Christophe Haon
France
Professor of Marketing
Senior Professor, Marketing
Areas of expertise
New Product Development, Innovation, Quantitative Methods, Satisfaction
Contact
+33 4 76 70 65 16 - Office F707
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PhD in Business Administration
Specialization in Marketing
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Articles in Refeered Journals
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Many tools are used by retailing websites to increase their performance: for example, sponsored links in search engines, e-mails, enriched content and various other functionalities. Surprisingly, the effects of these tools are not always well documented. This is especially the case for new tools. We study Top 500 North American retailing websites using covariance analysis so as to quantify the relation between these tools and various performance measures like traffic, browsing experience, behavior, and the websites’ sales. Our results give to practitioners, for the first time, a perspective into the effects of many commonly used tools, assessed simultaneously.
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Several meta-analyses highlight the benefits of market orientation for organizational performance. However, results diverge regarding its impact on new product performance. This fact calls for investigation of new moderators for this causal relationship. We hypothesize a moderation effect of competency diversity in new product development teams. We indeed observe this moderation and its specific effects on each dimension of market orientation (customer orientation, competitors and technology).
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Due to the strategic importance and the high failure rates of new product introduction, the link between market orientation and new product performance has been largely investigated. All studies do not lead to a conclusive link and it seems difficult to generalize observed results. This meta-analysis (1) clearly establishes the positive and significant effect of market orientation on new product performance (2) presents some methodological moderators of this relationship (3) induces a set of managerial recommendations relative to market orientation implementation.
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The positive effect of market orientation on organizational performance is widely accepted. However, research sometime fails to observe such an impact. In this article, we review established knowledge in this field: does market orientation truly have a positive impact, and under which circumstances one might observe it? Does market orientation also contribute to the firm financial performance?
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When developing new products, most firms use cross-functional teams, but research on the effect of functional diversity on new product performance returns heterogeneous results. We propose a measure of competence diversity that is more comprehensive than the common functional diversity proxy. Empirical findings, based on a survey of 142 product and sales managers, support the improved predictive validity of our scale. We further observe a mediating effect of the instrumental use of information in the competence diversity–new product performance relationship. Finally, we discuss the moderating effect of familiarity among team members on the relationship between competence diversity and the instrumental use of information.
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This article addresses the issue of the difference between perceived and objective environmental conditions, and its effects on performance. On the one hand, do the objective environmental conditions affect the performance of decisions? On the other hand, do managers under-estimate the objective environmental conditions? In this case, what are the effects on the performance of a complex decision? Based on a survey of 157 managers covering the 58 French industries, the results highlight that the objective state of environmental conditions impacts on the performance of a complex decision (new product development). Second, they indicate the existence of a gap between perceived and objective environmental conditions. Third, the article considers the effect of this difference on performance. It is less simple as assumed: the effects depend on the dimension studied (capacity, complexity and dynamism).
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Ninety-seven percents of firms already used inter-functional teams to develop their new products. Under which conditions is this strategy effective? The purpose of this paper is twofold: First, it proposes a synthesis of the mechanisms by which inter-functionality leads to greater new product performance. Second, it highlights, within a sample of 157 product managers, that team familiarity is a key variable so that inter-functionality induces the expected increase in new product performance. To conclude, the managerial consequences of these results are discussed.
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Research devoted to the market orientation multiplied since the seminal articles of Kohli and Jaworski (1990) and of Narver and Slater (1990). They were primarily structured around the topic of the relation between market orientation and organisational performance. Nevertheless, the definition of the concept remains under explored, except the integration of the cultural and behavioral approaches, mainly solved today (Homburg and Pflesser, 2000). Recent theoretical proposals however renew the debates around the definition of the concept. First, the question of its constitutive dimensions was reconsidered by the integration of the stakeholder theory (Maignan and Ferrell, 2004). In the second place, the concept of market orientation was often understood in a restrictive way, as an only reactive orientation towards customers’ needs (Narver, Slater and MacLachlan, 2004), and, more largely, as a philosophy only guided by a principle of market-driven management (Jaworski, Kohli and Sahay, 2000). The integration of a proactive prospect and market-driving management allows, beyond a more complete definition and a better structuring of the concept, to better understand its bonds with the organisational performance.
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Chapters in Books
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Very few studies have attempted to implement the functional approach to the study of attitudes. This may result from a too hasty resort to clearly defined functions. This paper proposes to start all over again from a broader conception of attitude functions. This would enable to assess them better before proceeding to develop measurement procedures. The transitional object concept is introduced to define attitudes as means people use to interact with their environments. The consequences of this proposal are then discussed.
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Papers in Refereed Conference Proceedings
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Providing customers with high satisfaction has been advocated as one of the primary means to enhance their loyalty intentions (Johnson et al. 2006; Gupta and Zeithaml 2006). In order to achieve high levels of overall customer satisfaction, many firms invest substantial resources into enhancing performance on the key service attributes. Over the last decade, there has been a substantial interest in chain frameworks such as the satisfaction-profit chain (Anderson and Mittal 2000), which in essence links attribute performance, customer satisfaction, customer retention, and profit. Surprisingly, despite numerous investigations and extensions of this and related chain frameworks, the occurrence and consequences of a direct effect of attribute performance on loyalty intentions has been largely neglected. Yet, several studies (e.g., Mittal et al. 1998; Kumar 2002; Larivière 2008) report such unexpected direct effects. However, a critical re-assessment of the (full) mediating role of customer satisfaction in the attribute performance – loyalty intentions relationship is non-existent. We address this void by drawing from the multi-attribute model, post-purchase thought, and service quality literature to provide a theoretical explanation why certain attributes may directly impact attitudinal loyalty (i.e. repurchase and/or recommendation intentions). Our empirical analysis in an intercontinental aviation setting demonstrates that direct effects of attribute performance on loyalty intentions are the rule rather than the exception. Moreover, we highlight the detrimental effects for resource allocation of failing to control for these direct effects. Lastly, we open avenues for future research by exploring additional possibly omitted mediators (Zhao et al. 2010).
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Following radical technological change, do firm business models affect market success of the radical innovation? Past literature on radical innovation has focused on the financial and technological antecedents of radical innovation. In doing so, the crucial role of business models has been overlooked. The development of a new business model is a key response to radical technological change because radical innovations create a new market infrastructure which requires development of new ways of doing business. In this paper, we make three contributions to the past literature. First, we study the effect of business models on market success of the firm's radical innovation. Second, we create a categorization of business models based on the concepts of position within a value chain and direction of information and product flow within the value chain. Third, we measure business models objectively using archival data the online retailing sector. We use arguments based on network theory to hypothesize that business models designed to extend and support the basic benefits of the radical innovation are likely to have greater market success for their radical innovation as compared to business models that do not do so. For example, the basic benefit of online book retailing for customers is the ability to buy books and obtain information from the retailer at anytime and anyplace. In this context, a business model that allows two way flow of books and information between value chain members (like offline vendors, authors, publishers) and the final customer would extend and support the basic benefits of online retailing. This framework provides managers with guidelines for designing successful business models following radical technological change.
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Mediating and moderating effects in the satisfaction-loyalty relationship are burning issues, both for scholars and practitioners. In particular, R.O.I. of loyalty programs could be widely improved by a better understanding of drivers that should be favoured: satisfaction or image? In this context, the aims of this research are (i) to validate the partial mediating role of image; (ii) to verify the stability of this status by including competition level as a moderator; (iii) in a last exploratory part, to test the combined roles of involvement and perceived risk as moderators in the satisfaction – image – loyalty chain. Our results, from a longitudinal approach (n1 = 2241 ; n2 = 1815), suggest that satisfaction – loyalty relationship could be better understood, however the competition level, by integrating (i) image as a partial mediator; (ii) moderating effects of involvement and/or perceived risk.
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Many studies have been dedicated to market orientation as an antecedent to organizational performance. Due to the strategic importance and the high failure rates of new product introduction, the link between market orientation and new product performance has been largely investigated. All studies do not lead to a conclusive link and it seems difficult to generalize observed results. This meta-analysis aims to explaining these contradictory results through an examination of the methodological context in which the market orientation – new product performance relationship has been studied.
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In this research, we propose a model of the effect of new product team members’ professional diversity on product performance. In this relationship, we take into account the mediating effect of the instrumental use of available information about customers, competitors and technology. In addition we test the moderating effect of team members’ familiarity in the relationship between professional diversity and information use. The model is tested on a sample of 145 product managers or sales directors from the 58 French industrial sectors. The results underline an impact of professional diversity on the instrumental use of available information about customers, competitors and technology. The instrumental use of available information about customers and technology determine new product performance, and a total mediating effect is shown. Familiarity has the hypothesized moderating effect.
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This article proposes a synthesis of Chaiken's Heuristic-Systematic Model (Chaiken, 1980) and of its further improvements (Chaiken et al., 1989). As the Elaboration Likelihood Model (ELM) is more and more criticized, it seems to be an advantageous alternative to study the advertising persuasion.
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Structural Equation Modeling
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