Marketing Faculty Research

A George Mason marketing professor is using AI to help organizations gain deeper insights into consumers based on very little information

Not only are retailers failing to retain and redirect business from shuttered physical locations, but their performance elsewhere also suffers as a result.

When government contractors merge, comparing their customers can predict a lot about how investors will respond to the deal.

Not all pharmaceutical companies are equally well-suited to surf the sea change that’s happening in healthcare.

How can you convince someone to give you their time or money free of charge? Focus on the head, not the heart.

There’s no one-size-fits-all solution to growing a franchise business. But stock market reactions to companies’ strategic moves can give you more than a clue.

The moment a brand publicizes its good works, it’s at risk of seeming cynical. A Mason professor offers research-based advice on how to generate lasting brand value from sustainability.

Marketing professor Tarun Kushwaha’s recent research finds that the effectiveness of brands’ growth strategies can be correlated with the state of the economy. Analyzing 17 years of data on U.K. brands, Kushwaha concludes that brands that prioritize assortment and wider distribution are in the best position to weather the ups and downs of the macroeconomic cycle.

It’s 9 am. Do you know where your team members are? Before Covid, the answer was simple: They were – or were expected to be – in the office. The pandemic erased that certainty and accelerated the pace toward work-place flexibility. As we move forward in our post-covid work environment, employees are strongly indicating their preference for flexibility and self-determination regarding their working environment. A portion of the workforce will desire to stay at home with high flexibility, whereas others will return to the office by choice.

Selling is inseparable from relationship management. In the past, the one-to-one "human touch" of a salesperson compensated for the standardized nature of their wares. However, today's sales environment tends towards customized solutions and co-creation with the client, especially in the B2B space. In many cases, these trends have greatly increased the network of stakeholders whom salespeople are obliged to keep happy. Research shows that B2B customers benefit from being more involved in the process, but what about the sales force? Does their increased interpersonal burden translate to higher risk of burnout? George Mason University School of Business Marketing Area Chair Jessica Hoppner's recently published paper in Industrial Marketing Management, co-authored by Paul Mills of Cleveland State University and David A. Griffith of Texas A&M University, finds some surprising answers.