<?xml version="1.0" encoding="UTF-8"?>
<rss version="2.0">
             <channel>
                <title>Marketing on INSEAD Knowledge</title>
                <description>Latest articles published on the INSEAD Knowledge website.</description>
                <link>http://knowledge.insead.edu/home.cfm</link>
                <copyright>INSEAD March 2007, All rights reserved.</copyright>
                <language>EN</language>
                <lastBuildDate>Fri, 20 Jan 2012 08:41:53 GMT</lastBuildDate>
                <generator>FeedForAll Mac v2.1 (2.1.0.1); http://www.FeedForAll.com/</generator>
                <image>
                    <url>http://knowledge.insead.edu/images/favicon.png</url>
                    <title>INSEAD Knowledge articles</title>
                    <link>http://knowledge.insead.edu/home.cfm</link>
                    <description/>
                    <width>64</width>
                    <height>64</height>
                </image>
       
           <item> 
              <title>The brand imperative</title> 
                  <link>http://knowledge.insead.edu/Banyantree.cfm?vid=13</link> 
	              <pubDate>Fri, 21 Dec 2007 11:07:58 GMT</pubDate>
                  <description><![CDATA[ “There are only two advantages in life which are proprietary: technology and branding. Since I’m not a technologist, I decided that whatever business I was going to do next had to have a strong brand.”<br /><br>
<br /><br>
Having left journalism to join the family business, Ho Kwon Ping, Founder and Executive Chairman of the luxury hotel Banyan Tree Group, realised that his family’s various contract manufacturing companies were stuck in constant competition on the basis of cost alone, and that the hotel business could provide a vehicle for such proprietary brand creation.<br /> ]]></description> 
                  <guid>http://knowledge.insead.edu/Banyantree.cfm?vid=13</guid> 
             </item> 
    
           <item> 
              <title>Create the right buzz about your products</title> 
                  <link>http://knowledge.insead.edu/contents/Amitava.cfm</link> 
	              <pubDate>Tue, 20 Mar 2007 05:19:28 GMT</pubDate>
                  <description><![CDATA[ INSEAD Professor of Marketing Amitava Chattopadhyay says companies may have more control over the buzz about their new products than they previously thought possible - they just have to take a more systematic approach. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Amitava.cfm</guid> 
             </item> 
    
           <item> 
              <title>India retail: Foreign firms are eyeing the potential but will they succeed?</title> 
                  <link>http://knowledge.insead.edu/contents/paddy.cfm</link> 
	              <pubDate>Wed, 23 May 2007 05:19:28 GMT</pubDate>
                  <description><![CDATA[ Many of the world’s top retailers such as Wal-Mart, Carrefour and Tesco are currently eyeing the Indian retail sector. With a population of about a billion people and a burgeoning middle class, India holds out plenty of promise. But INSEAD Professor of Marketing Paddy Padmanabhan says India is a unique market and foreign players will face a number of challenges. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/paddy.cfm</guid> 
             </item> 
    
           <item> 
              <title>Marketing: How behaviour prediction can help reinforce or break habits</title> 
                  <link>http://knowledge.insead.edu/contents/chandon.cfm</link> 
	              <pubDate>Fri, 25 May 2007 05:19:28 GMT</pubDate>
                  <description><![CDATA[ Human beings are creatures of habit. Many of our actions are repetitive and require little conscious thought or effort. However, by predicting our behavior we can actually reinforce good habits and break bad ones, says INSEAD Assistant Professor of Marketing Pierre Chandon. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/chandon.cfm</guid> 
             </item> 
    
           <item> 
              <title>The Money Illusion</title> 
                  <link>http://knowledge.insead.edu/contents/Wertenbroch.cfm</link> 
	              <pubDate>Thu, 23 Aug 2007 12:36:03 GMT</pubDate>
                  <description><![CDATA[ Consumers are commonly subject to what economists call ‘the money illusion’, whereby a consumer’s perception of the value of money is influenced by the nominal value of the currency. In other words, it’s psychologically easier for an American consumer to buy a widget for one dollar in the US than it is for that same consumer to purchase the same widget while on a trip in Vietnam for 16,000 Vietnamese dong, the equivalent of one US dollar. INSEAD professors Klaus Wertenbroch and Amitava Chattopadhyay have taken a fresh look at this classic economic conundrum in a recent article published in the Journal of Consumer Research. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Wertenbroch.cfm</guid> 
             </item> 
    
           <item> 
              <title>Advertising on the web: How content affects the buying and selling of ad links</title> 
                  <link>http://knowledge.insead.edu/contents/Katona.cfm</link> 
	              <pubDate>Thu, 25 Oct 2007 03:21:45 GMT</pubDate>
                  <description><![CDATA[ The internet has become an important medium for doing business internationally. The opportunities are enormous, yet there are still many practical questions that managers of commercial websites need answering. Zsolt Katona, an INSEAD PhD candidate in marketing, addresses some of these questions in his doctoral thesis on advertising on the World Wide Web. "The www is the largest network in the world - there are more pages on the www than the population of the world, and online advertising expenditure is growing at a rate of 18 per cent," Katona says. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Katona.cfm</guid> 
             </item> 
    
           <item> 
              <title>Building global brands in Asia</title> 
                  <link>http://knowledge.insead.edu/contents/ILSAbranding.cfm</link> 
	              <pubDate>Tue, 13 Nov 2007 02:28:36 GMT</pubDate>
                  <description><![CDATA[ Look closely at the top 100 Global Brands, according to Interbrand and BusinessWeek, and you’ll see many European and North American favorites that have given great products or services over many years. What you won’t see on that list are many Asian firms, apart from some notable companies in Japan and South Korea. <br />
<br />
Why, in a burgeoning region that’s brand-crazy, have very few homegrown favorites earned world-class recognition? What will it take for Asian companies to rise to the level of global superstar? ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/ILSAbranding.cfm</guid> 
             </item> 
    
           <item> 
              <title>On the Branding Edge</title> 
                  <link>http://knowledge.insead.edu/OntheBrandingEdge080401.cfm</link> 
	              <pubDate>Wed, 23 Apr 2008 11:58:46 GMT</pubDate>
                  <description><![CDATA[ Branding expert Ken Cato is the man that some major companies turn to for help with overhauling their branding. His clients include Taiwans BenQ, Germanys Siemens, Australias Commonwealth Bank and most recently, Dubai World Central, the worlds largest planned airport. He believes that building iconic brands require companies to dare to be different and have a clear idea of their corporate identity.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/OntheBrandingEdge080401.cfm</guid> 
             </item> 
    
           <item> 
              <title>The brand is the business</title> 
                  <link>http://knowledge.insead.edu/BrandIsTheBusiness080407.cfm</link> 
	              <pubDate>Wed, 23 Apr 2008 12:02:31 GMT</pubDate>
                  <description><![CDATA[ Today more than half of the total stock market value of corporations lies in intangible assets such as brands  The brand is the business. This statement by Shelly Lazarus, chairman and CEO of Ogilvy & Mather Worldwide at the World Effie Festival 2008, sums up why brand building is important for companies. In this climate of the brand imperative, advertising gurus converged on Singapore for the conference which celebrates advertising effectiveness.  ]]></description> 
                  <guid>http://knowledge.insead.edu/BrandIsTheBusiness080407.cfm</guid> 
             </item> 
    
           <item> 
              <title>More expensive medication may be more potent</title> 
                  <link>http://knowledge.insead.edu/ExpensiveMedicationMorePotent080402.cfm?vid=145</link> 
	              <pubDate>Wed, 23 Apr 2008 12:08:34 GMT</pubDate>
                  <description><![CDATA[ "Marketing variables not only influence people's perceptions and expectations, they actually influence the real efficacy of products such as medications." This is according to Ziv Carmon, INSEAD Professor of Marketing, who, along with Rebecca Waber and Dan Ariely from MIT and Baba Shiv from Stanford, tested the effect of price on the efficacy of a medication by administering electric shocks to those taking part in the study to test their resistance to pain.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/ExpensiveMedicationMorePotent080402.cfm?vid=145</guid> 
             </item> 
    
           <item> 
              <title>The Momentum Effect: Mobilising brainpower for efficient growth</title> 
                  <link>http://knowledge.insead.edu/TheMomentumEffect080607.cfm?vid=52</link> 
	              <pubDate>Wed, 25 Jun 2008 07:46:16 GMT</pubDate>
                  <description><![CDATA[ INSEAD professor Jean-Claude Larréché reveals the secret to delivering growth that is both efficient and sustainable.<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/TheMomentumEffect080607.cfm?vid=52</guid> 
             </item> 
    
           <item> 
              <title>New CSR marketing trends: transparency and dialogue</title> 
                  <link>http://knowledge.insead.edu/CSRMarketingTrends080902.cfm</link> 
	              <pubDate>Tue, 30 Sep 2008 04:21:24 GMT</pubDate>
                  <description><![CDATA[ Companies are changing the way they market their corporate social responsibility (CSR) initiatives – more and more of them are becoming increasingly transparent about their supply chains and are fostering dialogue with their customers, says Per Grankvist, editor and founder of CSRiPraktiken.se, and senior advisor on sustainability to multinational corporations such as the Coca-Cola Company in Sweden. Companies such as Nike, Gap and Hewlett-Packard have led the way by making information available online regarding their supply chains. Openness builds trust and trust translates into transactions, argues Grankvist. The one thing many corporations see as an Achilles heel may turn into their greatest strength, he says: “Suddenly, the supply chain is the ‘new black’, to misquote a common fashion phrase, as customers are looking for brands that are authentic and honest.” <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/CSRMarketingTrends080902.cfm</guid> 
             </item> 
    
           <item> 
              <title>Supersizing and downsizing: the impact of changing packaging and portion sizes on food consumption</title> 
                  <link>http://knowledge.insead.edu/SupersizingDownsizing080901.cfm</link> 
	              <pubDate>Tue, 30 Sep 2008 04:27:06 GMT</pubDate>
                  <description><![CDATA[ When it comes to packaging, size matters. In a research paper, INSEAD Associate Professor of Marketing Pierre Chandon and co-author Nailya Ordabayeva, an INSEAD PhD student, found that changes in the shape of packaging or portions can have a big impact on our consumption patterns. <br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/SupersizingDownsizing080901.cfm</guid> 
             </item> 
    
           <item> 
              <title>Gucci: In the business of selling 'dreams'</title> 
                  <link>http://knowledge.insead.edu/GucciDreams081019.cfm?vid=104</link> 
	              <pubDate>Thu, 30 Oct 2008 07:58:42 GMT</pubDate>
                  <description><![CDATA[ As many look to cut costs to cope with the worsening economic downturn, you would expect consumer spending patterns to be adversely affected, with the luxury goods segment being one of the hardest hit. <br>
<br>
Not so according to Robert Polet, chairman of the Gucci Group. While he agrees that consumer psyche vis-à-vis buying behaviour has taken a hit, he believes that his company is in the business of selling dreams – and you can’t put a price tag on a dream.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/GucciDreams081019.cfm?vid=104</guid> 
             </item> 
    
           <item> 
              <title>The dash for cash: competing in China’s booming sportswear market</title> 
                  <link>http://knowledge.insead.edu/ChinaSportswear081092.cfm?vid=96</link> 
	              <pubDate>Thu, 30 Oct 2008 07:41:56 GMT</pubDate>
                  <description><![CDATA[ The Olympic flame may have been extinguished at the 2008 Beijing Olympics, but the competition for the spending power of Chinese consumers `remains red-hot for sportswear firms adidas and Puma. ]]></description> 
                  <guid>http://knowledge.insead.edu/ChinaSportswear081092.cfm?vid=96</guid> 
             </item> 
    
           <item> 
              <title>Marketing in a downturn: time to push the panic button?</title> 
                  <link>http://knowledge.insead.edu/contents/MarketingInDownturn090217.cfm?vid=186</link> 
	              <pubDate>Thu, 19 Feb 2009 08:39:18 GMT</pubDate>
                  <description><![CDATA[ In a crisis, consumers generally start to rein in their spending and save more – just in case. But how should companies then market their goods and services in a downturn? <br>
<br>
In a new working paper by INSEAD professors ‘Paddy’ V. Padmanabhan and Pushan Dutt called ‘When to push the panic button?’, the authors drill down on the impact of economic crises on consumer behaviour in different categories of products and services in developing, as well as developed countries.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/MarketingInDownturn090217.cfm?vid=186</guid> 
             </item> 
    
           <item> 
              <title>Pricing guidelines for firms during a crisis</title> 
                  <link>http://knowledge.insead.edu/contents/PricingGuidelines.cfm</link> 
	              <pubDate>Thu, 19 Feb 2009 08:43:06 GMT</pubDate>
                  <description><![CDATA[ In their paper, When to Push the Panic Button?, INSEAD professors ‘Paddy’ V. Padmanabhan and Pushan Dutt show that consumers engage in consumption smoothing both across and within product categories, and that expenditure share of durable goods falls during a crisis. Also, within durables they find that expenditure on automobiles decreases, whereas expenditure on bicycles increases. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/PricingGuidelines.cfm</guid> 
             </item> 
    
           <item> 
              <title>Disney eyes growth in Asia; nimble strategy ensures company stays relevant</title> 
                  <link>http://knowledge.insead.edu/Disney090323.cfm?vid=197</link> 
	              <pubDate>Mon, 30 Mar 2009 09:23:22 GMT</pubDate>
                  <description><![CDATA[ Mickey Mouse, a character created by Walt Disney in the late 1920s, never seems to grow old. Today, this talking mouse with his trademark red shorts and white gloves, continues to charm legions of children around the world. ]]></description> 
                  <guid>http://knowledge.insead.edu/Disney090323.cfm?vid=197</guid> 
             </item> 
    
           <item> 
              <title>KFC China's recipe for success</title> 
                  <link>http://knowledge.insead.edu/KFCinChina090323.cfm?vid=195</link> 
	              <pubDate>Wed, 15 Apr 2009 06:00:54 GMT</pubDate>
                  <description><![CDATA[ If there were just a few things that China has wholly embraced from the West, it would be their love for Kentucky Fried Chicken, or KFC as it is more commonly known. In 1987, the fast-food operator opened its first outlet near Tianamen Square in Beijing. Then came 2,000 other outlets, which sprung up across China within the next 20 years – a phenomenal achievement by any standard. ]]></description> 
                  <guid>http://knowledge.insead.edu/KFCinChina090323.cfm?vid=195</guid> 
             </item> 
    
           <item> 
              <title>Global recession a catalyst for change in the advertising industry</title> 
                  <link>http://knowledge.insead.edu/recession-advertising-consumerism-090730.cfm?vid=288</link> 
	              <pubDate>Thu, 30 Jul 2009 11:30:07 GMT</pubDate>
                  <description><![CDATA[ The downward spiral of the global economy is having some serious implications for the advertising industry, says Steve Henry, co-founder of London-based advertising firm Howell Henry Chaldecott Lury (HHCL).<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/recession-advertising-consumerism-090730.cfm?vid=288</guid> 
             </item> 
    
           <item> 
              <title>Too late or just in time? President Chain Store seeks to emulate its success in Taiwan with 7-Elevens in Shanghai</title> 
                  <link>http://knowledge.insead.edu/contents/marketing-7-Eleven-Shanghai-090911.cfm</link> 
	              <pubDate>Fri, 11 Sep 2009 11:06:37 GMT</pubDate>
                  <description><![CDATA[ In The Art of War, 6th century BC Chinese military strategist Sun Tzu examines how you can achieve your goal before the enemy does, despite starting late. The tactic of deviation – taking a long and circuitous route, and luring away the enemy – is sometimes what it takes to win the battle.<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/marketing-7-Eleven-Shanghai-090911.cfm</guid> 
             </item> 
    
           <item> 
              <title>Tapping the uptapped: a winning strategy for emerging markets</title> 
                  <link>http://knowledge.insead.edu/SiemensstrategicdirectionforChina090505.cfm?vid=237</link> 
	              <pubDate>Tue, 05 May 2009 09:04:27 GMT</pubDate>
                  <description><![CDATA[ Innovation is often a key driver to a company’s success. Take Siemens, for example, which has a reputation for being innovative – and successful. <br>
<br>
But the correlation doesn’t stop there, according to Ursula Boehm, Vice President, Operations (International Business) at Siemens. <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/SiemensstrategicdirectionforChina090505.cfm?vid=237</guid> 
             </item> 
    
           <item> 
              <title>Leapfrogging over the Joneses</title> 
                  <link>http://knowledge.insead.edu/contents/marketing-conspicuous-consumption-100312.cfm</link> 
	              <pubDate>Fri, 12 Mar 2010 05:09:04 GMT</pubDate>
                  <description><![CDATA[ Measures to reduce conspicuous consumption by lower income earners in order to encourage them to boost their savings and spend more on healthcare, education and other essentials could backfire, according to recent research by INSEAD PhD candidate Nailya Ordabayeva and Associate Professor of Marketing Pierre Chandon. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/marketing-conspicuous-consumption-100312.cfm</guid> 
             </item> 
    
           <item> 
              <title>Visual equity: being front and centre increases sales</title> 
                  <link>http://knowledge.insead.edu/contents/marketing-supermarket-shelving-091221.cfm?vid=360</link> 
	              <pubDate>Mon, 21 Dec 2009 08:59:25 GMT</pubDate>
                  <description><![CDATA[ “Unless you’re Coca-Cola,” says INSEAD Associate Marketing Professor Pierre Chandon, “it’s important to be visible on the shelves.” <br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/marketing-supermarket-shelving-091221.cfm?vid=360</guid> 
             </item> 
    
           <item> 
              <title>A winning combination: sales and marketing</title> 
                  <link>http://knowledge.insead.edu/contents/marketing-neil-rackham-091013.cfm?vid=321</link> 
	              <pubDate>Thu, 15 Oct 2009 03:30:54 GMT</pubDate>
                  <description><![CDATA[ The great divide between sales and marketing has been exacerbated by the recession, and the marketing camp seems to be losing the good fight.<br>
  ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/marketing-neil-rackham-091013.cfm?vid=321</guid> 
             </item> 
    
           <item> 
              <title>Is there hope for the newspaper industry?</title> 
                  <link>http://knowledge.insead.edu/contents/marketing-newspaper-industry-100520.cfm?vid=423</link> 
	              <pubDate>Thu, 20 May 2010 09:25:07 GMT</pubDate>
                  <description><![CDATA[ The future may be looking decidedly bleak for the newspaper industry in the US, but for Joshua Benton, founding director of the Nieman Journalism Lab at Harvard University, there is still cause for optimism.  ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/marketing-newspaper-industry-100520.cfm?vid=423</guid> 
             </item> 
    
           <item> 
              <title>The price of perception</title> 
                  <link>http://knowledge.insead.edu/contents/the-price-of-perception-101015.cfm?vid=483</link> 
	              <pubDate>Wed, 20 Oct 2010 11:53:38 GMT</pubDate>
                  <description><![CDATA[ How much is Tiger Woods worth to an advertiser? What about George Clooney? What is the value of Facebook or Bebo? The answers are all different, but they all come down to perception.  ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/the-price-of-perception-101015.cfm?vid=483</guid> 
             </item> 
    
           <item> 
              <title>Social media and the price of perception</title> 
                  <link>http://knowledge.insead.edu/contents/social-media-price-of-perception-101015.cfm</link> 
	              <pubDate>Wed, 20 Oct 2010 11:55:43 GMT</pubDate>
                  <description><![CDATA[ While placing values on celebrity endorsers is a risky business, the same holds true for companies whose values - like celebrities - rely heavily on perception. Take the case of Bebo, an acronym for blog early, blog often. In 2008, when Bebo was Britain’s leading social networking website - even more popular than Facebook and MySpace - it was snatched up by AOL for a whopping $850 million. AOL was hoping to use the acquisition to gain a better foothold in the global market. But less than two years later, the market had completely changed and Bebo had fallen far behind its competitors. AOL unloaded it for reportedly less than $10 million to little-known private investment firm, Criterion Capital Partners. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/social-media-price-of-perception-101015.cfm</guid> 
             </item> 
    
           <item> 
              <title>Getting back to basics in a world of luxury</title> 
                  <link>http://knowledge.insead.edu/sir-david-tang-business-in-china-101018.cfm?vid=480</link> 
	              <pubDate>Wed, 20 Oct 2010 11:42:35 GMT</pubDate>
                  <description><![CDATA[ As China's middle class expands, does consumption behaviour change? According to Sir David Tang, founder of Shanghai Tang and China Clubs, consumption behaviour doesn’t shift with economic development; it is only perceived to do so.<br>
<br>
“I don’t think economic development has ever changed human nature,” says Tang. “China is able now, with a rising middle class, to start thinking about all the bourgeois things, about life of the next-door neighbour. And that’s why, in a way, consumption behaviour is perceived to be changing.” ]]></description> 
                  <guid>http://knowledge.insead.edu/sir-david-tang-business-in-china-101018.cfm?vid=480</guid> 
             </item> 
    
           <item> 
              <title>Advice to direct marketers: let the people do the talking</title> 
                  <link>http://knowledge.insead.edu/contents/marketing-social-networking-100419.cfm</link> 
	              <pubDate>Wed, 21 Apr 2010 05:09:47 GMT</pubDate>
                  <description><![CDATA[ The explosion of social networking sites has been a boon for direct marketers. For the hundreds of millions of users of Facebook, MySpace, YouTube and so on, they are fun ways to communicate with their friends and make more friends. But for marketers they are huge databases of consumer information.  ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/marketing-social-networking-100419.cfm</guid> 
             </item> 
    
           <item> 
              <title>Just a pretty face(book)? Social media tries to come of age</title> 
                  <link>http://knowledge.insead.edu/contents/social-networking-wpp-google.cfm?vid=419</link> 
	              <pubDate>Tue, 18 May 2010 04:20:31 GMT</pubDate>
                  <description><![CDATA[ Emails are old hat; SMSs passe. Tweeting, blogging, and posting on “walls” are no longer the domain of the under-30s. They have become a staple of the way most people in the world communicate today, of the way Fortune 100 companies reach out to customers old and new. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/social-networking-wpp-google.cfm?vid=419</guid> 
             </item> 
    
           <item> 
              <title>Indo-vation: tapping the Indian market</title> 
                  <link>http://knowledge.insead.edu/contents/strategy-loreal-india-101108.cfm</link> 
	              <pubDate>Fri, 19 Nov 2010 11:34:48 GMT</pubDate>
                  <description><![CDATA[ Two decades of trials have placed L'Oreal high in the Indian beauty market. But with still low penetration levels and cut-throat competition, where are the company's next opportunities? ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/strategy-loreal-india-101108.cfm</guid> 
             </item> 
    
           <item> 
              <title>Too much demand, too little space: Chinese VOGUE</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-chinese-vogue-111116.cfm</link> 
	              <pubDate>Mon, 28 Nov 2011 06:08:51 GMT</pubDate>
                  <description><![CDATA[ China’s booming luxury goods market means even the fashion industry’s flagship publication is working flat out to keep pace. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-chinese-vogue-111116.cfm</guid> 
             </item> 
    
           <item> 
              <title>Camus Cognac finds a brave new world in China</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-camus-cognac-in-china-111120.cfm</link> 
	              <pubDate>Mon, 28 Nov 2011 06:30:31 GMT</pubDate>
                  <description><![CDATA[ Camus Cognac ventured into China looking for a way to save the business. What it found was a new lease on life…and demand for a few new product lines. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-camus-cognac-in-china-111120.cfm</guid> 
             </item> 
    
           <item> 
              <title>When spending hurts</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-when-spending-hurts-120117.cfm</link> 
	              <pubDate>Fri, 20 Jan 2012 08:44:53 GMT</pubDate>
                  <description><![CDATA[ You’d think that creating a more equitable distribution of wealth would curb the urge to spend on status symbols – be they designer handbags or flat-screen TVs – as the “have-nots” try to keep up with the Jones.” But new marketing consumer research shows that the people will pay the price to stand out, even if they can’t afford it. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-when-spending-hurts-120117.cfm</guid> 
             </item> 
    
           <item> 
              <title>How to make better decisions: Curb that urge!</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-curb-that-urge-111024.cfm</link> 
	              <pubDate>Thu, 03 Nov 2011 10:52:33 GMT</pubDate>
                  <description><![CDATA[ Does the urge to curb reckless spending or a higher level of self-control have any relationship to a full bladder? According to new research by INSEAD Visiting Professor of Marketing Mirjam Tuk it does, and what’s more this state of mind can be induced by external cues as well.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-curb-that-urge-111024.cfm</guid> 
             </item> 
    
           <item> 
              <title>Is food marketing making us fat?</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-marketing-and-obesity-110922.cfm</link> 
	              <pubDate>Fri, 30 Sep 2011 05:32:36 GMT</pubDate>
                  <description><![CDATA[ Are we to blame for the obesity epidemic? Or the people who sell the food to us? New research shows that packaging and position, not just advertising, are at least part of the problem. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-marketing-and-obesity-110922.cfm</guid> 
             </item> 
    
           <item> 
              <title>Growing a business with word-of-mouth marketing: the case of iXiGO.com</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-word-of-mouth-marketing-110525.cfm</link> 
	              <pubDate>Wed, 01 Jun 2011 05:45:35 GMT</pubDate>
                  <description><![CDATA[ Most start-up companies allocate a hefty budget for advertising and marketing at the beginning, especially when they have lofty goals of capturing market share. But an Indian online travel start-up has proven the unthinkable: you can do it all by word-of-mouth and not spend a penny on advertising. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-word-of-mouth-marketing-110525.cfm</guid> 
             </item> 
    
     </channel> 
     </rss>

