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We aim to investigate the impact of marketing science articles and tools on the practice of marketing. This impact may be direct (e.g., an academic article may be adapted to solve a practical problem) or indirect (e.g., its contents may be incorporated into practitioners' tools, which then influence marketing decision making).We use the term “marketing science value chain” to describe these diffusion steps, and survey marketing managers, marketing science intermediaries (practicing marketing analysts), and marketing academics to calibrate the value chain. In our sample, we find that (1) the impact of marketing science is perceived to be largest on decisions such as the management of brands, pricing, new products, product portfolios, and customer/market selection, and (2) tools such as segmentation, survey-based choice models, marketing mix models, and pre-test market models have the largest impact on marketing decisions. Exemplary papers from 1982 to 2003 that achieved dual – academic and practice – impact are Guadagni and Little (1983) and Green and Srinivasan (1990). Overall, our results are encouraging. First, we find that the impact of marketing science has been largest on marketing decision areas that are important to practice. Second, we find moderate alignment between academic impact and practice impact. Third, we identify antecedents of practice impact among dual impact marketing science papers. Fourth, we discover more recent trends and initiatives in the period 2004–2012, such as the increased importance of big data and the rise of digital and mobile communication, using the marketing science value chain as an organizing framework.
4.1. Summary We have calibrated the relative impact of marketing science research on practice, using our marketing science value chain as a central framework. It is reassuring to see that the impact of marketing science on marketing decisions has been largely felt in areas that are of the greatest importance to the firm (see Fig. 3). Moreover, the managers in our sample are aware of the marketing science tools available to them, and there is a correlation between managers, academics, and intermediaries on the perception of the impact of those tools. Marketing science articles that have influenced practice come in a wide range of flavors. Some articles do not include empirical work (e.g., Hauser and Shugan's Defender model), while others use only laboratory data (e.g., Aaker and Keller's brand extension work). The survey among authors of top dual impact articles provides excellent pointers as to what it takes to write a top-journal article that achieves high academic and practice impact: symbiosis with consulting, going against the grain at the right time, and working with experience. Examining more recent developments in our field since 2004, we were able to document the rise of digitization, mobile communications, and social networking, as well as further globalization of academia and the important role of special fora. We now discuss implications of our research for academia and practice, limitations of our research, and ideas for future research in this area.