The Miles and Snow strategic type framework is re‐examined with respect to interrelationships with several theoretically relevant batteries of variables, including SBU strategic capabilities, environmental uncertainty, and performance. A newly developed constrained, multi‐objective, classification methodology is modified to empirically derive an alternative quantitative typology using survey data obtained from 709 firms in three countries (China, Japan, United States). We compare the Miles and Snow typology to the classification empirically derived utilizing this combinatorial optimization clustering procedure. With respect to both variable battery associations and objective statistical criteria, we show that the empirically derived solution clearly dominates the traditional P‐A‐D‐R typology of Miles and Snow. Implications and directions for future research are provided. Copyright © 2004 John Wiley & Sons, Ltd.

A substantial body of research evidence has now accumulated in the reference price literature. One stream of research has identified the antecedents of reference price and has assessed their effects through experimentation. Others have calibrated a variety of reference price models on panel data and reported the effects on brand choice and other purchase decisions. In this article, the authors review the published literature on reference price in both the behavioral and modeling streams. They offer an integrative framework to review prior research on (1) the formation of reference price, (2) retrieval and use of reference price, and (3) influences of reference price on various purchase decisions and evaluations. In doing so, the authors examine the influences of consumers' prior purchase history and contextual moderators, such as specific purchase occasions, promotional environment of the store, and product category characteristics. They summarize the key findings, identify the unresolved issues, and offer an agenda for further research, which includes a set of testable propositions. They also identify the methodological challenges that face reference price research. In the concluding section, the authors discuss the managerial implications of reference price research.

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In recent years, customer value has become a major focus among strategy researchers and practitioners as an essential element of a firm's competitive strategy. Many firms have been interested in Customer Value Analysis (CVA) which involves a structural analysis of the antecedent factors of perceived value (i.e., perceived quality and perceived price) to assess their relative importance in the perceptions of their buyers. We develop a statistical approach for performing CVA utilizing a recursive simultaneous equation model that is formulated to accommodate buyer heterogeneity. In particular, the proposed finite-mixture methodology allows one to estimate the relative effects and integration rules of perceived value drivers at the market segment level, as well as to simultaneously determine the (unknown) segments themselves. We demonstrate the utility of the proposed methodology via an actual commercial application involving a large electric utility company. Finally, we discuss the contributions of our research from the perspective of firm strategy and how it may be extended in the future.

The authors present a new measurement methodology of perceived value, based on latent structure multidimensional scaling, that derives simultaneously the underlying dimensions of the perceived value of various brands and market segment heterogeneity in terms of how such value evaluations are made. This latent structure, ordered probit, multidimensional scaling (MDS) based methodology improves on existing industry techniques of illustrating perceived customer value because it enables researchers to infer the underlying dimensions of perceived value from the data without specifying these a priori, as is common in existing methods. The authors compare the proposed model against more traditional MDS approaches in an empirical illustration involving the perceived value of compact cars. Finally, the authors discuss managerial implications of this technique and provide directions for further research.

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