Stephen Hoch

Stephen J. Hoch is the Laura and John J. Pomerantz Professor Emeritus of Marketing. Professor Hoch is internationally known for research on retail merchandising, assortment, pricing, and promotion strategy. He consults extensively with leading consumer goods manufacturers and retailers around the world, assisting them in focusing retail strategies and improving pricing and merchandising tactics via pointofsale data.

Most recently, Professor Hoch's research offered retailers new insights into a valuable subspecies of shopper, the "cherry picker," a shopper who visits more than one store looking for the best price per unit. The study provided new details about the specific behavior and demographic characteristics of such shoppers, information that will help managers better formulate their approach to attracting discriminating shoppers.

A prolific scholar, Professor Hoch's research has been published in toptier academic journals including the Journal of Marketing, the Journal of Consumer Research, Marketing Science and the Journal of Retailing. He also serves as an Associate Editor for Management Science, the Journal of Consumer Research and other leading journals, is a past president of the Association for Consumer Research, and has won numerous academic awards.

Professor Hoch's teaching interests include courses in Marketing Management, Pricing, Consumer Behavior, Retailing and MarketingOperations Integration, as well as teaching Competitive Marketing Strategy, Essentials of Marketing and Pricing Strategies for Wharton's Executive MBA program.

Professor Hoch received his PhD in Marketing from Northwestern University, his MBA from the University of California, Los Angeles and his BA in Human Biology from Stanford University.

Narayan Janakiraman, Robert Meyer, Stephen Hoch (Working), The Psychology of Consumer Decisions to Continue or Abandon Waits from Invisible Service Queues.

Abstract: We examine the process by which consumers make sequential decisions whether to continue or abandon waits for service. We focus on the case of invisible queues, where consumers cannot observe their location in a queue as it progresses, only the passage of time. Our hypothesis is that stayorrenege decisions will frequently suboptimal, marked by a tendency to prematurely abandon waits from distributions for which it is never optimal to renege (e.g., uniform waits) but excessively persist given distributions that have optimal early reneging windows. We propose a competinghazards theory that models ongoing stayorrenege decisions as a blend of two opposing influences: the escalating displeasure of waiting and the opposing desire to complete a wait that has been initiated. Among the theoretical predictions that emerge from this theory is that reneging rates will display an inverted Ushape function over time, with consumers being most prone to renege near the midpoint of waits. Reneging is also hypothesized to be affected by a number of normativelyirrelevant moderators, such as the initial number of alternative queues and the amount of physical activity that is engaged in during a wait. Evidence supporting these hypotheses is provided by four experimental studies in which respondents have the goal to complete as many downloads as possible from a hypothetical website within a finite time window, where there is a continuous opportunity to abandon a wait to begin a new one.

Stephen Hoch and E. M. Eisenstein (Working), Intuitive Compounding: Framing Temporal Perspective and Expertise.

Stephen Hoch, Alan L. Montgomery, YoungHoon Park (Working), LongTerm Growth Trends in Private Label Market Shares.

Abstract: Previous research has shown that most consumer product markets are in longrun competitive equilibrium. In most categories, a given brand’s market share is stationary, showing remarkable stability over long time horizons (10 years). This empirical generalization has been attributed to both consumer inertia and competitive reaction elasticities that lead to offsetting marketing spending which nullifies attempts by one brand to take unilateral action to increase share. Despite consumer inertia and competitive matching, we find that during the period 198794 one brand consistently showed positive market share evolution — the retailer’s own brand, the private label. In 225 consumer packaged goods categories, private labels trended upward 86% of the time. To provide some insight into these empirical findings we develop an analytic explanation for how private labels can grow even though national brands exhibit no growth on average. We argue that this can occur because unlike its national brand competitors, the retailer through its private label is the only brand that not only controls its own marketing spending but also exerts some influence over the ultimate marketplace spending of their national brand competitors.

Edward J. Fox and Stephen Hoch (2005), Cherry Picking ,, Journal of Marketing, 69 (1), 2005, 4662.

Abstract: Cherry picking means taking the best and leaving the rest. This paper focuses on buyerside cherry picking in the context of grocery shopping and compares the behavior of consumers who cherry pick by visiting two grocery stores on the same day (8% of all trips) compared to visiting a single store. Both trait and state aspects of cherry picking are examined. Consistent with economic theory of search, the propensity to cherry pick is found to be inversely related to shoppers’ transaction and inventory holding costs, both due to demographics (e.g., working women, age, income, household size, home ownership) and geography (distance between nearby stores). The likelihood of cherry picking is found to be higher on the weekends and when household inventory is low due to an extended time since the last shopping trip or a smaller basket purchased on that trip. The question of whether cherry picking is economically justified is also addressed by investigating the costbenefit tradeoff between the extra money saved and the extra shopping costs incurred when making an additional store visit. Shoppers are found to save over $14 more on average when cherry picking two stores rather than just one; this savings compares favorably with the opportunity cost of shopping in terms of wage rates. The economic benefits of cherry picking arise from two sources: (i) higher percent savings on items purchased (about 5% higher); and equally important (ii) much larger market baskets (about 67% larger in both dollar and units terms). Finally, cherry picking is found to be significantly more painful for shoppers’ secondary compared to their primary stores because not only do consumers buy at lower prices at secondary stores, they also buy significantly less.

Stephen Hoch and Erica Mina Okada (2004), Spending Time versus Spending Money ,, Journal of Consumer Research, 31 (2), 2004, 313323.

Abstract: Ben Franklin warned all who would listen that time is money and economists ever since have concurred. Although we agree that an understanding of the opportunity costs of time is important to making good decisions, in this research we find systematic differences in the way that people ex ante spend time versus money and ex post differences in how they evaluate decision outcomes experienced after spending time or money. Specifically, people ex post are able to more easily accommodate negative outcomes by adjusting the value of their temporal inputs. Also, ex ante people are willing to spend more time for higher risk, higher return options whereas when spending money the pattern is reversed and the more standard pattern of risk aversion is observed. The inherent ambiguity of the value of time promotes accommodation and rationalization and may explain the rather obvious observation that most people are a lot more willing to waste time than money.

Stephen Hoch and Joseph P. Redden (Working), The Psychology of TwoPart Tarriffs.

Abstract: This paper investigates preferences for twopart tariff pricing plans which require consumers to pay a flat fee plus a per unit surcharge for usage beyond an allowance. People have difficulty estimating the effective cost of a twopart tariff, so they apply heuristics to the most salient attributes. Compared to a normative benchmark of expected cost, these heuristics lead people to excessively choose plans with smaller flat fees, larger usage allowances, and lower overage rates. When these attributes are in conflict, people assign greater importance to comparisons of the two attributes that provide upside protection against overage charges: the usage allowance and the overage rate. The presence of usage uncertainty heightens the reliance on these comparisons, and calculating a cost does not appear to reduce them.

Stephen Hoch, Jagmohan Raju, Serdar Seyman (2002), Positioning of Store Brands ,, Marketing Science, 21 (4), 2002, 278397.

Abstract: We examine the retailer’s store brand positioning problem. Our gametheoretic model helps us identify a set of conditions under which the optimal strategy for the retailer is to position the store brand as close as possible to the stronger national brand. In three empirical studies, we examined whether market data are consistent with some of the implications of our model. In the first study, using observational data from two US supermarket chains, we found that store brands are more likely to target stronger national brands. Our second study estimated crossprice effects in 19 product categories, and found that only in categories with highquality store brands, store brand and the leading national brand compete more intensely with each other than with the secondary national brand. In a third product perception study, we found that although explicit targeting by store brands influenced consumer perceptions of physical similarity, it had no influence on consumers’ perceptions of overall or product quality similarity. While it appears that retailers do follow a positioning strategy consistent with our model, it changes buying behavior in the intended fashion only if the store brand offers quality comparable to the leading national brands.

Stephen Hoch (2002), Product Experience is Seductive ,, Journal of Consumer Research, 29 (December, 2002), 448454.

Abstract: Product experience seduces consumers into believing that they learn more than is actually so. There are several reasons for this. First, experience is more engaging than most attempts at education, both more vivid and intentional, and consequently more memorable. Second, experience is viewed as nonpartisan, devoid of the didacticism of formal education and the selfserving interests of advertisers. Third, much of experience is ambiguous, but not recognized as such. Experience supports a pseudodiagnosticity that draws the consumer in as a willing partner in the seduction. Finally, the endogeneity of tastes allows consumers to accommodate to chosen alternatives and results in infrequent regrets about being seduced.

H. Kunreuther and Stephen Hoch, Wharton on Making Decisions (2001)

Xavier Drèze and Stephen Hoch (1998), Exploiting the Installed Base Using CrossMerchandising and Category Destination Programs000172), International Journal of Research in Marketing, 15 (5), 459471. 10.1016/S01678116(98)000172000172)

Abstract: We investigate two ways to increase sales and customer loyalty by taking advantage of a store's installed base of current customers. We propose a classification of products into two types. Products of Type 1 are products for which consumers have a loyalty to a specific retailer and, as far as possible, always shop at that retailer for these products. The other products (Type 2) are not associated with any retailer and are bought at whichever retailer consumers happen to shop when they plan or remember to buy the product. With this in mind, we test the potential of two marketing tools to help retailers increase their share of sales of the Type 2 segment. Using a category destination program we show that one can successfully transform Type 2 into Type 1 products. Using crossmerchandising promotions, we show that one can increase the sales of Type 2 products thereby gaining a larger share of discretionary purchases than what one would receive from a straight random allocation. Both series of tests yielded significant increases in sales and profits and were deemed successful by the retailers who implemented them.

Past Courses

MKTG225 PRINCIPLES OF RETAILING

This course explores the domain of retailing; marketing to the final consumer. Emphasis is placed on marketing aspects of retailing not covered in other courses: retail strategy, merchandising, vendor relations and location.

MKTG399 INDEPENDENT STUDY

MKTG754 PRICING POLICY

The course provides a systematic presentation of the factors to be considered when setting price, and shows how pricing alternatives are developed. Analytical methods are developed and new approaches are explored for solving pricing decisions.

MKTG890 ADVANCED STUDY PROJECT

The principal objectives of this course are to provide opportunities for undertaking an indepth study of a marketing problem and to develop the students' skills in evaluating research and designing marketing strategies for a variety of management situations. Selected projects can touch on any aspect of marketing as long as this entails the elements of problem structuring, data collection, data analysis, and report preparation. The course entails a considerable amount of independent work. (Strict librarytype research is not appropriate) Class sessions are used to monitor progress on the project and provide suggestions for the research design and data analysis. The last portion of the course often includes an oral presentation by each group to the rest of the class and project sponsors. Along with marketing, the projects integrate other elements of management such as finance, production, research and development, and human resources.

MKTG899 INDEPENDENT STUDY

A student contemplating an independent study project must first find a faculty member who agrees to supervise and approve the student's written proposal as an independent study (MKTG 899). If a student wishes the proposed work to be used to meet the ASP requirement, he/she should then submit the approved proposal to the MBA adviser who will determine if it is an appropriate substitute. Such substitutions will only be approved prior to the beginning of the semester.

MKTG995 DISSERTATION

MKTG999 INDEPENDENT STUDY

Requires written permission of instructor and the department graduate adviser.

Faculty representative, AMA Doctoral Consortium (1984, 1985, 1990, 1991, 1992, 1995, 1996, 1997, 1999, 2000, 2001, 2003, 2004), 2004 Best article in the Journal of Retailing, 1989, 1995, 1994, 2002 President, Association for Consumer Research, 2001 Alpha Kappa Psi Award 1989, 1995 Description

From the Journal of Marketing for the article making the most significant contribution to marketing practice

National Science Foundation grant (DDMS division), 1989 Description

19891991

First Place in the National Dissertation Competition of the American Marketing Association, 1984 Second Place in the National Dissertation Competition of the American Psychological Association Division 23, 1984

Stephen Hoch News, New York Times 05/03/2006 Description

Stephen Hoch, Patty and Jay H. Baker Professor; Professor of Marketing, Chairperson, Marketing Department; Director, Jay H. Baker Retailing Initiative, was quoted in an article about how gas prices affect retail sales. (A similar article appeared in the Sarasota HeraldTribune, 5/8/06 )

Stephen Hoch News, BusinessWeek 04/17/2006 Description

Stephen Hoch, Patty and Jay H. Baker Professor; Professor of Marketing, Chairperson, Marketing Department; Director, Jay H. Baker Retailing Initiative, was quoted in an article about negative consumer mood and how this affects shopping behavior.

Stephen Hoch News, The Philadelphia Inquirer 04/17/2006 Description

Stephen Hoch, Patty and Jay H. Baker Professor; Professor of Marketing, was quoted in an article about common traits in fastfood product brands.

Stephen Hoch News, The Economic Times 03/15/2006 Description

Stephen Hoch, Patty and Jay H. Baker Professor; Professor of Marketing, was quoted in an article about global customer dissatisfaction trends. ( Similar articles appeared in several other outlets including: The Plain Dealer, 3/15/06, Investment Dealer’s Digest, 3/28/06, and Detroit News, 3/28/06 )

Stephen Hoch News, Wall Street Journal 03/03/2006 Description

Stephen Hoch, Patty and Jay H. Baker Professor; Professor of Marketing, was quoted in an article about overall U.S. consumerspending trends.

The Shopping Season Is Longer, but Is It Better?, Knowledge@Wharton 03/01/2006 Stephen Hoch News, San Francisco Chronicle 01/06/2006 Description

Stephen Hoch, Patty and Jay H. Baker Professor; Professor of Marketing, was quoted in an article about the effect of gas prices on holiday shopping.

Stephen Hoch News, The Wall Street Journal 01/06/2006 Description

Stephen Hoch, Patty and Jay H. Baker Professor; Professor of Marketing, was quoted in an article about the overall retail industry and the results of holiday shopping.

Stephen Hoch News, Plastics News 12/12/2005 Description

Stephen Hoch, Patty and Jay H. Baker Professor; Professor of Marketing, was quoted in an article about recycling practices throughout the WalMart stores’ network.

Stephen Hoch News, The Wall Street Journal 12/02/2005 Description

Stephen Hoch, Patty and Jay H. Baker Professor; Professor of Marketing, was quoted in an article about holiday shopping trends in discount department stores. (A similar article appeared in The San Francisco Chronicle, 12/2/05)

State of the Art in Direct Mail: Getting Ever Closer to the Customer, Knowledge@Wharton 03/24/2004 2002: The Year of the Apology, Knowledge@Wharton 12/04/2002 Kmart’s 20Year Identity Crisis, Knowledge@Wharton 01/30/2002

Knowledge @ Wharton

Amazon vs. Walmart: Which One Will Prevail?, Knowledge @ Wharton 06/27/2017 Can Retailers Escape the Scourge of Free Shipping?, Knowledge @ Wharton 06/06/2017 Robot Assistants in Aisle 10: Will Shoppers Buy It?, Knowledge @ Wharton 09/07/2016 Domain Name Land Rush: More Room for Companies, Competition and Scam Artists, Knowledge @ Wharton 05/21/2014 Thanksgiving Shopping: Can It Turn Retail Revenues from Bleak to Black?, Knowledge @ Wharton 11/26/2013 In Amazon and Walmart’s Battle for Dominance, Who Loses Out?, Knowledge @ Wharton 11/13/2013 Consumer Confidence Hits Fiveyear High: Time to Celebrate?, Knowledge @ Wharton 05/29/2013 Are Popup Stores Here to Stay?, Knowledge @ Wharton 05/22/2013 J.C. Penney’s New Old CEO, Knowledge @ Wharton 04/10/2013 Barnes & Noble, the Last Big Bookseller Standing: But for How Long?, Knowledge @ Wharton 01/16/2013 Lenders’ New Largesse, Knowledge @ Wharton 01/15/2013 Marketing to Kids: Toy Sellers’ Bonanza or Parental Danger Zone?, Knowledge @ Wharton 12/05/2012 A Day to Give, not Spend, Knowledge @ Wharton 11/27/2012 The Ifs and Buts of Corporate Apologies, Knowledge @ Wharton 10/10/2012 Turning the Retail ‘Showrooming Effect’ into a Valueadd, Knowledge @ Wharton 09/26/2012 Is Burberry the Canary in the Luxury Coal Mine?, Knowledge @ Wharton 09/24/2012 Best Buy’s Best Bet: Focus on the Long Term, Knowledge @ Wharton 08/27/2012 When Retailers Make Strange Bedfellows, Knowledge @ Wharton 07/13/2012 Has Procter & Gamble Made Some Bad Bets?, Knowledge @ Wharton 04/30/2012 Best Buy — the Shrinking Big Box, Knowledge @ Wharton 04/02/2012 Why ‘Fashion Star’ Is a Win for Retailers, Knowledge @ Wharton 03/15/2012 An ‘F’ for Facebook Commerce?, Knowledge @ Wharton 03/02/2012 Experts All Atwitter about Super Bowl Ads, Knowledge @ Wharton 02/06/2012 Return of the Founder, Knowledge @ Wharton 01/17/2012 Martha Stewart’s Got Legs — Does J.C. Penney Know How to Use Them?, Knowledge @ Wharton 12/09/2011 Black Thursday, Anyone?, Knowledge @ Wharton 11/14/2011 Brand Disloyalty: Recessionweary Consumers Take Discounts to the Extreme, Knowledge @ Wharton 10/26/2011 The Great Deleveraging: Will Consumer Spending Ever Recover?, Knowledge @ Wharton 10/12/2011 Food for Thought, Knowledge @ Wharton 10/03/2011 No Longer Simply ‘Chic,’ Cheap Is Now a Badge of Honor, Knowledge @ Wharton 09/28/2011 New Retail Strategies: Offering a Better Fit for Today’s Careful Consumers, Knowledge @ Wharton 08/31/2011 Can J.C. Penney’s New CEO Reinvent the Department Store?, Knowledge @ Wharton 07/20/2011 Can This Jobsharing Work?, Knowledge @ Wharton 06/20/2011 Manystop Shopping? How Niche Retailers Are Thriving on Internet 2.0, Knowledge @ Wharton 05/11/2011 A Teakettle with Star Power? The Upsides and Pitfalls of Celebrity Brands, Knowledge @ Wharton 04/27/2011 Back to the Future: Will Rising Commodities Prices Create a New ‘Inflation Generation’?, Knowledge @ Wharton 04/13/2011 Financial Services on Aisle Nine: WalMart Gives Banks a Run for Their Money, Knowledge @ Wharton 09/01/2010 A Seasonal Sales Shift: For Bargain Hunters, Retailers Make Every Day Feel like Christmas, Knowledge @ Wharton 08/18/2010 Perverse Monday, Knowledge @ Wharton 12/01/2009 The Value of Inclusion, Knowledge @ Wharton 11/17/2009 Technological Evolution Stirs a Publishing Revolution, Knowledge @ Wharton 08/05/2009 On Shaky Ground: Commercial Real Estate Faces Financial Tremors, Knowledge @ Wharton 07/22/2009 More Savings, Less Plastic: Consumer Credit after the Crisis, Knowledge @ Wharton 07/08/2009 Getting to ‘Wow’: Consumers Describe What Makes a Great Shopping Experience, Knowledge @ Wharton 07/08/2009 Regret Insurance at Sears, Knowledge @ Wharton 06/30/2009 How About Free? The Price Point That Is Turning Industries on Their Heads, Knowledge @ Wharton 03/04/2009 The Shopper of Tomorrow: Trading Down, Knowledge @ Wharton 02/18/2009 The Mall Pall: Have America’s Biggest Shopping Centers Lost Their Allure?, Knowledge @ Wharton 12/10/2008 Pajamas and Popcorn: Retailers Face a LessthanFestive Holiday Shopping Season, Knowledge @ Wharton 10/29/2008 On the Clock: Are Retail Sales People Getting a Raw Deal?, Knowledge @ Wharton 10/01/2008