Effects of complete products on consumer judgments
Date of Original Version
Purpose: The aim of this paper is to seek to understand better how consumers judge multiattribute products that are perceived as either more or less complete in terms of feature coverage in a category. Complete products are used to reduce the need of developing and managing expansive and expensive line-extension portfolios. Design/methodology/approach: The research used an experimental method and conducted two studies to test hypotheses derived from the marketing literature. Findings: It is found that more complete multiattribute products are preferred to less complete alternatives. This preference for more complete products remains under larger competitive product assortment, but is reduced under smaller assortment. With a higher price level and larger assortment, the preference is substantial. However, under the conditions of lower price level/larger assortment, higher price level/smaller assortment, and lower price level/smaller assortment, the preference is again reduced. Research limitations/implications: More positive evaluations and higher product utility accrue from adding new features to multiattribute products prior to purchase. Moreover, more complete information causes more positive evaluations and cognitive responses. Larger assortment strains cognitive resources, and more complete multiattribute products are easier to understand than less complete multiattribute products. This processing facilitation generates positive affect leads to greater use of information that can shorten processing. Practical implications: Brand managers can have a better understanding of how consumers judge more and less complete products, and under which circumstances more complete products are preferred. Originality/value: The study of perceived product completeness is novel. © Emerald Group Publishing Limited.
Journal of Product and Brand Management
Ozcan, Timucin, and Daniel A. Sheinin. "Effects of complete products on consumer judgments." Journal of Product and Brand Management 21, 7 (2012): 499-507. doi:10.1108/10610421211276240.