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AbstractBrands share more of their customers with bigger competitors and fewer with smaller ones. However, there are occasional deviations to this predictable Duplication of Purchase (DoP) pattern. When two or more brands share excess customers because of functional or nonfunctional differences—it is called a partition. While past research using the NBD‐Dirichlet model demonstrates partitions in annual or shorter data, there is no empirical evidence for partition persistency over the longer term, although some other NBD‐Dirichlet deviations are known to persist over time. Examining expected partitions in 10 consumer goods categories in the United Kingdom, the authors show partitions overwhelmingly persist over 3 years. The findings contribute support to Dirichlet theory, especially on market stability, boundary conditions, and provide practical implications for portfolio management.

AbstractUltra‐light buyers, those who, on average, buy a brand once a year or less, are important by number and their contribution to brand purchase occasions. The initial research, however, was limited in scope and did not measure the contribution of these buyers to sales volume or value. By examining over 850 brands in almost 60 categories, we identify that ultra‐lights make up 62% of a brand's buyer base over 5 years and contribute 32% of purchase occasions and 31% of sales volume and value. In line with previous findings that brands with higher loyalty exhibit more repeat purchases and thus fewer ultra‐light buyers and private label brands often exhibit higher than expected loyalty for their market share—we find the prevalence of ultra‐light buyers is higher for national brands than private labels, likely reflecting the higher loyalty often observed for private labels. We also find no difference in ultra‐light buyers' contribution between high and low‐price brands, indicating that price is not a significant factor affecting the contribution of ultra‐light buyers. Finally, we find that both growing and declining brands have fewer ultra‐lights than stable brands. As growth occurs via increasing penetration and loyalty, for growing brands, new buyers may be more 'light' than 'ultra‐light' in terms of their loyalty; while for declines, these findings imply that there are not enough ultra‐light buyers to maintain brand sales. A failure to recruit ultra‐light buyers may be very dangerous for brand health.

AbstractBased on the analysis of two sets of data (a cross‐sectional online survey of five product categories with an average sample size of 525 and a longitudinal telecommunications panel of more than two million respondents), this study detects a positive relationship between the market size (purchase penetration) of Iranian e‐brands (or websites) and the percentage of customers shared with other e‐brands. This finding is consistent with the well‐established Duplication of Purchase Law; it also holds over time and across different markets (e.g., repertoire vs. subscription). Hence, this study makes a twofold contribution to marketing knowledge. First, it expands the collection of empirical evidence concerning the Duplication of Purchase, which thus far is primarily within offline contexts and Western countries. Second, it addresses issues inherent to research on e‐loyalty, such as the over emphasis on evaluating loyalty for one e‐brand at a time via complex attitudinal measures. Accordingly, this study advances consumer buying behaviour research by clarifying that, similar to offline domains and other geographical areas, e‐loyalty in this buoyant Middle Eastern market divides across a small number of e‐brands. It is also best appraised through behavioural loyalty and by comparing multiple e‐brands competing within the same market. These outcomes translate into a series of practical guidelines for the strategic management of e‐brands, improving the practical understanding how e‐brands compete and grow.

AbstractThe pace of online shopping revenue growth means it is important for retailers and manufacturers to understand how consumers behave online compared with their behaviour in brick and mortar stores. We conducted a study in which the detailed behaviour of 40 shoppers was screen recorded while they each undertook an online shopping 'trip'. The shopping trip comprised purchasing a basket of 12 commonly bought grocery categories at one of two major retailers. The shoppers were all inexperienced in online grocery shopping. Results show that online grocery shopping is fast, even for these consumers who were new to it – half of the online shoppers spent less than 10 seconds purchasing from a category. This result is very similar to that of past studies in physical stores. Indeed, half of all the 12 item‐shopping trips took less than 10 minutes. Also, most purchases were made from the first category page displayed in the retailer's online store. Shoppers also consistently used the default display options chosen by the retailers but used a combination of navigational tools to find their products. We conclude that online shoppers do not behave differently from those offline in terms of time spent or effort expended. Online shopping, in the grocery context at least, seems to primarily reflect a desire for time efficiency on the part of the shopper. In that regard, online shopping seems very similar to in‐store shopping. The study begins the job of documenting shopper behaviour into this new channel and provides practical knowledge for retailers and manufacturers. Copyright © 2015 John Wiley & Sons, Ltd.

Market share growth requires building mental and physical availability among all category buyers. However, if younger category buyers are more likely to purchase new-to-market products, then perhaps younger buyers are, relatively speaking, more important for growth. This research investigates the relationship between category buyer age, brand buyer age, and brand failure. When sub-brand buyer age is younger than category buyer age, the sub-brand is likely to be (a) new-to-market or (b) growing in market share. Older-than-category sub-brand-buyer age is likely for sub-brands that are (a) declining or (b) dead. Results from 17 years (1998–2014) of U.K. household panel data, including 5,913 sub-brands from 101 categories, show that age skews were uncommon (only 18% of sub-brands), and second, that growing, stable and declining sub-brands appealed equally to all ages. Finally, we identified that new launches and dead brands tend to skew to younger consumers, suggesting that new launches need to appeal to all ages to avoid failure.

AbstractThe advice to musicians and marketers is to focus on what they love: a truism for practitioners is to find 1000 'true fans' and make $100 from each of them (Kelly, 2008. 1000 True fans. The Technium). If this advice is correct, we should see musicians with loyal user bases engaging more with their favourite artists and less with other music, suggesting a narrow targeting strategy would suffice. On the other hand, the established marketing laws indicate that the listeners of very different genres should overlap more than conventional wisdom would suggest, supporting the need for a much broader approach to targeting potential audiences. Given these conflicting views, musicians need to know if they should market to their existing listeners, the listeners of music similar to theirs (i.e., the same genre), or if they should try to reach a much wider audience. We turn to established choice patterns from the marketing literature to address these questions in the music context. This study examines 84,000,000 observations of music listening from 27,000 unique global users between 2013 and 2014 and survey data from 2019 containing music listening from over 1000 representative respondents in the United States. The results show that listening follows the Duplication of Purchase law for genres, artists, albums, and songs, at an annual, 6‐months, 3‐months, 1‐month, and 1‐week period, with no indication of partitioned music listening. The implication is that musicians should try to reach all potential listeners, regardless of what they already listen to. These findings contribute to the theoretical knowledge about duplication analyses of various durations, extend the contexts of choice behaviour that exhibit this pattern, and managerially, to knowledge about the extent of potential audiences and 'share of ear' competition.