Examines the importance of delivering an all-inclusive price bundle to consumers. A longitudinal study is conducted to test the role of expectations of both price and other costs (e.g. hassle, time spent) associated with a price bundle on perceptions of value across first-time and repeat guests at an upscale resort/spa. The findings confirm that consumers consider more than just benefits (quality) and price when assessing value. Specifically, finds that providing an all-inclusive price package, even if actual monetary outlay is higher, will significantly increase perceptions of value for first-time consumers.Bundled pricing, the selling of two or more products or services for a single price, is becoming increasingly common in the service industry. The Wall Street Journal in the spring of 1999, for example, reported on AT&T's unveiling of a range of bundled cellular and long-distance packages. Likewise Xerox announced a desire to transform itself from a copier company to a copier-services company by pushing bundled services. Within the services industry, bundling has become a commonplace strategy. Hotels, resorts, air and cruise lines, for example, offer packages that combine transportation, lodging, meals and attraction admissions. From the firm's perspective, the use of bundling as a marketing strategy for services makes perfect economic sense, considering that they are perishable; under-utilized services are opportunities that are lost forever.
The expectation gap has been presumed to be caused by the differing perceptions of the accounting profession and third parties regarding the profession’s role, responsibilities, and related performance. Prior research regarding the expectation gap has focused on diverging perceptions of different groups (i.e. financial analysts, bank loan officers, small business owners, and auditors). While this research has identified an expectation gap between auditors and certain third parties, it has neglected examining the perceptions of judicial third parties. This absence is somewhat ironic given the role that jurors and judges play in determining auditors’ legal liability. This void is filled by comparing jurors’, auditors’, and accounting students’ attitudes towards the accounting profession. Results reveal a large divergence in perceptions of auditors and jurors regarding their expectations of the accounting profession. However, accounting students responded in a manner very similar to practicing auditors.
Extant research suggests that salespeople can significantly impact consumers' outcome perceptions. Examines the importance of initial contact with salespeople on consumers' perceptions of value and the impact of salesperson service failure on perceptions of value among non-purchasers. An exit survey of shoppers was conducted to realistically study these issues. Results show that outcome perceptions were significantly lower when either there was no contact with salespeople, or the consumer had to initiate the contact. The retailer that had the highest percentage of salesperson initiated contact, earned the highest perception ratings and also had the highest ratio of buyers to browsers. Furthermore, non-purchasers that experienced service failures (slow service or offended by a salesperson) discounted not just the perception of that retail visit, but also overall value compared to other retailers. These results suggest that retailers must encourage their sales staff to initiate consumer contact.
Employees are requesting more flexibility in their work schedules to be able to integrate work with other aspects of their family and personal lives. While alternative work arrangements are being offered at progressively more companies, it is unclear whether the work culture accepts these arrangements as a viable work alternative. Here we examine the extent to which flextime and telecommuting arrangements impact management accountants' performance evaluations, job commitment, and career progression as compared to working a traditional schedule. We also examine whether these arrangements are perceived as being less acceptable for men than for women. One-hundred sixty management accountants from 90 companies participated in our experiment. The results indicate that participation in alternative work arrangements did not impact perceptions of current task performance or job commitment. However, participation led to significantly lower perceptions of long-term career potential.
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