, warts and all. We’ll highlight market- eats. We know what else she likes to
change and cancellation fees for people who
Marketers carefully define cust
had to rebook. How’s this for a relationship
ing mistakes or ethically suspect activities in boxes that I call Marketing Pitfall. builder: Duracell batteries sent a truck to kets as never before. Many of them
lationships between brands and c
On a more cheerful note, marketers create wonderful (or at least unusual) things, New York City that offered free batteries and
subscribe to this philosophy of rela
access to charging lockers for mobile devices
such as holidays, comic books, Krispy Kreme donuts, nu-jazz music, Webkinz, and the and computers to desperate people who had regular basis and give them solid re
been without power (or even worse, access to time. A focus on relationships is eve
many stylistic options that beckon to us in the domains of clothing, home design, the arts, social media).18 we’ve recently experienced—when
and cuisine. I also take pains to acknowledge the sizable impact of marketing on popular friends for support!
culture. Indeed, the final section of this book captures very recent work in the field that
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xviii Preface
scrutinizes, criticizes, and sometimes celebrates consumers in their everyday worlds.

I hope you will enjoy reading about such wonderful things as much as I enjoyed writing
about them. Welcome to the fascinating world of consumer behavior!
60 SECTION 1 Foundations of Consumer Behavior
CB AS I SEE IT
Professor Gavan Fitzsimmons, Duke University
Consumer Behavior in the Trenches
unaware of, and consumers even dramatic increases in choices of one
engage in behavior that they are brand versus another as a result of I’m a huge believer in the value of up-to-date information. Our
not conscious of (e.g., consider incidental brand exposure.
many habitual behaviors). These
nonconscious processes are often
The future of research on
unconscious consumer behavior
field changes so rapidly that often yesterday’s news is no news
adaptive and helpful for the consumer,
but can also at times be detrimental.
is likely to continue to document
domains in which the consumer
at all. True, there are “timeless” studies that demonstrate b asic
One interesting recent example is influenced outside of his or
from our own lab involved subliminally her awareness. Contexts in which consumer behavior constructs as well today as they did 20 years
exposing consumers to brand logos— consumers find themselves taxed,
F or many years consumer

in several studies, either an Apple exhausted, or overwhelmed are ago or more (I may even have authored some of them!). Still,
or an IBM logo. Incidental brand all ripe for unconscious influence,
researchers have thought of the
consumer largely as a conscious,
exposures occur every day (recent
estimates range between 3,000
which sadly have become the default
rather than the exception for most
I feel a real obligation to present students and their professors
thinking machine. Consumers consider
what is important to them, evaluate
and 10,000 times in a single day
for the typical American consumer)
consumers. Some of the most
interesting questions remaining with a current view of research, popular culture, and market-
choice options on those alternatives and thus we were curious if they deal with exactly how nonconscious
on those dimensions, and make a could influence consumer behavior processes work, and when they may ing activities whenever I can. For this reason, each time I start
decision. Recently, however, a growing in meaningful ways. Apple or IBM be adaptive versus harmful. If helpful,
group of consumer researchers has
started to revisit an old idea that had
logos were flashed on a screen for
very brief intervals—from 10 to 50
how can consumers, firms, and public
policymakers embrace and encourage
to contemplate my next edition, I write to colleagues to ask
been largely considered debunked:
namely, that much of what goes on in
milliseconds—to mimic this real-world
incidental brand exposure. Participants
them? For example, many consumers
might like to be more creative, or
for copies of papers they have in press that they believe will
the life of a consumer occurs outside
of his or her conscious awareness.
had no conscious experience of seeing
a brand, and believed they were only
faster, for example, and thus might
strategically surround themselves be important in the future. Their cooperation with my request
The idea that consumers are seeing a box on the left or right of with Apple or Speedo logos. Over
influenced outside of their conscious the screen. Our results showed that time, exposure to these logos will allows me to include a lot of fresh research examples; in some
awareness is frightening to many nonconscious exposure to the Apple become incidental and they may find
consumers, and has thus received
considerable resistance. And yet, the
logo led consumers to be significantly
more creative than consumers
themselves increasingly creative or cases, these articles will not yet have been published when this
faster. If such exposures are harmful,
data become more and more clear
that consumers are influenced by
similarly exposed to an IBM logo.
This incidental brand exposure
what can these groups do to minimize
their effects? Preliminary evidence
book comes out.
stimuli they don’t realize they have
been exposed to, processes occur
activated a goal in consumers that
they actively pursued until they could
suggests that warnings preceding
exposure can, at least in part, dampen I’ve also taken this initiative to the next level with a feature
in the consumers’ minds they are satisfy it. Similar studies have shown these nonconscious effects.
I call CB As I See It. In every chapter you’ll find a “flesh-and-
blood” consumer behavior professor who shares his or her
To see how framing works, consider the following scenario: You’ve scored a free
ticket to a sold-out football game. At the last minute, though, a sudden snowstorm makes perspective as a leading researcher in a particular area of spe-
it somewhat dangerous to get to the stadium. Would you still go? Now, assume the same
game and snowstorm—except this time you paid
you head out in the storm in this case?
cialization
a small fortune for about an
the ticket. Would appropriate topic. I’ve let these esteemed colleagues largely speak
for
Analyses of people’s responses to this situation themselves, so
and to other similar puzzles
lustrate principles of mental accounting. This means that the way we pose a problem
now
il- students can benefit from other voices who chime in on relevant
research issues.
94
and whether it’s phrased in terms of gains or losses influences our decisions. In this
case, researchers find that people are more likely to risk their personal safety in the
storm if they paid for the football ticket than if it’s a freebie. Only the most die-hard
CHAPTER
fan would fail to recognize that 4 irrational
this is an Consumer and Social
choice, the risk is the169
Well-Being
because same
regardless of whether you got a great deal on the ticket. Researchers call this decision-
making bias the sunk-cost fallacy: If we’ve paid for something, we’re more reluctant to
SECTION 1 NIELSEN NUGGET waste it.
Nielsen Nuggets
I n a unique partnership with The Nielsen Company, you
have access to data-driven exercises that allow you to ana-
2 Determine which of the household types identified would
be the most appropriate demographically to target with
promotions.
The folks at Nielsen, a leading global provider of consumer
lyze actual data gathered by one of the world’s leading con-
sumer research organizations.
3 Which of the demographic dimensions should be consid-
ered as potential segment-defining variables?
and market research, have partnered with us to provide you
For nearly a century, Nielsen has enabled organizations
in various industries to make strategic decisions based on with actual data the company obtained from recent consumer
information it gathers through evolving research methodolo- Attitudinal Group % Buyers % Value Index $ Value (000s)
gies. Nielsen helps media companies better understand
viewers, listeners, and the industry as a whole by providing Coffee Bingers 29 25 86 $ 74,323
surveys. Each exercise contains Nielsen data and some sugges-
insights for audience measurement, advertising effective-
ness, and overall marketing performance and cross-platform
Café Callers
Flavour Followers
33
13
27
12
83
96
$ 80,295
$ 36,433
tions about how to use it to come up with answers to specific
strategies. Nielsen’s broad range of consumer packaged
goods (CPG) analytics and consulting services are specifi- Premium People 24 35 145 $102,471 marketing questions. Your challenge is to make sense of what
cally designed for, and with, top CPG manufacturers and Attitudinal groups were segmented based on their responses to survey questions. The data
retailers, to ensure that they have the most accurate view of
the consumer and the marketplace. Spanning 80 countries
in the previous table show:
● The size of each group, in terms of share of coffee buyers (% Buyers)
the numbers tell us about how people actually consume.
across five continents, Nielsen maintains its leadership ● The percent of coffee dollar sales (% value)
position by providing customized solutions based on local ● Dollar Index (% Value/% Buyers × 100). A score of 100 is average.
marketing research. ● $ Value—Total coffee $ spent by consumer segment
Scenario: Awesome Beans is a manufacturer with
offerings across many categories. Although they have
experienced flat sales in coffee over the past few years, Buyer Index vs. Coffee Café Flavour Premium
the category has recently begun to show slight growth. All Shoppers Bingers Callers Followers People
Awesome Beans would like to capitalize on this trend, to AWESOME BEANS 103 100 104 96
make sure they are receiving at least their fair share of the
category growth. The company recently conducted an COMPETITOR 1 98 97 110 100
attitudinal segmentation study. Survey research resulted in COMPETITOR 2 95 101 95 105
differentiating coffee consumers into four categories based
COMPETITOR 3 88 113 103 100
on their common needs and buying motivation.
Challenge: Awesome Beans wants to identify which of Buyer Index = % Buyers within each group/% Buyers of Total Respondents *100
the four segments offers the greatest opportunity for sales
growth. In addition, the company hopes to better understand
this attitudinal segment demographically, so it can deter- Coffee Café Flavour Premium
mine how best to reach these coffee buyers in terms of Demographic Bingers Callers Followers People
placement and message. Young Families 20 12 16 24
After reviewing the data provided:
Older Families 15 25 13 10
1 Determine which segment Awesome Beans should
Older Singles and Couples 33 35 45 25
choose to target more aggressively.
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lion people had downloaded these films. In a simi- parentheses as directed) and ask a seprate group of
lar stunt for T-Mobile, several hundred commuters people to respond to each:
at the Liverpool rail station broke into a dance; more You are lying on the beach on a hot day. All you have to
than 15 million people watched the performance drink is ice water. For the past hour you have been think-
on YouTube in the following weeks. These (not so) ing about how much you would enjoy a nice cold bottle
spontaneous flashmobs have become increasingly of your favorite brand of beer. A companion gets up to go
common. make a phone call and offers to bring back a beer from the
Can you top these? Imagine that a client hires you to only nearby place where beer is sold (either a fancy resort
launch a new energy drink. Propose a spectacle you hotel or a small, run-down grocery store, depending on
the version you’re given). He says that the beer might be
could engineer that would attract potential customers
expensive and so asks how much you are willing to pay for
to learn more about your product.
it. What price do you tell him?
2-38 Can you replicate Richard’s decision-making process
as he chose a TV brand for other consumers and/or When researchers gave both versions of this question
other products? Create a grid for a different product to respondents, they found that the median price par-
category that lists available brands and the features ticipants who read the fancy-resort version gave was
each offers. (Hint: Product Web sites for computers, $2.65, but those who got the grocery-store version
cars, and other complex products often generate these were only willing to pay $1.50. In both versions, the
grids when they allow you to choose the “compare consumption act is the same, the beer is the same, and
products” option.) Present this grid to several respon- they don’t consume any “atmosphere” because they
dents and ask each to talk aloud as they evaluate their
options. Based on their description, can you identify
Preface xix
drink the beer on the beach.119 How do these results
compare to yours?
which decision rule they seem to use?
Critical Thinking in Consumer Case Study

Behavior: Case Study NETFLIX reveals traditional and online viewing are both increasing and
the average American watches five hours of video per day.
Netflix, a company initially known for distributing movies Furthermore, people want to watch what people are talking
through the mail, recently joined major television studios in about. Netflix’s Emmy nominations for House of Cards, Arrested
Learning by doing is an integral part of the classroom experi- having it’s original programs nominated for the 65th annual
Primetime Emmy Awards. It was an unprecedented accom-
Development, and Hemlock Grove created interest among view-
ers and increased their desire to watch those shows.
ence. You’ll find a case study at the end of each chapter, along plishment for an Internet-based company. Netflix earned 14
nominations for their original content series and stood along-
Viewing needs are changing in some other significant
ways. In addition to quality programming and increased
side studio giants HBO, CBS, ABC, and NBC. Although 14 is a choice, viewers want to be able to watch multiple episodes of a
with discussion questions to help you apply the case to the small number of nominations when compared to HBO’s 108 show in one sitting. Referred to as “binge viewing,” consumers
nominations, Netflix certainly caught the industry’s attention would rather not wait a week for the next episode of a show.
chapter’s contents. Also included in the eleventh edition are as a successful producer of television content. They want to sit down and watch multiple episodes, a full sea-
How did this company, an outsider to the system, become son, or multiple seasons. Netflix noticed this change in viewing
the following items that will enhance the student learning such a major force in the entertainment industry? It’s because style and made the decision to release all their shows as entire
consumer viewing behavior is changing and Netflix is driving seasons rather than weekly episodes.
experience: the evolution. Consider the steps of the cognitive decision-
making process and you can see why more viewers are sub-
Consider other stages of the cognitive decision-making pro-
cess and how Netflix differentiates themselves from traditional
scribing to the service and why existing viewers are logging television. When you want to watch traditional television, you
• Chapter Objectives at the beginning of each chapter

more of their television viewing hours on Netflix.
The first step, problem recognition, is clear to most players
in the entertainment industry. Consumers want quality enter-
most likely pull up a grid listing television shows and the time
they air. With Netflix, you can search shows by genre and evalu-
ate them by using the ratings of other viewers. You can also let
provide an overview of key issues to be covered in the chapter. Each chapter summary
tainment. And they want a lot of it! Recent data from Nielsen Netflix’s sophisticated recommender system suggest shows to
is then organized around the objectives to help you integrate the material you
have read.
• Review at the end of each chapter helps you to study key issues.
• The Consumer Behavior Challenge at the end of each chapter is divided into two
sections:
Discuss poses thoughtful issues that encourage you to consider pragmatic and
ethical implications of the material you have read.
Apply allows you to “get your hands dirty” as you conduct mini-experiments and
collect data in the real world to better grasp the application of consumer behavior
principles.
Instructor Supplements
Instructor’s Manual—This Instructor’s Manual includes lecture outlines, answers to all
end-of-chapter questions, additional activities, and assignments for your students. This
manual is available for download by visiting www.pearsonhighered.com/irc.
Test Item File—The Test Item File contains more than 1,000 questions, including
multiple-choice, true/false, and essay. Each question is followed by the correct answer,
the learning objective it ties to, an AACSB category, a course learning outcome, and the
difficulty rating. It has been thoroughly reviewed by an assessment expert. The Test Item
File is available for download by visiting www.pearsonhighered.com/irc.
TestGen—Pearson Education’s test-generating software is available from www
.pearsonhighered.com/irc. The software is PC/MAC compatible and preloaded with all
of the Test Item File questions. You can manually or randomly view test questions and
drag and drop to create a test. You can also add or modify test-bank questions as needed.
Learning Management Systems—Our TestGens are converted for use in BlackBoard,
WebCT, Moodle, D2L, Angel, and Respondus. These conversions can be found in the
Instructor’s Resource Center. The Respondus conversion can be found by visiting www
.respondus.com.
Instructor PowerPoints—This presentation includes basic outlines and key points from
each chapter. It includes figures from the text but no forms of rich media, which makes
the file size manageable and easier to share online or via email. This set was also designed
for the professor who prefers to customize PowerPoints and who wants to be spared from
having to strip out animation, embedded files, and other media-rich features.
Video Library—Videos illustrating the most important subject topics are available in two
formats:
DVD–available for in-classroom use by instructors; includes videos mapped to
Pearson textbooks.
MyLab–available for instructors and students; provides round the clock instant ac-
cess to videos and corresponding assessment and simulations for Pearson textbooks.
Contact your local Pearson representative to request access to either format.
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xx Preface
Student Supplements
CourseSmart—CourseSmart textbooks were developed for students looking to save on
required or recommended textbooks. Students simply select their eText by title or author
and purchase immediate access to the content for the duration of the course, using any
major credit card. With a CourseSmart eText, students can search for specific keywords or
page numbers, take notes online, print out reading assignments that incorporate lecture
notes, and bookmark important passages for later review. For more information or to
purchase a CourseSmart eTextbook, visit www.coursesmart.com.
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Acknowledgments
Justin Goss, a doctoral student at The University of Texas at San Antonio, did yeoman
service as he helped me to review recently published academic articles. I’m also grate-
ful for the many helpful comments on how to improve the eleventh edition that my peer
reviewers provided. Special thanks go to the following individuals:
Anthony Patino, University of Baltimore

Cynthia Webster, Mississippi State University
Dawn Valentine, Georgia Southwestern State University
Ed Langlois, Palm Beach Atlantic University
Jeffrey Harper, Texas Tech University
Joshua Coplen, Santa Monica College
Linda Crosby, Davenport University
Mark Blake, York College of PA
Mary Jean Koontz, Golden Gate University
Rebecca Legleiter, Tulsa Community College
Sari Silvanto-Ryan, University of Redlands
Summer Elsinger, Upper Iowa University
These colleagues generously contributed their thoughts to my CB As I See It boxes:
Alladi Venkatesh, University of California, Irvine

Americus Reed, University of Pennsylvania
Aradhna Krishna, University of Michigan
Cele Otnes, University of Illinois at Urbana-Champaign
Donna Hoffman, The George Washington University
Edward McQuarrie, Santa Clara University
Gavan Fitzsimmons, Duke University
George Loewenstein, Carnegie Mellon University
George Moschis, Georgia State University
Gordon Bruner, Southern Illinois University
Jennifer Aaker, Stanford University
John Schouten, Aalto University
Julie Ozanne, Virginia Tech
Kathy LaTour, University of Nevada–Las Vegas
Lauren Block, Baruch College of The City University of New York
Laurie Meamber, George Mason University
Lisa Bolton, The Pennsylvania State University
Michael LaTour, University of Nevada–Las Vegas
Praveen Aggarwal, University of Minnesota–Duluth
Sonya Grier, American University
Susan Dobscha, Bentley University
William Baker, University of Akron
I thank Tracy Tuten of East Carolina University for the creation of the PowerPoint
Presentation, Instructor’s Manual, and Test Item File, and Deb Utter of Boston University
for revising and creating the new chapter cases.
I would also like to thank the good people at Pearson who, as always, have done
great work on this edition. A special thanks to Mark Gaffney, Stephanie Wall, and Anne
Fahlgren for their support; Becca Groves did a great job keeping me on course, and
Melissa Pellerano was her usual conscientious self.
xxi

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xxii Acknowledgments
Without the tolerance of my friends and colleagues, I would never have been able
to sustain the illusion that I was still an active researcher while I worked on this edition.
I am grateful to my department chair, Dave Allan, and to Dean Joe DiAngelo for support-
ing their high-maintenance faculty member. Also, I am grateful to my students, who have
been a prime source of inspiration, examples, and feedback. The satisfaction I garnered
from teaching them about consumer behavior motivated me to write a book I felt they
would like to read.
Last but not least, I would like to thank my family and friends for sticking by me
during this revision. They know who they are; their names pop up in chapter vignettes
throughout the book. My apologies for “distorting” their characters in the name of poetic
license! My gratitude and love go out to my parents, Jackie and Henry, and my in-laws,
Marilyn and Phil. Ditto to my super children, Amanda, Zachary, and Alexandra—and my
high-tech son-in-law Orly—who always made the sun shine on gray days (not to mention
my favorite pug, Kelbie Rae). My fabulous granddaughters Rose and Evey added a special
thrill. Finally, thanks above all to the love of my life: Gail, my wonderful wife, best friend,
and the hottest grandmother on earth: I still do it all for you.
M.R.S.
Philadelphia, Pennsylvania
November 2013
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Consumer Behavior
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E R B E H
U M A V
S I
havior
N m er Be O
O o nsu al Influences
2. I o n C C rn
R
C
nt o n E xte
o n a l I n fl u e io
3.
er
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er Beha
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1. Fou n d B e h
of Consu m er
Section 1 Foundations of Consumer ●
Behavior
This introductory section provides an overview of the field of consumer behavior (CB).
In Chapter 1, we look at how consumers influence the field of marketing and at how
marketers influence us. We describe the discipline of consumer behavior and some of the
different approaches to understanding what makes consumers tick. In Chapter 2 we’ll take a
closer look at how each of us decides what to buy (or what not to buy), and then in Chapter 3
we’ll zoom out and examine how the culture in which we live influences those decisions.
Chapter 4 will focus on what these choices mean for each of us and for the world in which
we live.
C h a pt e r s A hea d
Chapter 1 • Buying, Having, and Being: An Introduction
to Consumer Behavior
Chapter 2 • Decision Making and Consumer Behavior
Chapter 3 • Cultural Influences on Consumer
Decision Making
Chapter 4 • Consumer and Social Well-Being
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Chapter 1 Buying, Having, and Being:
●
An Introduction to Consumer
Behavior
Chapter When you finish reading this chapter you will understand why:
Objectives 1. Consumer behavior is a process.
2. Marketers have to understand the wants and needs of different consumer segments.
3. Our choices as consumers relate in powerful ways to the rest of our lives.
4. Our motivations to consume are complex and varied.
5. Technology and culture create a new “always on” consumer.
6. Many different types of specialists study consumer behavior.
7. There are differing perspectives regarding how and what we should understand about
consumer behavior.
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G
ail has some time to kill before her Accounting class, so
she pulls out her trusty iPhone to see what’s going on in
her social networks. Between studying for her Accounting
and Marketing exams, she hasn’t checked out anything interesting
in days—even her Facebook friends around campus have been quiet.
Enough of the serious stuff, she decides. It’s time for some really
educational surfing.
So, where to go first? Gail figures she’ll start at one of the popu-
lar women’s portals and see what happens. She goes to iVillage.com,
where she quickly scans a feature on the top 10 virtual makeovers.
At Oxygen.com she watches a streaming video preview about a new
reality show and some scenes from the latest episode of Bad Girls
Club. She flicks over to HerCampus (“a collegiette’s guide to lifeSM”)
to quickly check out the male students they’re featuring in today’s Eye
Candy section. Just then Gail gets a text from Jewelmint.com to notify
her that the site has a new jewelry option for her that’s based on the
profile she filled out when she registered—and it’s recommended by
actress Kate Bosworth. Wow, a gorgeous pendant for only $29.99!
With her PayPal account, it doesn’t take Gail long to throw the pendant
in the cart and order it—and to share a photo of her haul on Facebook.
As Gail glances at the clock, she realizes she’d better come back to
the real world or she’ll miss her exam. OK, enough time for one quick Source: Supri Suharjoto/Shutterstock.com.
post before she runs to catch the campus shuttle: Gail logs on to
RateMyProfessors.com and writes a quick but glowing paragraph about how great her Consumer
Behavior professor has been this semester . . . not to mention that awesome textbook they’ve been using.1
Objective 1
Consumer behavior is a
Consumer Behavior:
process. People in the Marketplace
This book is about people like Gail—and you. It concerns the
products and services we buy and use, and the ways these fit
into our lives. The introductory chapter describes some important aspects of the field of
consumer behavior and some reasons why it’s essential to understand how people inter-
act with the marketing system. For now, though, let’s return to one “typical” consumer:
Gail, the business major. The preceding vignette allows us to highlight some aspects of
consumer behavior that we will cover in the rest of the book.
Gail is a consumer; so let’s compare her to other consumers. For some purposes,
marketers find it useful to categorize her in terms of her age, gender, income, or occupa-
tion. These are descriptive characteristics of a population, or demographics. In other
cases, marketers would rather know something about Gail’s interests in clothing or mu-
sic, or the way she spends her leisure time. Knowledge of consumer characteristics plays
an extremely important role in many marketing applications, such as when a manufac-
turer defines the market for a product or an advertising agency decides upon the appro-
priate techniques to employ when it targets a certain group of consumers.
5
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6 Section 1 Foundations of Consumer Behavior
Gail’s sorority sisters strongly influence her purchase decisions. The conversations
we have with others transmit a lot of product information, as well as recommendations
to use or avoid particular brands; this content often is more influential than what we
see on television commercials, magazines, or billboards. The growth of the Web has cre-
ated thousands of online consumption communities, where members share opinions
and recommendations about anything from Barbie dolls to baseball fantasy league team
lineups to iPhone apps. Gail forms bonds with fellow group members because they use
the same products. There is also pressure on each group member to buy things that will
meet with the group’s approval. A consumer may pay a steep price in the form of group
rejection or embarrassment when she doesn’t conform to others’ conceptions of what is
good or bad, “in” or “out.”
As members of a large society, such as the United States, people share certain cul-
tural values, or strongly held beliefs about the way the world should function. Members
of subcultures, or smaller groups within the culture, also share values; these groups in-
clude Hispanics, teens, Midwesterners, and even Lady Gaga’s “Little Monsters.”
Everyday—like all of us—Gail comes into contact with information about many
competing brands. Some don’t capture her attention at all, whereas others are just a
turnoff because they don’t relate to “looks,” people, or ideas with which she identifies.
The use of market segmentation strategies means an organization targets its product,
service, or idea only to specific groups of consumers rather than to everybody—even if it
means that other consumers who don’t belong to this target market aren’t attracted to it.
That’s why they make chocolate and vanilla ice cream (and even candied bacon flavor!).
Brands often have clearly defined images, or “personalities,” that advertising, pack-
aging, branding, and other marketing elements help to shape. Even the choice of a favor-
ite Web site is very much a lifestyle statement: It says a lot about a person’s interests, as
well as something about the type of person she would like to be. People often purchase a
product because they like its image or because they feel its “personality” somehow cor-
responds to their own. Moreover, a consumer may believe that if she buys and uses the
product or service, its desirable qualities will “magically” rub off onto her. When a prod-
uct or service succeeds in satisfying our specific needs or desires, we may reward it with
many years of brand loyalty, a bond between product and consumer that is very difficult
for competitors to break.
The appearance, taste, texture, or smell of the item influences our evaluations of
products. A good Web site helps people to feel, taste, and smell with their eyes. We may
be swayed by the shape and color of a package on the store shelf, as well as by more
subtle factors, such as the symbolism in a brand name, in an advertisement, or even in
the choice of a cover model for a magazine. These judgments are affected by—and often
reflect—how a society feels people should define themselves at that point in time. Many
product meanings lurk below the surface of the packaging and advertising; we’ll dis-
cuss some of the methods marketers and social scientists use to discover or apply these
meanings.
Like Gail, we shape our opinions and desires based upon a mix of voices from around
the world, which is becoming a much smaller place as a result of rapid advancements in
communications and transportation systems. In today’s global culture, consumers often
prize products and services that “transport” them to different places and allow them to
experience the diversity of other cultures—even if only to watch others brush their teeth
on YouTube.
What Is Consumer Behavior?

The field of consumer behavior covers a lot of ground: It is the study of the processes in-
volved when individuals or groups select, purchase, use, or dispose of products, services,
ideas, or experiences to satisfy needs and desires. Consumers take many forms, ranging
from an 8-year-old child who begs her mother for a Webkinz stuffed animal to an execu-
tive in a large corporation who helps to decide on a multimillion-dollar computer system.
The items we consume include anything from canned peas to a massage, democracy,
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Chapter 1 Buying, Having, and Being: An Introduction to Consumer Behavior
Juicy jeans, Reggaeton music, or a celebrity like Adele. The needs and desires we satisfy
range from hunger and thirst to love, status, and even spiritual fulfillment. Also, as we’ll see
throughout this book, people get passionate about a broad range of products. Whether it’s
vintage Air Jordans, that perfect yoga mat, or the latest computer tablet, there’s no short-
age of brand fans who will do whatever it takes to find and buy what they crave.
Consumer Behavior Is a Process

In its early stages of development, researchers referred to the field as buyer behavior; this
reflected the emphasis at that time (back in the 1960s and 1970s) on the interaction be-
tween consumers and producers at the time of purchase. Most marketers now recognize
that consumer behavior is in fact an ongoing process, not merely what happens at the
moment a consumer hands over money or a credit card and in turn receives some good
or service.
The exchange, a transaction in which two or more organizations or people give and
receive something of value, is an integral part of marketing.2 Although exchange theory
remains an important part of consumer behavior, the expanded view emphasizes the
entire consumption process, which includes the issues that influence the consumer be-
fore, during, and after a purchase. Figure 1.1 illustrates some of the issues that we address
during each stage of the consumption process.
A consumer is a person who identifies a need or desire, makes a purchase, and then
disposes of the product during the three stages of the consumption process. In many
cases, however, different people play a role in this sequence of events. The purchaser and
user of a product might not be the same person, as when a parent picks out clothes for
a teenager (and makes selections that can result in “fashion suicide” in the view of the
teen). In other cases, another person may act as an influencer by recommending certain
products without actually buying or using them. A friend’s grimace when you try on that
new pair of pants may be more influential than anything your mother might say.
Finally, consumers may take the form of organizations or groups. One or several
persons may select products that many will use, as when a purchasing agent orders a
company’s office supplies. In other organizational situations, a large group of people may
make purchase decisions: for example, company accountants, designers, engineers, sales
personnel, and others—all of whom will have a say in the various stages of the consumption
Figure 1.1 Stages in the Consumption Process
CONSUMER’S PERSPECTIVE MARKETER’S PERSPECTIVE
How does a consumer decide that How are consumer attitudes toward
PREPURCHASE he/she needs a product? products formed and/or changed?
ISSUES What are the best sources of information What cues do consumers use to infer
to learn more about alternative choices? which products are superior to others?
Is acquiring a product a stressful or How do situational factors, such as time

PURCHASE
pleasant experience? What does the pressure or store displays, affect the
ISSUES
purchase say about the consumer? consumer’s purchase decision?
What determines whether a consumer

Does the product provide pleasure or
will be satisfied with a product and
POSTPURCHASE perform its intended function?
whether he/she will buy it again?
ISSUES How is the product eventually disposed
Does this person tell others about his/her
of, and what are the environmental
experiences with the product and influence
consequences of this act?
their purchase decisions?
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process. As we’ll see in Chapter 9, one important type of organization is the family, where
Marketing Opportunity different family members weigh in about products and services that all will use.
Successful companies
understand that needs Consumers’ Impact on Marketing Strategy
are a moving target. No
organization—no matter Why should managers, advertisers, and other marketing professionals bother to learn
how renowned for its marketing prowess—can about consumer behavior? Very simply, it’s good business. The basic marketing concept
afford to rest on its laurels. Everyone needs that you (hopefully) remember from your basic Marketing class states that organizations
to keep innovating to stay ahead of chang- exist to satisfy needs. Marketers can satisfy these needs only to the extent that they under-
ing customers and the marketplace. BMW stand the people or organizations that will use the products and services they sell. Voila!
is a great example. No one (not even rivals That’s why we study consumer behavior.
like Audi or Mercedes-Benz) would argue that
the German automaker knows how to make
a good car (though they may not agree with Objective 2 Consumers Are Different!
Marketers have to
the company’s claim to be “the ultimate driv-
ing machine”). Still, BMW’s engineers and understand the wants
How We Divide Them Up
designers know they have to understand how and needs of different Our society is evolving from a mass culture in which many con-
drivers’ needs will change in the future—even consumer segments. sumers share the same preferences to a diverse one in which
those loyal owners who love the cars they own we each have almost an infinite number of choices—just think
today. The company is highly sensitive to such about how many shades of lipstick or necktie patterns compete
key trends as:
for your attention. This change makes it more important than ever to identify distinct
● A desire for environmentally friendly market segments and to develop specialized messages and products for those groups.
products As we’ll see later, building loyalty to a brand is a very smart marketing strategy, so
● Increasingly congested roadways and the sometimes companies define market segments when they identify their most faithful
movement by some cities such as Lon- customers or heavy users. As a rule of thumb, marketers use the 80/20 rule: 20 per-
don to impose fees on vehicles in central
cent of users account for 80 percent of sales. This guideline often holds up well, and
areas
in some cases even this lopsided split isn’t big enough: A study of 54 million s hoppers
● New business models that encourage
consumers to rent products only while reported that only 2.5 percent of consumers account for 80 percent of sales for the
they need them rather than buying them average packaged-goods brand. The 1 percent of pet owners who buy 80 percent of
outright Iams pet food spend $93 a year on the brand, and the 1.2 percent of beer drinkers
who account for 80 percent of Budweiser sales spend $170 on Bud each year. Of the
BMW’s response: The company commit-
1,364 brands the researchers studied, only 25 had a consumer base of more than
ted more than $1 billion to develop electric
models like its new i3 commuter car and i8 10 percent that accounted for 80 percent of volume.4 So, just think of the 80/20 rule as
sports car. These futuristic-looking vehicles a general rule of thumb.
are largely made from lightweight carbon Aside from heavy usage of a product, we use many other dimensions to divide up a
fiber to maximize the distance they can go larger market. As we’ve already seen, demographics are statistics that measure observ-
between battery charges, and 25 percent of able aspects of a population, such as birth rate, age distribution, and income. The U.S.
the interior plastic comes from recycled or Census Bureau is a major source of demographic data on U.S. families, but many pri-
renewable raw materials. In addition, BMW vate firms gather additional data on specific population groups as well. The changes and
started a car-sharing service (now in Munich)
it calls DriveNow: Drivers use a computer
chip in their licenses to hire a car and leave it
wherever they are when they no longer need
it. That’s forward thinking.3
BMW anticipated changes in consumer

behavior as it develops electric car models
like the i8 that satisfy dual desires for style
and environmental responsibility.
Source: BMW of North America, LLC.
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9
trends that demographic studies reveal are of great interest to marketers because they
can use the data to locate and predict the size of markets for many products, ranging from Net Profit
home mortgages to brooms and can openers. Imagine trying to sell baby food to a single
male, or an around the world cruise to a couple making $15,000 a year!
Consider how one of the
In this book we explore many of the important demographic variables that make one world’s largest food chains
consumer the same as or different from others. We also consider other important charac- adapts to changing times:
teristics that are a bit subtler, such as differences in consumers’ personalities and tastes McDonald’s now devotes a
that we can’t objectively measure, yet may hugely impact our product choices. For now, third of its U.S. marketing
let’s summarize a few of the most important demographic dimensions, each of which budget to television, compared with two-thirds
we’ll describe in more detail in later chapters. a few years ago. The company uses that left-
over money to sponsor closed-circuit sports
Age programming it pipes into Hispanic bars and
Consumers of different age groups obviously have very different needs and wants. Although for ads in Upscale, a custom-published mag-
azine distributed to barber shops that cater
people who belong to the same age group differ in many other ways, they do tend to share a
to African American consumers. McDonald’s
set of values and common cultural experiences that they carry throughout life.5
advertises on Foot Locker’s in-store video
In some cases, marketers initially develop a product to attract one age group and network to reach young men, and it ze-
then try to broaden its appeal later on. That’s what the high-octane energy drink Red roes in on mothers through ads in women’s
Bull does. The company aggressively introduced it in bars, nightclubs, and gyms to the magazines such as O: The Oprah Magazine
product’s core audience of young people. Over time, it became popular in other contexts, and Web sites such as iVillage.com. McDon-
and the company began to sponsor the PGA European Tour to broaden its reach to older ald’s even sponsored one of the first global
golfers (who probably aren’t up partying all night). It also hands out free cans to com- alternate reality games (ARGs), called
muters, cab drivers, and car rental agencies to promote the drink as a way to stay alert on The Lost Ring. An ARG integrates multiple
the road.6 media channels, ranging from TV, email,
SMS, and snail mail, to engage a commu-
nity of players who collaborate to solve a
Gender
complex puzzle. The Lost Ring was the story
We start to make gender distinctions at a very early age—even diapers come in pink
of six amnesiac Olympians who competed
versions for girls and blue for boys. Many products, from fragrances to footwear, target in an ancient, lost Olympic sport: labyrinth
either men or women. An all-female marketing team at Procter & Gamble (P&G), who running. Gamers from all over the world

jokingly call themselves “chicks in charge,” introduced Crest Rejuvenating Effects, the found clues hidden both online, in places
first mass-market toothpaste positioned just for women. P&G communicates that this like YouTube and Flickr and story microsites,
product is feminine when the company packages it in a teal tube nestled inside a glim- as well as in offline locations. McDonald’s
mering “pearlescent” box. The toothpaste is sparkly, teal-toned, and tastes like vanilla strategically placed 27 game artifacts in the
and cinnamon.7 United States, Germany, Australia, China,
France, Spain, Switzerland, Japan, Canada,
Family Structure Argentina, England, Singapore, Korea, South
Africa, Sweden, Italy, the Netherlands, and
A person’s family/marital status is yet another important demographic variable, because
Mexico; the final story lines were not revealed
this has a huge effect on consumers’ spending priorities. Not surprisingly, young bach-
until the final artifact was discovered. By the
elors and newlyweds are the most likely to exercise; go to bars, concerts, and movies; and end of the campaign, the game’s Web site
consume alcohol (enjoy it while you can!). Families with young children are big purchas- had received 4.8 million visits, and almost
ers of health foods and fruit juices, whereas single-parent households and those with 3 million people in 110 countries partici-
older children buy more junk food. Older couples and bachelors are most likely to use pated.10 Unlike most McDonald’s advertising,
home maintenance services.8 which makes it clear that you need to buy
a burger, there was no mention of the com-
Social Class and Income pany’s sponsorship in the campaign (this is
People who belong to the same social class are approximately equal in terms of in- known as a “dark-play ARG”). Still, the chain
come and social standing in the community. They work in roughly similar occupa- benefited from a substantial boost in favor-
ability ratings when people learned who was
tions, and they tend to have similar tastes in music, clothing, leisure activities, and art.
behind the global game.11
They also tend to socialize with one another, and they share many ideas and values
regarding the way they should live.9 The distribution of wealth is of great interest to
marketers because it determines which groups have the greatest buying power and
market potential.
Race and Ethnicity

African Americans, Hispanic Americans, and Asian Americans are the three fastest-
growing ethnic groups in the United States. As our society becomes increasingly multi-
cultural, new opportunities develop to deliver specialized products to racial and ethnic
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Marketing Opportunity
In the fast-food industry,
the heavy user (no pun in-
tended) accounts for only
one of five customers but
for about 60 percent of all visits to fast-food
restaurants. Taco Bell developed the Chalupa,
a deep-fried and higher-calorie version of its
Gordita stuffed taco, to appeal to its heavy
users. The Checkers burger chain describes
its core customer as a single male under age
30 who has a working-class job, loves loud
music, doesn’t read much, and hangs out
with friends.12 To attract the same customer,
Hardee’s unveiled its Monster Thickburger
that weighs in at 1,418 calories—comedian
Jay Leno joked that the burger comes in a
cardboard box shaped like a coffin.13 Finally,
Burger King aims a lot of its promotions (in-
cluding its weird but popular King character)
to its “Super Fans”—mostly young men who Consumers from the same social class tend to gravitate toward similar artistic or recreational outlets.
pop into fast-food restaurants 16 times a Source: CD: Karpat Polat; AD: Cuneyt Ozalp.
month on average.14
groups and to introduce other groups to these offerings. McDonald’s, for example, re-
gards ethnic consumers as trendsetters. The restaurant chain often assesses their reac-
tions to new menu items or advertisements before it rolls them out to the Caucasian
market. For example, the fruit combinations in McDonald’s smoothies are based upon
preferences they discovered in ethnic communities.15
Marketing Pitfall Geography
Many national marketers tailor their offerings to appeal to consumers who live in differ-
When Hurricane Sandy ent parts of the country. Some southerners are fond of a “good ol’ boy” image that leaves
devastated cities on the others scratching their heads. Although many northerners regard the name “Bubba” as
East Coast in 2012, some a negative term, businesses in Dixie proudly flaunt the name. Bubba Co. is a Charleston-
marketers rose to the based firm that licenses products such as Bubba-Q-Sauce. In Florida, restaurants, sports
occasion while others stumbled in the wind.
bars, nightclubs, and a limousine firm all proudly bear the name Bubba.16
Gap, for example, tweeted, “We’ll be doing
lots of Gap.com shopping today. How about
you?” American Apparel offered an incentive Lifestyles
to shoppers: “In case you’re bored during the Consumers also have very different lifestyles, even if they share other demographic char-
storm, just Enter SANDYSALE at Checkout.” acteristics such as gender or age. The way we feel about ourselves, the things we value,
Many of the storm victims were not amused. the things we like to do in our spare time—all of these factors help to determine which
One tweeted, “Hey @americanapparel people products will push our buttons, or even those that make us feel better. Procter & Gamble
have died and others are in need. Shut up developed its heartburn medicine Prilosec OTC with an ideal customer in mind based on
about your #Sandy sale.” a lifestyle analysis. Her name is Joanne, and she’s a mother over the age of 35 who’s more
In contrast, Allstate ran radio com- likely to get heartburn from a cup of coffee than from an overdose of pizza and beer. A
mercials to let policyholders know how to P&G executive observed, “We know Joanne. We know what she feels. We know what she
file claims quickly. JetBlue Airways waived
eats. We know what else she likes to buy in the store.”17
change and cancellation fees for people who
Marketers carefully define customer segments and listen to people in their mar-
had to rebook. How’s this for a relationship
builder: Duracell batteries sent a truck to kets as never before. Many of them now realize that a key to success is building re-
New York City that offered free batteries and lationships between brands and customers that will last a lifetime. Marketers who
access to charging lockers for mobile devices subscribe to this philosophy of relationship marketing interact with customers on a
and computers to desperate people who had regular basis and give them solid reasons to maintain a bond with the company over
been without power (or even worse, access to time. A focus on relationships is even more vital during the nasty economic conditions
social media).18 we’ve recently experienced—when times are tough, people tend to rely on their good
friends for support!
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The Redneck Bank takes a unique approach

Segmenting by Behavior: Welcome to Big Data to social class segmentation (yes, this is a
real bank).
Database marketing tracks specific consumers’ buying habits very closely and crafts Source: Courtesy of www.redneckbank.com.
products and messages tailored precisely to people’s wants and needs based on this
information. Walmart stores massive amounts of information on the 100 million peo-
ple who visit its stores each week, and the company uses these data to fine-tune its
offerings. For example, when the company analyzed how shoppers’ buying patterns
react when forecasters predict a major hurricane, it discovered that people do a lot
more than simply stock up on flashlights. Sales of strawberry Pop-Tarts increase by
about 700 percent, and the top-selling product of all is . . . beer. Based on these insights,
Walmart loads its trucks with toaster pastries and six-packs to stock local stores when
a big storm approaches.19
At this very moment (and every moment thereafter until we croak), we all generate
massive amounts of information that holds tremendous value for marketers. You may
not see it, but we are practically buried by data that comes from many sources—sensors
that collect climate information, the comments you and your friends make to your fa-
vorite social media sites, the credit card transactions we authorize, and even the GPS
signals in our smartphones that let organizations know where most of us are pretty much
anytime day or night. This incredible amount of information has created a new field that
causes tremendous excitement among marketing analysts (and other math geeks). The
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This Italian ad for a yacht company appeals

collection and analysis of extremely large datasets is called Big Data, and you’ll be hear-
to people who have money or who dream
they will someday have enough to buy ing a lot more about it in the next few years. Hint: If you have aptitude and/or interest in
a yacht. quantitative topics, this will be a very desirable career path for you.
Source: Courtesy of Azimut Yachts. In a single day, consumers create 2.5 quintillion bytes of data (or 2.5 exabytes). New
data pops up so quickly that this number doubles about every 40 months—and 90 percent
of the data in the world today was created in the last 2 years alone. In addition to the huge
volume of information marketers now have to play with, its velocity (speed) also enables
companies to make decisions in real time that used to take months or years. For example,
one group of researchers used the GPS phone signals that were coming from Macy’s park-
ing lots on Black Friday to estimate whether the department store was going to meet or
exceed its sales projections for the biggest shopping day of the year—before the stores even
reported their sales. This kind of intelligence allows financial analysts and marketing man-
agers to move very quickly as they buy and sell stocks or make merchandising decisions.
It’s safe to say this data explosion will profoundly change the way we think about con-
sumer behavior. Companies, nonprofits, political parties, and even governments now have
the ability to sift through massive quantities of information that enables them to make very
precise predictions about what products we will buy, what charities we will donate to, what
candidates we will vote for—and what levers they need to push to make this even more likely
to happen. Walmart alone collects more than 2.5 petabytes of data every hour from its cus-
tomer transactions (the equivalent of about 20 million filing cabinets’ worth of text). Here
are a few varied examples that illustrate how Big Data influences what we know and do:20
● When they monitor blips in Google queries for words like flu and fever, epidemiolo-
gists at the Centers for Disease Control can identify specific areas of the United States
that have been hit by flu outbreaks even before the local authorities notice a rise in
hospital admissions.
● Analysts for city police departments use massive amounts of crime data to identify
“hot zones,” where an abnormal amount of crimes occur. This intelligence enables
them to assign and reassign law enforcement agents exactly where they need them.
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EXAMPLE Nᵒ. 6 for DIAGRAM Nᵒ. 9
[Listen]
DIAGRAM Nᵒ. 10
Accented subdivision of 3/2, 3/4 or 3/8 time.

[Listen]
DIAGRAM Nᵒ. 11
9/8 Time. Only for very slow tempos.
Otherwise, beat 3.
[Listen]
DIAGRAM Nᵒ. 12
Fundamental method of beating 4/2, 4/4 and 4/8 time.
DIAGRAM Nᵒ. 13
Actual method of beating 4/2, 4/4 and 4/8 time.
[Listen]
A—With accent on 1st beat.
[Listen]
B—With accent on 2nd
beat. [Listen]
C—With accent on 3rd beat.
[Listen]
D—With accent on 4th beat.
[Listen]
E—With accent on 1st and
3rd beat. [Listen]
DIAGRAM Nᵒ. 14
Normal subdivision of 4/2, 4/4 and 4/8 time.

[Listen]
DIAGRAM Nᵒ. 15
Accented subdivision of 4/2, 4/4 and 4/8 time.

[Listen]
DIAGRAM Nᵒ. 16
12/4 or 12/8 time.
12/8 time is really a subdivision of 4/4 time.
[Listen]
DIAGRAM Nᵒ. 17
5/4 or 5/8 time.
This 5/4 or 5/8 time is a compound rhythm of
(2-3)/4 or (2-3)/8 time.

[Listen]
DIAGRAM Nᵒ. 18
5/8 or 5/4 time.
This 5/8 or 5/4 time is a compound
of (3-2)/8 or (3-2)/4 time.

[Listen]
DIAGRAM Nᵒ. 19
Method of conducting slow 5/4 time
when the measure is not subdivided
into (3-2)/4 or (2-3)/4.
[Listen]
DIAGRAM Nᵒ. 20
7/4 time.
(3-4)/4 or (3-4)/8 time.
[Listen]
DIAGRAM Nᵒ. 21
7/8 or 7/4 time.
(3-4)/4 or (3-4)/8 time.
[Listen]
CHAPTER III-D
Left Hand Signals
1. “pp” (Pianissimo) is indicated by extending

and raising the left arm slightly with the
hand at the level of the shoulder, palm
downward.
2. “p” (Piano) is indicated by raising the left
forearm until the back of the hand is directly
in front of the left shoulder.
3. Coda Sign—Raise left arm above the head
with one finger extended.
4. Second Ending—Raise left arm above the
head with two fingers extended.
5. To stop in middle of strain—Raise left arm
above head, with all the fingers extended,
and keep it there until halt is desired. At this
point, bring it down firmly and quickly.
CHAPTER III-E
Suggestions for Practice
At the conclusion of this chapter, a word or two on practice in the

art of conducting may not be out of place. One might read all about
the art of swimming and yet be entirely lost the first time one is
actually thrown into the water. The tricky resistance and action of the
water is not unlike what the tyro conductor feels when he first takes
his stand, baton in hand, in front of the orchestra or chorus.
Of course, when the conductor has even the most amateurish
orchestra or chorus with which to practice, no better method need be
recommended. But in England and America this is all too seldom the
case, and the hapless beginner has to learn his art the best he can,
without the aid of this valuable experimental laboratory.
It is related of Koussevitzky, the great Russian conductor, that in
his apprenticeship period he gained his practice of baton technic on
an imaginary orchestra which consisted of empty chairs with signs
on them representing the various instrumental choirs. It required
imagination to do this, and let it be said right here that imagination is
one of the first requisites of the conductor.
The beginner in conducting can at least familiarize himself with
the feel of the baton, and practice the ordinary gestures until they
become as automatic as walking and breathing. Conducting to a
phonograph record is most helpful.
After the score has been mastered (see Chapter VI) it is a good
plan for the student to conduct an imaginary performance of it, giving
the proper gestures and all necessary cues. More great conductors
than would ordinarily admit this make a regular practice of this
“silent” conducting. Like the great actors whom they strive to
emulate, they make a detailed study of every gesture, attitude and,

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and Being (11th Edition ) 11th Edition

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(eBook PDF) Consumer Behaviour Buying, Having, Being

Consumer Behavior 6th Edition, (Ebook PDF)

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Animal Behavior 11th Edition John Alcock

(eTextbook PDF) for Consumer Behavior: Building

Criminal Behavior: A Psychological Approach (11th

About the Author xi

Section 1 ● Foundations of Cognitive Decision Making 47

Consumers’ Impact on Marketing Strategy 8 Chapter Summary 68

Cultural Stories and Ceremonies 97

Consumer Behavior Challenge 241 How Do Marketers Change Attitudes? 318

Review 393 Status Symbols and Social Capital 475

Consumer Identity 405 Chapter Summary 493

Social Class and Consumer Identity 459

• A totally reorganized Table of Contents that now presents a comprehensive overview

Ch. 5 • Context effects

What Makes This Book Different:

her social realities. 3.

In addition to understanding why people buy things, we

also try to appreciate how products, services, and consump-

out at the beach, or even look at ourselves in the mirror, the a

106 SECTION 1 Consumers in the Marketplace

CHAPTER 4 Consumer and Social Well-Being 155

Net Profit Digital Consumer Behavior:

you?” American Apparel offered an incentive Lifestyles

scrutinizes, criticizes, and sometimes celebrates consumers in their everyday worlds.

F or many years consumer

Critical Thinking in Consumer Case Study

• Chapter Objectives at the beginning of each chapter

Anthony Patino, University of Baltimore

These colleagues generously contributed their thoughts to my CB As I See It boxes:

Alladi Venkatesh, University of California, Irvine

Section 1 Foundations of Consumer ●

What Is Consumer Behavior?

Consumer Behavior Is a Process

Figure 1.1 Stages in the Consumption Process

CONSUMER’S PERSPECTIVE MARKETER’S PERSPECTIVE

Is acquiring a product a stressful or How do situational factors, such as time

What determines whether a consumer

BMW anticipated changes in consumer

Race and Ethnicity

The Redneck Bank takes a unique approach

This Italian ad for a yacht company appeals

EXAMPLE Nᵒ. 6 for DIAGRAM Nᵒ. 9

EXAMPLE Nᵒ. 7 for DIAGRAM Nᵒ. 10

EXAMPLE Nᵒ. 8 for DIAGRAM Nᵒ. 11

EXAMPLE Nᵒ. 9 for DIAGRAM Nᵒ. 13

EXAMPLE Nᵒ. 10 for DIAGRAM Nᵒ. 14

EXAMPLE Nᵒ. 11 for DIAGRAM Nᵒ. 15

EXAMPLE Nᵒ. 12 for DIAGRAM Nᵒ. 16

EXAMPLE Nᵒ. 13 for DIAGRAM Nᵒ. 17

EXAMPLE Nᵒ. 14 for DIAGRAM Nᵒ. 18

EXAMPLE Nᵒ. 17 for DIAGRAM Nᵒ. 21

1. “pp” (Pianissimo) is indicated by extending

At the conclusion of this chapter, a word or two on practice in the

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