In this study we examine the effect of customers' participation in a firm's social media efforts on the intensity of the relationship between the firm and its customers as captured by customers' visit frequency. We further hypothesize and test for the moderating roles of social media activity and customer characteristics on the link between social media participation and the intensity of customer-firm relationship. Importantly, we also quantify the impact of social media participation on customer profitability. We assemble a novel data set that combines customers' social media participation data with individual customer level transaction data. To account for endogeneity that could arise because of customer self-selection, we utilize the propensity score matching technique in combination with difference in differences analysis. Our results suggest that customer participation in a firm's social media efforts leads to an increase in the frequency of customer visits. We find that this participation effect is greater when there are high levels of activity in the social media site and for customers who exhibit a strong patronage with the firm, buy premium products, and exhibit lower levels of buying focus and deal sensitivity. We find that the above set of results holds for customer profitability as well. We discuss theoretical implications of our results and offer prescriptions for managers on how to engage customers via social media. Our study emphasizes the need for managers to integrate knowledge from customers' transactional relationship with their social media participation to better serve customers and create sustainable business value.

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Fig. 1: We demonstrate the performance of RMA on several challenging environments. The robot is successfully able to walk on sand, mud, hiking trails, tall grass and dirt pile without a single failure in all our trials. The robot was successful in 70% of the trials when walking down stairs along a hiking trail, and succeeded in 80% of the trials when walking across a cement pile and a pile of pebbles. The robot achieves this high success rate despite never having seen unstable or sinking ground, obstructive vegetation or stairs during training. All deployment results are with the same policy without any simulation calibration, or real-world fine-tuning. Videos at https://ashish-kmr.github.io/rma-legged-robots/ Abstract-Successful real-world deployment of legged robots would require them to adapt in real-time to unseen scenarios like changing terrains, changing payloads, wear and tear. This paper presents Rapid Motor Adaptation (RMA) algorithm to solve this problem of real-time online adaptation in quadruped robots. RMA consists of two components: a base policy and an adaptation module. The combination of these components enables the robot to adapt to novel situations in fractions of a second. RMA is trained completely in simulation without using any domain knowledge like reference trajectories or predefined foot trajectory generators and is deployed on the A1 robot without any fine-tuning. We train RMA on a varied terrain generator using bioenergetics-inspired rewards and deploy it on a variety of difficult terrains including rocky, slippery, deformable surfaces in environments with grass, long vegetation, concrete, pebbles, stairs, sand, etc. RMA shows state-of-the-art performance across diverse real-world as well as simulation experiments. Video results at https://ashish-kmr.github.io/rma-legged-robots/.

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Brand managers are wary of consumers who are either unaware of new brands or have an unfavorable attitude toward their brands. In this study, we investigate the creation of a self-brand connection with new and unfavorable brands in comparison to well-liked brands. Our empirical study reveals that consumers could form a self-brand connection with new and unfavorable brands when the brand serves as a self-presentational strategy-self-presentation by brand. In particular, first, we find that brand attitude predicts self-brand connection positively and significantly for a well-liked brand, but not for a new brand, and second, when consumers hold favorable (unfavorable) attitudes toward a familiar brand, the self-brand connection can exist (be diluted). Thus, the self-brand connection can vary depending upon consumers' favorability toward the brand. The current study suggests that one-on-one marketing, including customization and personalization, is relevant to new and unfavorable brands.