Jagdip Singh

Jagdip Singh’s research involves building and sustaining effective and enduring connections between organizations and their customers, especially in service industries. Jagdip studies how firms organize, implement and support change and knowledge management to balance the competing goals of productivity and quality in the frontlines. He also studies conflicts of interest in professional markets, and its implications for marketing theory and practice.

  • “Words that make Customer Contact Employees Tick”—Jagdip Singh coauthored a paper with Angela Crawford on a grounded study of emotions and motivations that characterize highly engaged customer contact employees in service industries. Studies show that highly engaged employees can boost operating income by 19.2% while disengaged employees suppress operating income by 32.7%--creating a spread of over 51%. We study the emotional and motivational constitution of customer contact employees to help service organizations locate, recruit and cultivate an intrinsically engaged human resource talent. Read article.
  • India Connection - Appointed Honorary Distinguished Visiting Professor of Marketing, Institute of Management Technology, Ghaziabad, India (http://www.imt.edu/).  Among various collaborative activities is the focus on supporting research and teaching activities of Centre for Marketing Analytics (CMA) at IMT Ghaziabad
  • In collaboration with Detelina Marinova (University of Missouri), a research study titled, “Consumer Decision to Upgrade or Downgrade a Service Membership.” looks at consumers’ decision to maintain, downgrade or upgrade their annual membership in not-for-profit services has been conditionally accepted for publication by the Journal of the Academy of Marketing Science.
  • Organizational Agility:  What it is, What it is not, and Why it Matters coauthored with Garima Sharma, James Hill and Andrew Schnackenberg was presented at Academy of Management Meetings, Orlando, Florida.
  • Take on Retail Store Managers as Entrepreneurs:  Focus, Tension and Consequences at Academy of Management Meetings, Orlando, Florida, coauthored with Gary K Rhoads and Detelina Marinova.
  • Corporate Leaders’ Decision Styles, Entrenchment and Disruptive Strategies:  A Conceptual Framework coauthored with Sherry Sanger was presented at Academy of Management Meetings, Orlando, Florida.
  • Winner of the Marketing Science Institute/Sales Excellence Institute competitive grant. Coauthored with Detelina Marinova and Sunil Singh from the University of Missouri, the winning grant proposal is titled, “Email Negotiations in B2B Selling: Dynamic Use of Textual Cues as Influence Strategies.
  • Forthcoming.  Analysis of Pharmaceutical Marketing titled, “Closing the Marketing Strategy-Tactics Gap:  An Institutional Theory Analysis of the Pharmaceutical Value Chain,” is slated to be published in M. Ding et al. (eds.), Innovation and Marketing in the Pharmaceutical Industry, International Series in Quantitative Marketing.
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Frontline Marketing

At the dawn of 1980s, Jan Carlzon and his team at Scandinavian Airlines conceived a then radical idea to turnaround an ailing airline ranked at near bottom in international reputation. Instead of beginning from the top, Carlzon’s strategy elevated SAS’s interactions with customers at the frontlines to the status of “moment of truth” (MOT) for organizational competence and success. MOTs, he said, require Riv Pyramiderna (tearing down the organizational pyramids). It worked. And so was seeded the field of Frontline Marketing.

Defined as the designing, developing, and executing capabilities for interfacing with customers that create sustainable value and germinate organizational learning, frontline marketing is an exciting area of research. My research focuses on understanding how service organizations manage productivity-quality tradeoffs in MOTs involving frontline employees. Productivity-quality tradeoffs during MOTs are often hard to pinpoint, and resistant to managerial control. My research shows that productivity-quality tradeoffs are intrinsic to service work, and change dynamically with market heterogeneity. There is no guarantee that successful organizations today will not spiral down tomorrow to poorer tradeoffs as markets shift and new competitors emerge. And tomorrow comes sooner than we think. How do smart organizations engage these productivity-quality tradeoffs? Read on about recent research.

 

Marketing Analytics

In today’s markets, the big story is BIG DATA. Technological advances (e.g., web, communications, and devices) are expanding customer-to-firm and consumer-to-consumer contact points, and enabling capture of rich and diverse transaction data at nearly every contact. No doubt marketing data stocks are exploding at a rate that defies Moore’s law (double every two years). Yet, on their own, big data do not reveal big insights. Insights from big data require SMART ANALYTICS. Unfortunately, data stocks are increasing at a rate that is not matched by our capacity for smart analysis and deep insights. I teach a course on marketing analytics that skills students to fill this capacity shortfall and prepares them for Certification in Analytics. Developed in partnership with Rosetta, the marketing analytics course is an innovative integration of theory (e.g., analytical concepts) and practice (e.g., real life data based problems) with emphasis on internet and web analytics. How does the course achieve this integration? What do students think about this course? Read on.