Linking Marketing Strategy to Customer Value:
Implications for Technology Marketers
Robert R. Harmon, Ph.D.
School of Business Administration
Portland State University
Portland, OR 97207-0751 USA
Roberth@sba.pdx.edu
Establishing a strong link between customer value re-
quirements and the major value-producing activities of the
firm is the foundation on which the delivery of superior cus-
tomer value is based. For a particular product class, custom-
ers often develop expectations about products, brands, and
suppliers. These value expectations are then expressed in
terms of factors that drive the customers’ preferences and
purchase decisions for particular products and services. This
paper presents a model for linking marketing strategy to the
customer values that drive purchase decisions for technology
products.
I. INTRODUCTION
The 1993 publication of Hammer and Champy’s Reen-
gineering the Corporation provided more fuel for a fire
that was already sweeping through much of corporate
America [18]. This phenomenon has had many labels in-
cluding “restructuring”, “reengineering”, “downsizing,”
“flattening,” “rightsizing,” and “reinventing” the corpora-
tion. After more than a decade of this activity, the overall
results have been less than spectacular. By some esti-
mates, over 50% of all reengineering efforts resulted in
operating results that did not meet expectations. Applica-
tions for prestigious quality awards, such as the Baldrige
Award, and attendance at total quality management (TQM)
conferences have fallen off greatly since the early 1990’s.
Some companies have given up the whole process and
abandoned their TQM and reengineering programs entirely
[16].
What went wrong? The primary benefit from reengi-
neering was the short-term reduction in operating costs.
The emphasis on reducing all costs failed to make a critical
distinction between those costs that support customer
value creating activities and those that do not. Unfortu-
nately, much of this cost reduction came from personnel
layoffs and not from product or process improvements [6].
The deeper problem is the virtual abandonment of strate-
gies that could grow the company. For instance, functions
that are critical to the customer value creation process such
as customer service, market research, and marketing com-
munications are often cut first. If an organization is to
grow, more focus is needed on developing marketing
Copyright © Robert R. Harmon 1997
Greg Laird
IBM Corporation
Seattle, Washington
strategies to create and deliver superior perceived cus-
tomer value. For it is the emphasis on increasing value to
the customer that will enable a firm to grow by penetrating
existing segments, developing new markets, and creating
new products and services.
The purpose of this paper is to propose a model for
linking strategic marketing activities with customer per-
ceptions of value. The model is unique in the sense that it
the result of observations obtained in actual business situa-
tions. It has been built from the ground up with new rela-
tionships evaluated and catalogued as they are encoun-
tered. The authors have worked with over twenty technol-
ogy companies with a wide range of manufactured prod-
ucts and services to explore the linkages between the cus-
tomer value drivers and value creation and delivery activi-
ties.
II. LINKING MARKETING STRATEGY
TO CUSTOMER VALUE
Effective marketing strategy is inextricably linked to
the development of processes for the creation, production,
and distribution of products that are focused on the cus-
tomer’s perceived value [14]. The decision to buy and the
price that customers are willing to pay is dependent on
their assessment of the value they will receive from one
product relative to the known alternatives. The emergence
of the information economy has contributed to the conver-
gence of knowledge, goods and services into total product
solutions that attempt to maximize customer perceived
value and, hence, customer satisfaction. Customers have
greater access to information about competitive products,
which has led to an improved ability to articulate value
expectations. Knowing what customers value and how the
solutions a company provides meet those values is key to
developing a viable marketing strategy.
The origin of the proposed customer value model
draws heavily from its roots in strategic cost management
[30] and quality function deployment (QFD) [1, 20]. Spe-
cifically, the authors were evaluating approaches to aug-
ment the cost-driver concept in activity-based costing by
1
analyzing associations between customer-perceived value
and the cost the company incurred to provide that value.
The idea was to identify the specific activities that compa-
nies performed that contributed maximally to the creation
of customer-perceived value. Once accomplished, activi-
ties and related costs could then be categorized as those
that contribute to customer value and those that do not.
Those that do not could be targeted for elimination. Prod-
uct development, manufacturing, and marketing activities
could then be reengineered to maximize relative customer
value with the strategic objective to achieve industry lead-
ing product innovation, operational efficiency, and cus-
tomer intimacy [23, 35].
Figure 1 is a model of the relationship between per-
ceived customer value and the strategic activities that a
firm undertakes to create that value. The sequence begins
with the assessment of the customer’s value expectations
about a particular purchase that is being considered. These
value expectations evolve into customer value drivers as
the buyer processes information concerning alternative
product choices. The most strongly held of these beliefs
and attitudes become the driving force in the decision con-
cerning which product to buy. Often the selling organiza-
tion, through advertising and personal selling, is able to
have input to the customer’s perceptions of value.
Strategically, knowledge of the customers’ value driv-
ers, gathered through market research and intelligence,
should be the leading input for the firm’s value proposition
which, in turn drives the value creation and delivery activi-
ties. Thus the QFD concept of “the voice of the customer”
is incorporated into the key activities for designing, manu-
facturing, and marketing the firm’s goods and services.
Supplier’s
Customer Organization
Marketing
Communications
Customer
Value Value
Value
Expectations
Drivers
Proposition
Preferences
Value
Satisfaction/
Creation
Dissatisfaction
Activities
Perceptions Products/Services Value
of Value Delivery
Received Knowledge Activities
FIGURE 1. Linking Marketing Strategy to Customer Value
The last step in the model closes the loop with the cus-
tomer. The customer will compare his/her perceptions of
the value received with the value expectations. The resul-
Copyright © Robert R. Harmon 1997
tant satisfaction or dissatisfaction then becomes the foun-
dation for future value expectations.
A. Perceived-Customer Value
Perceived customer value is the overall benefit derived
from the product, however the customer defines it, at the
price the customer is willing to pay. Information about
perceived customer-value allows the firm to adapt its of-
ferings to meet customer value expectations. Perceived
customer value influences customer attitudes and corre-
spondingly customer choice behavior [2,11]. Customer
value expectations are a primary factor in the customer’s
evaluations of product satisfaction [26].
Consumer-behavior models commonly utilize an “in-
formation processing” approach to decision making [10].
The conceptual framework is based on an understanding of
the relationship between beliefs, attitudes, intentions, and
behaviors about an object [11]. Perceived customer value
is conceptually the result of a process that incorporates
beliefs about a product, which, in turn, feed attitudes and
intentions to purchase. Perceived customer value is
thought to affect three levels of customer choice: 1) the
choice to buy or not buy, 2) the choice of product class or
type, and 3) the choice of specific brand. Behavioral evi-
dence supports the contention that the three types of
choices do not occur simultaneously. Situational and indi-
vidual effects may influence the order of the process [31].
Consumer research supports the notion that choice be-
havior is influenced by the customer’s value perceptions
[10]. Therefore, it is important to understand what these
value perceptions are. Sheth, et al. [31] developed a theo-
retical model that posits five values that drive customer
choice. Functional value is the perceived utility that de-
rives from a product’s physical, utilitarian, or functional
attributes. Social value is derived from an alternatives
association with an identified demographic, socioeco-
nomic, cultural, or ethnic group. Emotional value derives
from the ability of an alternative to arouse an emotional or
affective state. Epistemic value is acquired by an alterna-
tive as the result of its ability to arouse curiosity, provide
novelty, and/or satisfy a desire for knowledge. Finally,
conditional value derives from the specific situation or
context of the purchase decision. This model forms the
foundation for the following discussion of customer value
drivers.
B. Customer Value Drivers
When Intel Corporation decided to ignore its custom-
ers’ concerns about a floating-point problem with its Pen-
tium processor, it learned a very important lesson about
customer value. Intel had spent several years effectively
positioning its microprocessors as “the” microprocessor to
buy with its “Intel Inside” positioning strategy. This is a
notable achievement for a computer-chip supplier that was
in a derived demand position, dependent on the success of
2
the OEM’s marketing strategy. When Intel refused to ad-
dress customers concerns, it allowed its positioning strat-
egy to backfire. Intel Inside came to represent “Problems
Inside” for some users. The customer rebellion forced
Intel into a product recall that cost the company over $500
million and bruised its relationships with customers. Intel
learned that customer emotions and Intel’s image are im-
portant value drivers.
In order to build effective marketing strategy compa-
nies must first understand the factors that drive customer
perceptions of value. The Value Equation (where per-
ceived value = perceived benefit ÷ delivered price) is a
useful heuristic for emphasizing that a customer’s value
perceptions are dependent on the tradeoffs between the
perceived benefits offered by the product offering at the
delivered price. Marketers must understand what these
tradeoffs are and how they should influence the design of
each element of the firm’s value creation and delivery pro-
cesses (e.g. product design, manufacturing, distribu-tion,
communications, price, etc.). Therefore, it is of paramount
importance to understand what the customers’ value
drivers are and how important each is to the purchase
decision.
Customer value drivers are the decision-related attrib-
utes that are perceived by the customer to be the most im-
portant to the choice process [24]. As such, value drivers
are based on the buyer’s beliefs about the product and the
company in addition to the buyer’s motivations and the
buying situation. The customer’s economic, performance
and supplier value perceptions are the embodiment of
strongly held beliefs and attitudes that make up a brand’s
image. A strong brand image is a major influence on the
actual decision to purchase.
It is useful to conceptualize value drivers (brand im-
ages) in terms of decision-critical brand associations,
which are linked in memory to a brand or a company.
Brand associations are perceptions created through experi-
ence and by acquiring secondary information from all
sources. A buyer’s perceptions about his/her personal
motivations fit the same general model. These attributions
may result from self-perceptions about past behavior
and/or evaluations of external stimuli [3, 13, 21].
A marketer’s knowledge of brand images is extremely
useful strategically for the effective positioning of a brand
in the buyer’s mind. Customer value drivers should:
• Facilitate the processing and retrieval of product in-
formation. Value drivers summarize customer beliefs
about the product or firm.
• Provide the basis for differentiation. Customers must
perceive that a company’s product is superior to the
competition on the relevant value driver(s).
• Create positive attitudes and feelings. Positive atti-
tudes reduce counterarguing and are difficult for com-
petitors to overcome.
Copyright © Robert R. Harmon 1997
• Provide the reason to buy. Value drivers provide spe-
cific reasons to buy in addition to credibility and con-
fidence in the brand.
It is important to note that a large body of research ex-
ists on consumer decision processes and choice models
[10, 22]. Although it is not the purpose of this paper to
conduct a review of this research, it is important to note
that it supports the notion that customers are able to
choose between product alternatives based on perceived
value. In many cases, buyers are able to simplify the proc-
ess to just a few attributes, or even one attribute [15] that
delivers the most perceived customer value.
The following discussion will describe each of the five
major customer-value driver classes that influence cus-
tomer decision-making and behavior. A taxonomy of in-
dividual value drivers for each value-driver class will then
be presented.
1) Economic-value drivers: Economic-value drivers
are based on the buyer’s perceptions about the cost of ac-
quiring, owning, installing, using, and disposing of a
product or service [12, 25]. Economic value is associated
with Sheth’s functional value, which indirectly deals with
pricing and costs issues [31].
2) Performance/Functional Value. Performance
value is based on the buyer’s perceptions of the utility to
be derived from the functional specifications associated
with a product or a service. This value driver is associated
with Sheth’s functional value [31].
3) Buyer’s Perceptions About the Supplier: The
buyer’s perceptions about the supplier is a major factor in
gaining acceptance for a brand. Where economic and per-
formance value can be influenced relatively rapidly by
changes in price and product design, it takes much longer
to change perceptions about a company. The key issue
here is the firm’s perceived credibility and commitment to
the market [19, 33].
4) Buyer’s Motivations and Goals: The buyer’s psy-
chological motivations and goals for a particular purchase
are central to the decision process. Psychological motives
arise from the buyer’s need for recognition, esteem, and
belonging. Additional motivations may involve novelty
seeking, and knowledge acquisition. Buyer motivations
are often subjective and emotional [27]. This value driver
is analogous to Sheth’s emotional value and epistemic
value [31].
5) The Buying Situation: Purchase behavior always
occurs within a situational context. The situation may act
as a constraint or to facilitate a given purchase or it may
have no effect at all. The buying situation consists of
those temporary environmental factors that form the con-
text in which purchase-related activity occurs. Key situ-
ational variables have been demonstrated to have signifi-
cant effects on behavior: the buyer’s task definition [7, 8,
19], resource capability [5], time horizon [37, 38], past
3
experience [24], and social influences [4, 5]. The buying their buying decisions that led them to select one product
situation is similar to Sheth’s conditional value. over another or one supplier over another. Product-
referent value drivers are the buyer’s assessments concern-
TABLE I ing how well a product or service meets expectation of
A Taxonomy of Customer Value Drivers economic value and/or performance/functional value.
Customer-referent value-drivers include the buyer’s per-
Product-Referent Value Drivers
ceptions about the supplier, the buyer’s motivations, and
a. Economic Value b. Performance/Functional
Value the buying situation.
• Delivered cost (price) • Bestquality/ Reliability/ dura-
bility C. Customer-Value-Based Marketing Strategy
• Cost of ownership • Best feature set
Marketing strategy has the ability to both create and
• Cost effectiveness • Meets/exceeds specifications.
• Degree of budget fit • Outperforms competition
deliver customer value. One of the major shortcomings of
• ROI/profitability • On time delivery traditional reengineering strategies is the exclusive focus
• Price sensitivity • Best technical solution on internal value-creation processes. The importance of
• Smooth out cash flow • Innovative solution the marketing function, which impacts value creation both
• Volume discounts • Faster/easier install & mainte-
nance
internally and externally, is virtually ignored. Marketing
• Finanacing terms • Ease of training has a major role in influencing internal value creation by
• Environmental costs • Integrates with company in- bringing the “voice of the customer” to product develop-
stalled base ment and manufacturing activities.
• Disposal costs • Meets industry standards
• Opportunity costs • Superior service and support
Marketing’s external role is as least as important.
Marketing creates value by developing knowledge-based
Customer-Referent Value Drivers relationships with its customers. This creates a better un-
c. Buyer’s Perceptions about d. Buyer’s Motivations & derstanding of customer value requirements and enables
the Supplier Goals the delivery of customized solutions. This notion is la-
• Shared values • Visibility, recognition, self
beled “customer intimacy” by Treacy and Wiersema [35]
esteem
• Credibility (trust, expertise, • Desire to be viewed as a prob-
and “enriching the customer” by Goldman, et al. [14]. To
similarity) lem solver the extent that marketing is successful in meeting or ex-
• Good strategic partner • Makes good decisions/avoids ceeding customer-value expectations, the resulting cus-
bad ones tomer satisfaction should strengthen the relationship.
• Loyalty • Prestige
• Wants buyer to succeed (Ca- • Seeks best business partners
It should be noted that value is a two-way street. It is
res) certainly the job of the firm to create value for its custom-
• Commitment to market • Be seen as an astute deal ers. However, if the firm is to remain in business and
maker grow, customers must have value for the firm. The advent
• Long-term viability • Avoid high-profile failures
• Sufficient resources (financial, • Avoid technology blind alleys of marketing databases has enabled marketers to track the
technology, human, etc.) “lifetime value” of the customer. In other words, customer
can now be evaluated in terms of how responsive they are
Situational Drivers to marketing promotions and how much profit they gener-
e. The Customer’s Buying ate for the company over time.
Situation
• Buyer’s task requirements
Marketing’s primary strategic role lies in effecting
• Buyer’s resource capability strategies that differentiate the company’s products and
• Buyer’s time horizon services from the competition. The following discussion
• Buyer’s experience with re- will present key areas where marketing strategy can be
lated products/services
readily linked to customer value.
• Organizational/social influ-
ences on the buyer 1) Market Segmentation Strategy: This strategy en-
ables the targeting of specific groups of customers who
have identifiable value requirements with the appropriate
products and services. Customer value-based segmenta-
Table I. depicts a taxonomy that provides examples for tion strategies are often called “benefit segmentation”[17].
the five major classes of value-drivers. The taxonomy is 2) Product Development Strategy: Marketers must en-
not intended to be exhaustive. It represents the results of sure that the “voice of the customer “ is represented in the
more than twenty proprietary marketing research projects product development process. Techniques such as QFD
conducted for technology companies. Content analyzing that attempt to deal with this issue are focused on product
transcripts of customer interviews from each project iden- features and other characteristics [32]. Most QFD cus-
tified the value drivers. The value drivers cited by cus- tomer input does not articulate customer value in ways that
tomers were identified as the most important factors in is useful to the design process. Marketing has a major

Copyright © Robert R. Harmon 1997 4

strategic role to ensure that the firm’s products and ser-
vices designs are firmly based on customer value.
3) Positioning Strategy: Once a company is confident
that its products and services accurately reflect customer
value requirements, marketing must develop a
communications strategy to effectively position the brand
relative to competitors’ offerings. Positioning strategy is
implemented by utilizing advertising, personal selling, and
other promotional channels [36]. Positioning strategy
represents a firm’s decision of how and where it will use
its distinctive value creating competencies to create
competitive advantage [9]. Effective positioning should
make it difficult for competitors to match an offering’s
attractiveness without lowering price. Indeed, a lower
price may not be affective in countering good positioning
if the strategy is based on an important value driver where
the firm has a unique and sustainable competitive
advantage. Such an important value driver is called a
“unique selling proposition” and is often used in
advertising messages to support brand positioning [28].
Good positioning is based on the following factors: (a)
identification of the relevant value drivers, (b) assessing
the relative importance of each in the customer’s decision
process, (c) comparing the product with competitors on the
important value drivers, and (d) determining the informa-
tion needed by the customer to make the buying decision
[9].
4) Distribution Strategy: After years of languishing in
the backwaters of marketing interest, distribution channel
decisions are now one of the hottest areas of marketing
strategy. The reason for this change is the introduction of
new technologies that allow the creation of direct relation-
ships between the firm and its customers [29]. Database
marketing uses database technology and analytical tech-
niques to greatly improve knowledge of important cus-
tomer value drivers and buying patterns. This allows the
creation of customized offers and more effective and effi-
cient targeting of marketing resources. Database market-
ing also enables firms to track the “lifetime value” of indi-
vidual customers in terms of sales and profitability over
time. With such technology the efficacy of marketing
promotions can be effectively tracked and future resources
can be targeted at high-value customers [34].
The Internet has great potential to change distribution
strategy [34]. The promise of electronic commerce is the
improved interactivity between the firm and its customers,
which could offer great potential for exchange of customer
value and product information. By eliminating channel
intermediaries, firms will be able to capture some of this
margin as improved profitability while lowering prices to
customers. The increased customer intimacy at lower
costs should greatly augment the firm’s ability to create
superior customer value.
5) Pricing Strategy: The goal of value-based pricing
strategy is to maximize the return to the company through
Copyright © Robert R. Harmon 1997
the price charged for the value created for the customer
[25]. Prices are set according to perceived customer value
relative to the competition. Marketers must then deter-
mine whether a profit can be achieved at this price. For
value-based pricing to work it must be based on the firm’s
ability to deliver on the customer’s value expectations as
articulated by the value drivers. By emphasizing proprie-
tary value-based competitive advantages firms may be able
to reduce price sensitivity, which can lead to higher or
stable prices even when competitors are aggressively low-
ering prices.
III. IMPLEMENTATION
The primary objective of customer-value based market-
ing is to enable the firm to design strategies that will de-
liver superior customer value. As presented in Figure 1
above, the implementation of customer-value based mar-
keting strategy is based on a thorough understanding of
customer value expectations and the factors that drive cus-
tomer value.
The following steps should be considered by technol-
ogy marketers for effective strategy implementation:
1) Select the target market: Identifying the market
segments that represent the greatest opportunities for the
firm is the first step. The explicit need is to fully under-
stand the value requirements of the customer segments to
be targeted. This is accomplished through market segmen-
tation research to identify groups of potential customers
that share common value drivers. Technology marketers
often, mistakenly, skip this step in the rush to get a new
technology to the market.
2) Integrate customer-value knowledge with value-
creation and delivery activities: Marketers must ensure
that customer value requirements are properly reflected in
the firm’s value proposition. The principal value produc-
ing and delivery activities are product development, manu-
facturing and marketing. These activities should be coor-
dinated to reflect customer value considerations through-
out the value creation process. Products and services rep-
resent the application of the firm’s knowledge of customer
value. Choosing the proper positioning strategy, channel
strategy, and pricing strategy, based on customer-value
considerations, should contribute greatly to the customer’s
perceptions of value received.
c) Measure customer satisfaction/dissatisfaction:
Technology marketer’s ability to meet or exceed their cus-
tomers’ value expectations is the ultimate measure of their
performance. The primary factor that influences repeat
purchase is the customer’s assessment of the first-purchase
experience. Marketers should develop the methods and
databases necessary to measure and track customer value
expectation and resulting satisfaction levels. Conversely,
marketers need to track the lifetime value of each customer
segment and customer.
5

IV. CONCLUSION
This paper has presented a model that identifies the
factors that drive customer perceptions of value and de-
scribes linkages with marketing strategy. The paper ar-
gues that a thorough understanding of customer-value
drivers can increase the effectiveness of marketing strat-
egy. Improved customer intimacy is the major payoff. In
addition, value-driver analysis can provide critical insights
for product and service development and operational effi-
ciency.
The purpose of this paper was to propose a model for
linking marketing strategy to the customer’s perceptions of
value. At this stage of development the model is explora-
tory and anecdotal. It is not necessarily prescriptive or
predictive in nature. It suggests that a deep knowledge of
customer value can improve the processes that create and
deliver that value. However, future research is needed to
further define and validate the proposed linkages between
customer value, strategy, and business processes.
Future research should consider how customer value
migrates over time and how this dynamic might be fore-
casted. Investments in product and service development,
business processes and marketing channels, for instance,
take considerable time to implement. Anticipating
changes in customer value is critical to the success of such
investments. Additional attention should be placed on
understanding the impact of the buying situation. Several
studies dealing with this variable exist in the academic
literature, but little is known in applied settings.
REFERENCES
[1] Y. Akao, Quality Function Deployment: Integrating Customer Re-
quirements into Product Design, Cambridge, Massachusetts: Pro-
ductivity Press, 1990.
[2] F. M. Bass and W. W. Talarzyk, “Attitude Model for the Study of
Brand Preference”, Journal of Marketing Research, 9, February
1972, 93-96.
[3] D. J. Bem. Beliefs, Attitudes and Human Affairs, Belmont, Califor-
nia: Brooks/Cole Publishers, 1970.
[4] R. Belk, “An Exploratory Assessment of Situational Effects in
Buyer Behavior,” Journal of Marketing Research, 11, May 1974,
156-62.
[5] R. Belk, “Situational Variables and Consumer Behavior,” Journal
of Consumer Research, 2(3), 1975, 157-64.
[6] F.R. Bleakley, “Going For Growth: Many Firm’s See Gains of
Cost-Cutting are Over, Push to Lift Revenues,” The Wall Street
Journal, July 5, 1996, 1A-2A.
[7] K. A. Coney and R. R. Harmon, “Dogmatism and Innovation: A
Situational Perspective,” Advances in Consumer Research, VI,
William L. Wilke (Ed.) Ann Arbor, Mich.: Association for Con-
sumer Research, 1979, 118-21.
Copyright © Robert R. Harmon 1997
[8] K. Clarke and R. Belk, “The Effects of Product Involvement and
Task Definition on Anticipated Consumer Effort,” Advances in
Consumer Research, VI, William L. Wilke (Ed.), Ann Arbor,
Mich.: Association for Consumer Research, 1979, 313-17.
[9] J. A. Czepiel, Competitive Marketing Strategy, Englewood Cliffs,
New Jersey: Prentice-Hall, Inc., 1992.
[10] J. F. Engel, R. D. Blackwell and P. Miniard, Consumer Behavior,
Fort Worth: The Dryden Press, 1993, 46-57.
[11] M. Fishbein and I. Ajzen, Belief, Attitude, Intention, and Behavior:
An Introduction to Theory and Research (Reading, Mass: Addi-
son-Wesley, 1975)
[12] J. L. Forbis and N. T. Mehta, “Value-Based Strategies for Indus-
trial Products,” Business Horizons, 24(3), May-June, 1981, 32-42.
[13] V. S. Folkes., “Consumer Reactions to Product Failure: An At-
tributional Approach,” Journal of Consumer Research, 10, March,
1984, 398-409.
[14] S. L. Goldman, R. N. Nagel, and K. Preiss, Agile Competitors and
Virtual Organizations: Strategies for Enriching the Customer,
New York: Van Nostrand Reinhold, 1995, 235-266.
[15] P. Green and Y. Wind, Multiattribute Decisions in Marketing: A
Measurement Approach, Dryden Press, 1972.
[16] D. Greising, “Quality: How to Make it Pay”, Business Week, 54-
59, August 8, 1994.
[17] R. J. Haley, “Benefit Segmentation: A Decision Oriented Research
Tool,” Journal of Marketing, July 1963, 30-35.
[18] M. Hammer and J. Champy, Reengineering the Corporation: A
Manifesto for Business Revolution , New York: HarperCollins
Publishers, Inc., 1993.
[19] R.R. Harmon and K. A. Coney, “The Persuasive Effects of Source
Credibility in Buy and Lease Situations”, Journal of Marketing
Research, May 1982, 255-60.
[20] J.R. Hauser and D. Clausing, “The House of Quality,” Harvard
Business Review, May-June, (1988), 63-73.
[21] H.H. Kelley, “Attribution Theory in Social Psychology’” in D.
Levine (Ed.), Nebraska Symposium on Motivation, Lincoln, Ne-
braska: University of Nebraska Press, 1967, 192-238.
[22] G. Lilien and P. Kotler, Marketing Decision Making: A Model-
Building Approach, , Harper & Row, 1983.
[23] G. A. Moore, Inside the Tornado: Marketing Strategies from
Silicon Valley’s Cutting Edge, New York: HarperCollins Publish-
ers, Inc., 1995, 176
[24] J. C. Mowen, Consumer Behavior, New York: MacMillan Pub-
lishing Company, 1987, 196-235.
[25] T. T Nagle and R.. Holden, The Strategy and Tactics of Pricing: A
Guide to Profitable Decision Making, Englewood Cliffs, New Jer-
sey: Prentice-Hall, 1995.
[26] R. L. Oliver., “A Cognitive Model of the Antecedents and Conse-
quences of Satisfaction Decisions,” Journal of Marketing Re-
search, 17, November, 1980, 460-469.
6
[27] B. T. Ratchford. and R. Vaughn, “On the Relationship between
Motive and Purchase Decisions: Some Empirical Approaches,” in
Thomas K Srull, ed., Advances in Consumer Research, 16, Provo,
Utah: Association for Consumer Research, 1989, 293-99.
[28] R. Reeves, Reality in Advertising, New York: Knopf Publishers,
1960.
[34] L. W. Stern, A. I. El-Ansary and A. T. Coughlan, Marketing
Channels, Upper Saddle River, New Jersey, 1996, 401-446.
[35] M. Treacy and F. Wiersema, The Discipline of Market Leaders:
Choose Your Customers, Narrow Your Focus, Dominate Your
Market, Addison-Wesley, 1995, 119-138.

[29] E. Roman, Integrated Direct Marketing, New York: McGraw-Hill, [36] J. Trout, The New Positioning, New York: McGraw-Hill, Inc.
1989. 1996.

[30] J. K. Shank and V. Govindarajan, Strategic Cost Management,
New York: The Free Press, 1993, 1-48.
[31] J. N. Sheth, B. I. Newman and B. L. Gross, Consumption Values
and Market Choices: Theory and Applications, 1991, 16-74.
[32] W. E. Souder and J. D. Sherman, Managing New Technology
Development, New York: McGraw-Hill, Inc., 1994.
[37] P. Wright, “The Harassed Decision Maker: Time Pressures, Dis-
tractions, and the Use of Evidence,” Journal of Applied Psychol-
ogy, 59, October 1974,, 555-61.
[38] P. Wright and B. Weitz, “Time Horizon Effects on Product Evalua-
tion Strategies,” Journal of Marketing Research, 14, November,
1977, 429-43.

[33] B. Sternthal, R. Dholakia and C. Leavitt, The Persuasive Effects of

Source Credibility: Tests of Cognitive Response,” Journal of
Consumer Research, 4(4), 252-60.

Published in:

Harmon, Robert R. and Gregory L. Laird (1997), “Linking

Marketing Strategy to Customer Value: Implications for
Technology Marketers,” Kocaoglu, et al. (Eds), Innovation in
Technology Management: The Key to Global Leadership, PICMET,
July, 896-900.

Copyright © Robert R. Harmon 1997 7