Marketing Research 10th Edition Mcdaniel Solutions Manual

Marketing Research 10th Edition
McDaniel Solutions Manual

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McDaniel & Gates – Marketing Research, 10th Edition Instructor’s Manual
CHAPTER 11
Using Measurement Scales to Build Marketing Effectiveness
LEARNING OBJECTIVES
1. Explain the linkage among attitudes, behavior, and marketing effectiveness.
2. Understand the concept of scaling.
3. Compare the various types of attitude scales.
4. Examine some basic considerations in selecting a type of scale.
5. Realize the importance of attitude measurement scales in management decision making.
KEY TERMS
Attitude Paired comparison scales
Scaling Constant sum scales
Unidimensional scales Semantic differential scales
Multidimensional scales Stapel scales
Graphic rating scales Likert scales
Itemized rating scales Purchase intent scales
Noncomparative scales Balanced scales
Rank-order scales Nonbalanced scales
Comparative scales Determinant attitudes
Net Promoter Score
CHAPTER SCAN
This chapter discusses using measurement scales to help understand attitudes, behaviors, and
marketing effectiveness. An attitude is an enduring organization of motivational, emotional,
perceptual, and cognitive processes with respect to some aspect of our environment. It is a
learned predisposition. Behavior is an outward display of attitudes. Because attitudes cannot be
observed, they must be measured using scales. This chapter discusses several different types of
scales, as well as their appropriate uses. It also examines some basic considerations to use when
selecting a scale. Attitudes toward features that are most closely related to preference or to actual
Copyright © 2015 John Wiley & Sons, Inc. 11-1

purchase decisions are said to be determinant. There are three major approaches to identifying
the determinant attitudes.
The term scaling refers to procedures for attempting to determine quantitative measures of
subjective and sometimes abstract concepts. It is defined as a procedure for assigning numbers or
other symbols to properties of an object in order to impart some numerical characteristics to the
properties in question. Scales are either uni-dimensional or multidimensional.
Several factors should be considered in selecting a particular scale for a study. The first is the
type of scale to use: rating, ranking, sorting, or purchase intent. Next, consideration must be
given to the use of a balanced scale versus a non-balanced scale. The number of categories also
must be determined. A related factor is whether to use an odd or even number of categories.
Finally, the researcher must consider whether to use forced or non-forced choice sets.
CHAPTER OUTLINE
1. Attitudes, Behavior, and Marketing Effectiveness
I. Attitude
A. Attitude Defined
II. Link between Attitudes and Behavior
A. Prediction
B. Identified Links
C. Six Factors in Assessing whether Attitude Research Will Predict Behaviors
III. Enhancing Marketing Effectiveness
A. Attitudes
B. Correlation between Attitude and Behavior
C. Attitude Measures
2. Scaling Defined
I. Scaling
A. Scaling Defined
B. Measurement Tool

3. Attitude Measurement Scales

I. Graphic Rating Scales
A. Graphic Rating Scales Defined
II. Itemized Rating Scales
A. Itemized Rating Scales Defined
III. Traditional One-Stage Format
IV. Two-Stage Format
V. Rank-Order Scales
A. Comparative Scales
B. Rank-order Scales
VI. Paired Comparisons
A. Paired Comparisons Scales Defined
VII. Constant Sum Scales
A. Constant Sum Scales Defined VIII. Semantic Differential Scales
VIII. Semantic Differential Scales
A. Defined
IX. Stapel Scales
A. Stapel Scales Defined
X. Likert Scales
A. Likert Scales Defined
B. Steps in Building the Scale
XI. Purchase Intent Scales
A. Purchase Intent Scales Defined
XII. Scale Conversions
XIII. Net Promoter Score (NPS)
4. Considerations in Selecting a Scale
I. The Nature of the Construct Being Measured
A. Objective of the Research Study
II. Type of Scale
A. Decision for Scale Type
III. Balanced versus Nonbalanced Scale

A. Balanced Scale Defined

B. Nonbalanced Scale Defined
IV. Number of Scale Categories
A. Even Number of Scale Categories
B. Odd Number of Scale Categories
V. Forced versus Nonforced Choice
A. Forced Choice Defined
B. Nonforced Choice Defined
5. Attitude Measures and Management Decision Making

I. Determinant Attitudes
A. Determinant Attitudes Defined
II. Direct Questioning
A. Direct Questions Defined
B. Dual questioning
III. Indirect Questioning
A. Indirect Questioning Defined
IV. Observation
A. Observation Defined
V. Choosing a Method for Identifying Determinant Attitudes
6. Summary
CHAPTER SUMMARY
1. Attitudes, Behavior and Marketing Effectiveness
I. Attitude
A. Attitude Defined–an enduring organization of motivational, emotional, perceptual, and
cognitive processes with respect to some aspect of our environment–learned predisposition
to respond in a consistently favorable or unfavorable manner toward and object or concept.
II. Link Between Attitudes and Behavior
A. Prediction Defined–prediction of future behavior for a group of consumers tends to be

more accurate than the prediction of behavior for a single consumer.

B. Identified Links
1. The more favorable the attitude of consumers, the higher is the incidence of
product usage. The less favorable the attitude, the lower is the incidence of usage.
2. The more unfavorable people’s attitudes are toward a product the more likely they
are to stop using it
3. The attitudes of people who have never tried a product tend to be distributed
around the means in the shape of a normal distribution.
4. When attitudes are based on actually trying and experiencing a product, attitudes
predict behavior quite well. Conversely, when attitudes are based on advertising,
attitude behavior consistency is significantly reduced.
C. Six Factors in Assessing whether Attitude Research Will Predict Behaviors
1. Involvement of the consumer–Attitudes are likely to predict purchase behavior
only under conditions of high involvement.
2. Attitude measurement–the attitude measurement has to be both reliable and valid
and at the same level of abstraction as the measure of behavior.
3. Effects of other people–feelings of other people toward the purchase and the
consumer’s motivation to comply with these feelings can affect prediction of
behavior.
4. Situational factors–holidays, time pressures, or sickness, intervene, measured
attitudes may fail to predict behavior well.
5. Effects of other brands–even though a consumer’s attitude toward a brand may
be quite favorable, if that consumer’s attitude toward another brand is even more
favorable, the other brand will probably be purchased.
6. Attitude strength–to influence behavior, it must be held with sufficient strength
and conviction to be activated in memory.
III. Enhancing Marketing Effectiveness
A. Attitudes–the essence of the “human change agent.”
B. No perfect correlation between attitudes and behavior.
C. Attitude measures–often the “best tool available.”

2. SCALING DEFINED
I. Scaling
A. Scaling Defined–a procedure for assigning numbers (or other symbols) to properties of
an object in order to impart some numerical characteristics to the properties in question.
B. Measurement Tool
1. Scales–are either unidimensional or multidimensional.
a. Unidimensional–designed to measure only one attribute of a concept,
respondent, or object.
b. Multidimensional–based on the premise that a concept, respondent, or
object might be better described using several dimensions.
PRACTICING MARKETING RESEARCH

Comparing the Traditional Likert Scale and Alternative Slider Scales
Key Points:
• Survey Sampling International ran a series of surveys designed to examine the
differences between the performances of a “standard” 5-point Likert scale and a Flash-
based slider scale.
• The two scales were assessed based on data collected, engagement, and respondent
satisfaction with the instrument.
• The experiment focused on two key ratings issues:
o equivalency of ratings and
o the spaces between ratings.
• In setting up the experiment, respondents were given a traditional Likert Scale containing
four statements and were asked at the end to rate how well they felt the instrument
allowed them to express their true opinions.
• Respondents were then given a second scale on which they were allowed to rescore
previous items on a scale up to 5 points in the direction of any adjacent ranks.
• While respondents generally expressed satisfaction with the accuracy of the traditional
scale, a substantial portion chose to rerate, especially those posting ratings of
agree/disagree slightly (as much as 75 percent).

• Data distributions varied noticeably across the different designs, indicating that design
did matter with regard to how respondents answered. In applying averages and mean
scores, however, the data generally seemed to align across the scale designs.
• The clear takeaway was that the slider scales generally offered greater granularity in
terms of response options.
• That granularity was reflected in respondent attitudes as, overall, respondents using slider
scales reported higher satisfaction levels regardless of the slider design.
Questions: Answers will vary by respondent.
1. Using the following scale, assess the following statement: The assessment of the
Likert scale in comparison to the slider scale is accurate.
2. Now given the opportunity, would you place your answer somewhere in between its
current position and a position adjacent to it? Why or why not?
3. In answering the previous questions, do you think you have been able to accurately
express your opinions regarding the given statement? Explain.
3. ATTITUDE MEASUREMENT SCALES

I. Graphic Rating Scales
A. Graphic Rating Scales Defined–offers the respondents with a graphic continuum
typically anchored by two extremes.
1. Advantage of a graphic rating scales–easily constructed and simple to use–
enables a researcher to discern fine distinctions. Graphic rating scales are
typically treated as interval data.
2. Disadvantage of graphic rating scales–overly extreme anchors tend to force
respondents toward the middle of the scale.
Exhibit 11-1 Three Types of Graphic Rating Scales
II. Itemized Rating Scales
A. Itemized Rating Scales Defined–similar to graphic rating scales, except that
respondents must select from a limited number of ordered categories rather than
placing a checkmark on a continuous scale. Starting items are rotated on each
questionnaire to eliminate the order bias that might arise from starting with the same
item each time.

1. Advantages—itemized rating scales are easy to construct and tend to be more

reliable than graphic scales.
2. Disadvantages–do not allow for the fine distinctions that can be achieved in a
graphic rating scale
Exhibit 11.2 Itemized Rating Scales Used in Internet and Mall Surveys
Exhibit 11.3 Selected Itemized Rating Scales
III. Traditional One-Stage Format
IV. Two-Stage Format Two-Stage Questions–a researcher can use a two-stage format in order
to measure the most extreme positions. A two-stage format separates the answer choices into two
groups: the key word (e.g., effective, ineffective) and its modifier (e.g., very, somewhat).
V. Rank-Order Scale (are comparative)

A. Noncomparative Scales–the respondent makes a judgment without reference to another
object, concept, or person therefore itemized and graphic scales are noncomparative
B. Rank-Order Scales
1. Comparative scales–the respondent is asked to compare two or more items and
rank each item
3. Advantages
a. easy to use and
b. give ordinal measurement of the items evaluated.
c. Instructions are easy to understand
d. Process typically moves at a steady pace
3. Disadvantages
a. If all of the alternatives in a respondent’s choice set are not included, the
results could be misleading
b. If the concept being ranked may be completely outside a person’s choice set,
thus producing meaningless data
c. The scale gives the researcher only ordinal data. Nothing is learned about
how far apart the items stand or how intensely the respondent feels about the

ranking of an item
d. Do not know why the respondent ranked the items as he or she did
Exhibit 11.4 Series of Rank-Order Scales Used to Evaluate Eye Shadows and Car Resale
Values
VI. Paired Comparisons

A. Paired Comparisons Scales Defined–ask a respondent to pick one of two objects from
a set based upon some stated criteria.
Exhibit 11.5 Paired Comparison Scale for Sun Care Products
1. Paired comparisons overcome several problems of traditional rank-order scales
a. It is easier for people to select one item from a set of two than to rank a large
set of data
b. The problem of order bias is overcome; there is no pattern in the ordering of
items or questions to create a source of bias
VII. Constant Sum Scales
A. Constant Sum Scales Defined–respondents are required to divide a given number of
points, typically 100, among two or more attributes based on their importance to the
person.
1. Number of points allocated to each alternative indicates the rank
Exhibit 11.6 Constant Sum Scale Used in a Tennis Sportswear Study
2. Advantage–the respondent can give two characteristics an equal value
3. Disadvantage–the respondent may have difficulty allocating the points to total
100 if there are a lot of characteristics or items.
Most researchers recommend that 10 items is the upper limit on a constant sum scale
VIII. Semantic Differential Scales
A. Semantic Differential Scales Defined–measurement tool that examines the strengths
and weaknesses of a concept by having the respondent rank it between dichotomous
pairs of words or phrases that could be used to describe it; the means of the responses
are then plotted in a profile or image.
1. Advantages
a. Quick and efficient means of examining strengths and weaknesses.

b. Sufficiently reliable and valid for decision making and prediction.

c. Statistically robust.
2. Disadvantages
a. Lack of standardization
b. Number of divisions on the semantic differential scale also presents a
problem. Too few—the scale lacks meaning; too many—the scale is difficult
for responders to discriminate. A 7-point scale is recommended.
c. Halo effect–the rating of a specific image component may be dominated by
the interviewee’s overall impression of the concept being rated. Bias may be
significant if the image is hazy in the respondent’s mind. To partially
counteract the halo effect, the researcher should randomly reverse scale
adjectives so that all the “good” ones are not placed on one side of the scale and
the “bad” ones on the other.
Exhibit 11.7 Semantic Differential Profile of an Arizona Savings and Loan
Association
IX. Stapel Scales

A. Stapel Scales Defined–measurement tools that require the respondent to rate, on a
scale ranging from +5 to -5, how closely and in what direction a descriptor adjective
fits a given concept
B. Advantages
1. Enables the researcher to avoid the arduous task of creating bipolar adjectives pairs
2. Permits finer discrimination in measuring attitudes
C. Disadvantages
1. Descriptor adjectives can be phrased in a positive, neutral, or negative vein and the
choice of phrasing has been shown to affect the scale results
Exhibit 11.8 Stapel Scale Used to Measure a Retailer’s Web Site
X. Likert Scales
A. Likert Scales Defined–measurement tools in which the respondent specifies a level of
agreement or disagreement with statements expressing either a favorable or an unfavorable

attitude toward the concept under study

1. Advantages–respondents are required to consider only one statement at a time,
with the scales running from one extreme to the other
B. Steps in Building the Scale
1. Identify the concept, activity, etc., to be scaled
2. Assemble a large number of statements concerning the public’s sentiments toward
the concept, activity, etc.
3. Each test item is classified by the researcher as generally “favorable” or
unfavorable
4. Pretest, using direction-intensity descriptors such as
a. strongly agree
b. agree
c. undecided
d. disagree
e. strongly disagree
5. Each response is given a numerical weight ( e.g., 5, 4, 3, 2, 1)
6. The individual’s total attitude score is represented by the algebraic summation of
weights associated with the items checked
7. The results of the pretest will determine those items that appear to discriminate
well between high and low total scorers
8. The 20 to 25 items selected are those that have discriminated “best”
9. Steps 3 through 5 are then repeated in the main study
Exhibit 11.9 Likert Scales Used by an Internet Game Site
XI. Purchase Intent Scales

A. Purchase Intent Scale Defined–tools used to measure a respondent’s intention to buy
or not buy a product
1. Advantages
a. Good predictor of consumer choice of frequently purchased and durable
consumer products
b. Easy to construct

c. Use the purchase intent scale to make go-no go decisions in product

development without reference to market share
Exhibit 11.10 Purchase Intent Scale and Related Questions for In-Home Product
Placement of Fly Traps
XII. Scale Conversions
KEY POINTS:
A. A considerable amount of Voice of the Customer (VOC), also called satisfaction studies,
is collected using tracking studies that follow changes in attitude and purchase behavior
over time. It is not unusual that research methodologies may change over time at a firm.
B. One such change may be moving from a 5-point scale to a 10-point scale. Thus, we need
a method to make the data from the two different scales comparable (assuming the
wording is approximately the same).
C. Consider four common scales: 5-point, 7-point, 10-point, and 11-point. Often results are
reported using an op-box approach and thus we can use this same approach to find
overlap in the scales. For example, each scale point for a 5-point scale covers 20% of the
scale (i.e., if responses were completely random, we’d expect 20% to respond 1, 20% to
respond 2, etc.). Therefore a top-two-box in a 5-point scale would encompass 40% of the
scale points. Similarly, for a 7-point scale, a single scale point accounts for 14%. A top-
two-box would account for 28% and a top three box 42% of the scale points, which is
approximately the same as our top-two box for the 5-point scale.
Exhibit 11.11 Box Score Distribution for Four Scales
Exhibit 11.12 Approximate Conversions for Boxed Scores among for Four Scales
XIII. Net Promoter Score (NPS)
A. Used to avoid the confusion of using scales with differing numbers of scale points.
B. The key is to maximize high scores and to eliminate or minimize low scores.
4. CONSIDERATIONS IN SELECTING A SCALE

I. The Nature of the Construct Being Measured
A. Objective of the Research Study–fundamental effect on the manner in which scales
are used for survey measurement

II. Type of Scale

A. Decisions for Scale Type
1. Choice of which type of scale to use–depend on the problem at hand and the
questions that must be answered
2. Researchers–scales that can be administrated over the telephone or via the
Internet, to save interviewing expense.
3. Ease of administration and development
4. Marketing researcher–understand the nature of the construct that was measured,
the scope of the measurement, and the content and phrasing of the scale items for
relevance to a new population before borrowing a scale.
III. Balanced versus Nonbalanced Scale
A. Balanced Scale–the same number of positive and negative categories
B. Nonbalanced Scale–weighted toward one end or the other
IV. Number of Scale Categories
A. Even Number of Scale Categories–there is no neutral point, forcing the respondent to
indicate some degree of positive or negative feelings
B. Odd Number of Scale Categories–researchers claim that having a neutral point on a
scale gives the respondent an easy way out
V. Forced Versus Nonforced Choice
A. Forced Choice–argument for is that the respondent has to concentrate on his or her
feelings
C. Nonforced Choice–allows the respondent to have a selection when they do not have an
opinion or have no knowledge of the subject.
5. ATTITUDE MEASURES AND MANAGEMENT DECISION MAKING

I. Determinant Attitudes
A. Determinant Attitudes Defined–attitudes that are most closely related to
preference or to actual purchase decisions. To properly measure determinants of
attitude, researchers must do more than record scale results. Three approaches: 1)
direct questioning, 2) indirect questioning, and 3) observation.

II. Direct Questioning

A. Direct Questioning Defined–respondents may be asked to explain their reasons for
preferring one product or brand over another
B. Dual Questioning Defined–involves asking two questions concerning each product
attribute that might be determinant
Exhibit 11.14 Importance Ratings of Savings and Loan Characteristics
Exhibit 11.15 Difference Ratings of Savings and Loan Characteristics
III. Indirect Questioning

A. Indirect Questioning Defined–any interviewing approach that does not directly ask
respondents to indicate the reasons why they bought a product or service.
IV. Observation
A. Observation Defined–observe shoppers and record their movements and statements
while interacting with certain products on display
V. Choosing a Method for Identifying Determinant Attitudes
6. SUMMARY
QUESTIONS FOR REVIEW AND CRITICAL THINKING

1. Discuss some of the considerations in selecting a rating, ranking, or purchase intent
scale.
All three scales are easy to construct and use, however they have different purposes. A ranking
scale is used to compare products and constructs with each other. A rating scale assesses the
weaknesses and strengths of a single construct or product. A purchase intent scale is used to
assess new products, product modifications, new services or service modifications. All three can
be used in the same questionnaire, depending on the needs of the client.
2. What are some of the arguments for and against having a neutral point on a scale?
One of the disadvantages of having a neutral point is that researchers run the risk of respondents
choosing the neutral category for most responses. This outcome can be a problem when
researchers are trying to determine a positive or negative attitude about the characteristic of

interest that is being measured. If the researcher does not use a neutral point, then some valuable
information may be lost in that some people may choose not to answer the question because they
truly feel neutral or indifferent. The key to resolving this issue occurs at the exploratory research
stage. The key question is, “are neutral responses necessary given the question being asked?” If
the differences of opinion are fairly sharp, and people are opinionated at the exploratory stage,
then the neutral response is not necessary. However, if the question deals with something in
which respondents could be neutral, then the midpoint neutral response should be there.
3. Compare and contrast the semantic differential, Stapel scale, and Likert scale. Under
what conditions would a researcher use each one?
The semantic differential presents a pair of bipolar words or phrases that are placed on opposite
ends of the scale. Respondents are asked to choose the point on the scale that represents their
feelings. The Stapel scale uses only one attribute, and the word is placed in the center of the scale
anchored by a 10-point continuum from +5 to –5. Respondents are asked to circle the number
which represents their attitudes toward the characteristic of interest that is being measured.
The Likert scale is a 5 point or 7 point scale used to measure attitudes, with all 5 or 7 points
being labeled. Respondents are asked to indicate the degree of agreement with a statement or
degree of importance, preference, or likelihood of action. The semantic differential is used in
cases where image is being measured, the Likert should be used for measuring attitudes and the
Stapel scale should be used for measuring the importance of attributes taken singly.
4. The local department store in your home town has been besieged by competition from
the large national chains. What are some ways that target customers' attitudes toward the
store could be changed?
If there are several large chains, the local store cannot compete only on product assortment or
price. It must find some other sustainable competitive advantage. Research could be conducted
to determine what the customers’ current attitudes toward the store are and what they value most
in a department store. If the customers value personal service, the store must provide it and use
this element in their promotions and advertising. If the customers believe in home-town values,
the store could focus on its history in the community, while promoting an updated image.

5. Develop a Likert scale to evaluate the parks and recreation department in your city.
Likert Scales have to do with extent of agreement with a statement. Hence:

City Park is a well-maintained park.
Strongly Somewhat Neutral Somewhat Strongly
Agree Agree Agree Agree
6. Develop a purchase intent scale for students eating at the university’s cafeteria. How
might the reliability and validity of this scale be measured? Why do you think purchase
intent scales are so popular in commercial marketing research?
How likely is it that you will buy a 19-meal card this semester?
Definitely Will, Probably Will, Might, Probably Will Not, Definitely Will Not
The reliability could be measured by a test-retest reliability check of the scale. Validity could be
measured by considering the content, the predictability, and whether it looks like it is measuring
what it is supposed to be measuring.
These scales are important for commercial researchers because it is imperative that clients be
able to adequately predict the potential success of a product. This success would include the
immediate purchase level of the product, repeat purchase behavior, brand loyalty, potential
market share, and predicted sales volume.
7. When might a researcher use a graphic rating scale rather than an itemized scale?
A researcher might use a graphic rating scale when dealing with anyone that cannot read the
questions (a child or an individual who doesn’t read the language of the instrument). It might
also be used when dealing with a sensitive subject or if the characteristics of the construct are
difficult to discern.
8. What is the difference between a rating and a ranking? Which is best for attitude
measurement? Why?
Rating expresses a measurement of the characteristic of interest in relation to some sort of

standard - either a known or an unknown standard. Ranking measures where the characteristic of
interest lies in relation to an array of other known objects.

9. Develop a rank-order scale for soda preferences of college students. What are the
advantages and disadvantages of this type of scale?
Please rank the following beers in order of preference (1= least preferred, 8 = most preferred)
Coke
Diet Coke
7-Up
Dr. Pepper
Sprite
Tab
Big Red
Slice
The advantages of a rank order scale are: (1)that they are easy to use, (2)they form an ordinal
scale of the items being evaluated, and (3) It forces respondents to evaluate brands or attributes
in a realistic manner.
The disadvantages are: (1) if all the alternatives in a respondent’s evoked set are not present, the
results can be misleading, (2) the idea or concept being ranked may be outside the respondent’s
evoked set thus producing artificial results, (3) nothing is learned about how far apart the items
stand or how intense a person feels about the ranking, and (4) there is little information on why
the items are ranked as they are.
10. What are determinant attitudes and why are they important?
Attitudes toward features that are most closely related to preference or to actual purchase
behavior are said to be determinant. Marketers need to know which attitudes or features lead to
buying behavior because these are the features around which a successful marketing strategy can
be constructed.
11. Explain the concept of scale equivalence?
Consider four common scales: 5-point, 7-point, 10-point, and 11-point. Often results are reported
using a top-box approach and thus we can use this same approach to find overlap in the scales.
For example, each scale point for a 5-point scale covers 20% of the scale (i.e., if responses were

completely random, we’d expect 20% to respond 1, 20% to respond 2, etc.). Therefore a top-two-
box in a 5-point scale would encompass 40% of the scale points. Similarly, for a 7-point scale, a
single scale point accounts for 14%. A top-two-box would account for 28% and a top three box
42% of the scale points, which is approximately the same as our top-two box for the 5-point
scale.
12. Why is the net promoter score so popular yet controversial?

It is popular because it is one way to avoid the confusion of using scales with differing numbers
of scale points. Acceptance of NPS meant no more surveys with lots of questions or mystifying
models to understand. The key strategy is to maximize high scores and to eliminate or minimize
low scores.
The Net Promoter Score, says that every company’s customers can be divided into
three categories: Promoters, Passives, and Detractors. By asking “How likely is it
that you would recommend [your company] to a friend or colleague? ” — you can
track these groups and get a clear measure of your company’s performance through
your customers’ eyes. Customers respond on a 0 -to-10 point rating scale as follows:
• Promoters (score 9-10) are loyal; keep buying; and refer others; contributing
to growth.
• Passives (score 7-8) are satisfied but unenthusiastic; vulnerable to
competitive offerings.
• Detractors (score 0-6) are unhappy customers who can damage your brand
and impede growth via negative word-of-mouth.
To calculate your company’s NPS, take the percentage of customers who are
Promoters and subtract the percentage who are Detractors.
Not everyone is a strong supporter of NPS. For example, Exhibit 11.13 shows three different
scenarios with an NPS of 20 percent (promoters minus detractors). With Company A, there are
no detractors, but 80 percent are passive. Company B has an equal amount of promoters and
passives with 20 percent detractors. Company C has no passives, but a large number (40 percent)
of detractors. Thus, even though the NPS is the same for all three firms, each requires a different
marketing and customer relationship strategy.

Also, an increasing NPS over time can mean more promoters, less detractors, or both. Again,
depending upon why the NPS has gone up, different strategies may be necessary.
Another issue is those labeled “passives”. Some argue that passives are, in fact, not passive.
13. Discuss the relationship between customer satisfaction and profits.
Satisfied customers come back to make repeat purchases and they tell others about their good
experiences. Repeat sales to these satisfied customers are easier to obtain than initial sales to new
customers. And, they don’t cost as much. Therefore, they are more profitable. Satisfied
customers are more likely to increase their degree of use of your products, buying more
frequently and finding new ways to use your products. Positive word-of-mouth referrals from
satisfied customers, who are people you know, have more credibility than most advertising
messages. That results in increased sales from new customers. These increased sales levels also
result in increased profitability.
14. Divide the class into teams. Each team should create five adjective pairs of phrases that
could be used in a semantic differential to measure the image of your college or university.
The instructor will then aggregate the suggestions into a single semantic differential. Each
team member should then conduct five interviews with students not on the class. The data
can then be analyzed later in the term when statistical analysis is covered.
Responses will vary.
WORKING THE NET

1. SBI (Strategic Business Insights) is a spinoff of the Stanford Research Institute. One of
its most popular products is called VALS (Values and Life Style Survey). SRIC-BI uses
VALS to segment the marketplace on the basis of personality traits that drive consumer
behavior. VALS is used in all phases of the marketing mix. The survey categorizes
consumers into eight personality types. GEOVALS applies the power of VALS to local
marketing efforts by identifying the concentration of the VALS consumer group residing
within a specific block group or zip code.
Go to www.strategicbusinessinsights.com, and then click on “Take the VALS SURVEY.”
1. Explain the theory behind the creation of VALS.

The Web site says, “VALS™ is a marketing and consulting tool that helps businesses worldwide
develop and execute more effective strategies. The system identifies current and future
opportunities by segmenting the consumer marketplace on the basis of the personality traits that

drive consumer behavior.”

2. Do you agree with your VALS classification? Learn more by going to “The VALS Types
link.
Student answers will vary, depending upon their VALS classification.
3. What kind of scale was used in the survey? Could other types of scales have been used?
Respondents provide input regarding their attitudes, interests, and opinions using a Likert scale.
4. Explain how a marketer could use GOEVALS.
By finding the geographic location (zip code) of individuals holding attitudes, interests, and
opinions sought for the desired target market, marketers can focus the distribution of promotional
messages in a most efficient manner.
REAL LIFE RESEARCH

Case 11.1 – Improving the Long-Term Prognosis of Pharmaceutical Brands
Key Points:
• Over the past several years, pharmaceutical companies have begun leveraging
customer loyalty and engagement research to strengthen competitive positionings,
improve customer experiences and deliver more engaging marketing.
• For pharmaceutical companies, winning the loyalty game means achieving a greater
share of physicians who will give their company and product the benefit of the doubt;
while creating fewer disloyal physicians – those who will avoid their product
whenever possible.
• As Figure 1 shows, there is a wide range of manufacture recognition. (Each row

represents the products made by one company.) The firms at the top have successfully
promoted their overall brands and most physicians know which companies make their
products. The bottom row shows, however, that there are still medications whose
manufacturers are known by fewer physicians.

Figure 1
Awareness of the Pharmaceutical Company That Markets Each Brand
Two-pronged effort
• As Figure 2 shows, building deeper relationships with physicians requires a two-

pronged effort: converting ambivalent physicians to loyal one and fixing the problems
that are making some physicians disloyal.
• Further analysis of other data reveals an important discovery: The two lists of
priorities are not the same. The implication is that different strategies are required to
build loyalty and to eliminate disloyalty.
Figure 2
Building Loyalty – Converting Ambivalent to Loyal Prescribers and Converting Disloyal

to Ambivalent
• Figure 3 shows the strongest four attributes in terms of their impact on loyalty – with
typical results from this kind of analysis. We learn that physicians are more likely to
be loyal if they believe that the company:
o treats physicians fairly in their interaction;
o provides a consistently high level of service;
o delivers valuable services and;
o understands the physician’s practice.
• The bar chart represents the percent of physicians who are delighted with each of three
companies. Imagine for a minute that you are Company A. You are faced with
Company B, which has convinced over half of physicians that it has achieved
excellence in three of the four areas. Your company is fairly close in two of those
areas. To create a brand position – a structure of brand pillars that can generate a
leadership position in the minds of your customers – you need to find at least one area
that you can own. In this case, it will be “providing valuable services.” To complete

the bundle, close the gap on those areas where it is feasible, given the size of the gap
and the resources that would be required.
Figure 3: Understanding the Causes of Loyalty
Strong Impact
Figure 4 shows the four strongest drivers of disloyalty. While one of the factors
(understanding the physician’s practice) operates in both directions – loyalty and disloyalty –
the other three have a strong impact on disloyalty without having much of an impact on
loyalty.
We learn that the strongest driver of physician disloyalty is the belief that a company does not
look out for patients’ interests. Another key factor is the perception that the company, its
marketing channels and sales force are not focused on physicians’ needs. And a third cause of
disloyalty is simply not seeing value in the company’s services.
Company B still dominates, with lower levels of dissatisfaction than competitors on most
items. But here, Company A has an area of strength – few physicians believe that it does a
poor job of looking out for patients’ interests. So Company A’s first job is to consciously
maintain this advantage. Its other job is to eliminate weaknesses (e.g., learning why some
physicians believe it does not focus on physicians’ needs) and then take advantage of
disloyalty to competitors by demonstrating that it will fulfill this basic need when competitors
do not.
Figure 4: Understanding the Causes of Disloyalty
Measuring and managing
In today’s pharmaceutical industry, where it is no longer the rep and samples alone that build
loyalty, the multichannel experience is what creates perceptions of value, strengthening brand
pillars and, in turn, developing loyalty (Figure 5). Pharma companies now face the challenge
of measuring and managing the entire multichannel experience. Interestingly, in different
therapeutic areas, very different channels have assumed the mantle of supporting actors that
supplement the leading role of the rep.

Drill-down analysis identifies channels that have the strongest impact on perceptions of a
company – those channels that lead physicians to see the firm as delivering any or all of the
key loyalty (and disloyalty) drivers.
Figure 5: Which Channels and Resources Build Brand Pillars
Figure 6 shows a channel drill-down analysis for one critical brand pillar: “provides valuable
services.” It will not surprise anyone in pharma that the sales rep is the strongest pillar.
Samples are also critical, in those therapeutic areas where samples are a way that physicians
can provide valuable support to patients. But many other factors now play a role, from video
details to medical liaisons to patient assistance and the entire spectrum of resources that has
created the multichannel customer experience. This shows how a multifaceted and intricate
brand-building process can be simplified by prioritizing high-impact channels that strengthen
a brand pillar and lead to loyalty.
To build the perception that the company provides exceptionally valuable services, marketers
need to pay attention to the op-box ratings of each channel that leads to the perception of
excellence in those brand pillars that support loyalty. Our results show that Company A will
need to focus its attention on video details (similar to a sales rep visit but conducted on an
audio-visual platform) and sampling. This company’s reps and Web site are providing an
outstanding experience for many physicians. But the percent of physicians giving the highest
ratings on video details and samples is sub-par
Figure 6: Strengthening Brand Pillars
Channel Drivers of ‘Provides Valuable Services’
Metrics vary widely
As in other industries, the metrics used to measure loyalty in health care vary widely. Net
Promoter is the most famous metric. The critical question is how much benefit accrues from
the additional complexity of an index, compared to the simplicity of a single question. The
pharmaceutical industry is rich with data on actual customer behavior, including scripts
written or revenue resulting from an individual physician’s prescribing behavior. Figure 7
shows the results of an analysis in which physician opinion data is merged with actual

prescription revenue per physician. Each pair of bars compares loyal physicians – however
measured – with physicians who are not loyal
In each instance, the loyal physicians (represented by the orange bars) are responsible for
more revenue per physician than the ones who are not loyal (the gray bars). The key question
is: How much more revenue? Comparing Promoters to Detractors achieves a 25 percent
differential, which is to say that Promoters prescribe 25 percent more than Detractors.
(Promoters selected 9 or 10 on the recommendation sale, whereas Detractors selected 0 to 6).
When we apply the same scale and calculations to a satisfaction question, it discriminates
somewhat better, with extremely satisfied physicians (scores of 9 or 10) prescribing 35
percent more than not-very-satisfied ones (those who chose 0 to 6).
Opinion researchers have known for years that indexes outperform individual questions, so it
is not surprising that the loyalty index outperforms the single-question items. But by how
much? Loyal physicians (defined as scoring above a threshold on the index) prescribe 55
percent more than physicians who are not loyal.
It is important to note that all three of the indexes generated roughly the same percentage of
physicians who were considered loyal. They differ on which physicians were placed into the
loyal category. In pharmaceuticals, at least, an index is a more accurate measure of loyalty, if
what you are interest in is more prescriptions and more revenue. 26
Figure 7
Ability of Alternative Loyalty Metrics To Discriminate Prescribing Volume
Questions:
1. You are the marketing manager for a big pharmaceutical company. What are the four
key take-aways from this research?
Physicians are more likely to be loyal if they believe that the company:
1. treats physicians fairly in their interaction;
2. provides a consistently high level of service;
3. delivers valuable services and;
4. understands the physician’s practice.

2. For every figure, explain what types of scales could have been used to derive the data.
Figure 1: itemized rating, Likert scale
Figure 2: itemized rating scale, multiple choice format
Figure 3: paired comparison scale, multiple choice format, itemized rating scale
Figure 4: same as figure 3
Figure 5: any type of scaled response for the brand pillars; extent of agreement for the loyalty
and engagement factors
Figure 6: any type of scale response that includes performance ratings including an
“excellence” rating.
Figure 7: given the necessity of discriminating among loyalty, satisfaction, and promotion, a
scaled response producing metric data, such as a balanced extent of agreement scale or even
a Stapel scale.
3. The Loyalty Index and Satisfaction score proved to be better indicators of revenue per
physician than the net promoter scale. What implications, if any, does this have for
NPS?
For the objectives of the study, the Loyalty Index and Satisfaction scores utilized the most
valid and reliable measures.
4. Now many prescription drugs are promoted directly to the final consumer.
Should this have been considered in the research? If so, how might this be
measured?
Promoting directly to the consumer creates a “Pull” type of demand on the product; that
the patient is now asking (or prescribing) what their drug should be. Consumer
preferences can be measured with the same scales used to assess physicians, given the
language in the questions is suitable to the general population.

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Copyright © 2015 John Wiley & Sons, Inc. 11-1

Copyright © 2015 John Wiley & Sons, Inc. 11-2

3. Attitude Measurement Scales

Copyright © 2015 John Wiley & Sons, Inc. 11-3

A. Balanced Scale Defined

5. Attitude Measures and Management Decision Making

Copyright © 2015 John Wiley & Sons, Inc. 11-4

more accurate than the prediction of behavior for a single consumer.

Copyright © 2015 John Wiley & Sons, Inc. 11-5

PRACTICING MARKETING RESEARCH

Copyright © 2015 John Wiley & Sons, Inc. 11-6

3. ATTITUDE MEASUREMENT SCALES

Copyright © 2015 John Wiley & Sons, Inc. 11-7

1. Advantages—itemized rating scales are easy to construct and tend to be more

III. Traditional One-Stage Format

V. Rank-Order Scale (are comparative)

Copyright © 2015 John Wiley & Sons, Inc. 11-8

VI. Paired Comparisons

Copyright © 2015 John Wiley & Sons, Inc. 11-9

b. Sufficiently reliable and valid for decision making and prediction.

IX. Stapel Scales

Copyright © 2015 John Wiley & Sons, Inc. 11-10

attitude toward the concept under study

XI. Purchase Intent Scales

Copyright © 2015 John Wiley & Sons, Inc. 11-11

c. Use the purchase intent scale to make go-no go decisions in product

4. CONSIDERATIONS IN SELECTING A SCALE

Copyright © 2015 John Wiley & Sons, Inc. 11-12

II. Type of Scale

5. ATTITUDE MEASURES AND MANAGEMENT DECISION MAKING

Copyright © 2015 John Wiley & Sons, Inc. 11-13

II. Direct Questioning

III. Indirect Questioning

QUESTIONS FOR REVIEW AND CRITICAL THINKING

Copyright © 2015 John Wiley & Sons, Inc. 11-14

Copyright © 2015 John Wiley & Sons, Inc. 11-15

Likert Scales have to do with extent of agreement with a statement. Hence:

Rating expresses a measurement of the characteristic of interest in relation to some sort of

Copyright © 2015 John Wiley & Sons, Inc. 11-16

11. Explain the concept of scale equivalence?

Copyright © 2015 John Wiley & Sons, Inc. 11-17

12. Why is the net promoter score so popular yet controversial?

Copyright © 2015 John Wiley & Sons, Inc. 11-18

13. Discuss the relationship between customer satisfaction and profits.

Responses will vary.

WORKING THE NET

Go to www.strategicbusinessinsights.com, and then click on “Take the VALS SURVEY.”

1. Explain the theory behind the creation of VALS.

Copyright © 2015 John Wiley & Sons, Inc. 11-19

drive consumer behavior.”

Student answers will vary, depending upon their VALS classification.

4. Explain how a marketer could use GOEVALS.

REAL LIFE RESEARCH

• As Figure 1 shows, there is a wide range of manufacture recognition. (Each row

Copyright © 2015 John Wiley & Sons, Inc. 11-20

Awareness of the Pharmaceutical Company That Markets Each Brand

• As Figure 2 shows, building deeper relationships with physicians requires a two-

Building Loyalty – Converting Ambivalent to Loyal Prescribers and Converting Disloyal

o treats physicians fairly in their interaction;

o provides a consistently high level of service;

o delivers valuable services and;

o understands the physician’s practice.