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Price negotiating for services: elucidating the ambivalent effects on customers’ negotiation aspirations
Although customers frequently negotiate the prices of both goods and services, academic research has mostly examined negotiations in goods contexts, neglecting the fact that negotiations for services may be different. This study examines the consequences of customers’ price negotiation behavior relating to services as compared to goods. Using five empirical studies with field and experimental data, the authors show that services exert ambivalent effects. First, the heterogeneity intrinsic to services leads customers to aspire to better negotiation outcomes because customers perceive higher risk and regard negotiation as more legitimate, particularly if services are customized. Second, the inseparability of services leads customers to lower their negotiation aspirations because they fear negative consequences, particularly if customers are closely integrated in the service process. Building on these findings, the authors conceptualize and test communication strategies that diminish customers’ negotiation aspirations. Study results provide actionable recommendations for managers and salespeople in service industries.
Journal Article
Walking the Data Walk: Using Time Entries to Advance DEI Initiatives
Law firms absolutely want to give each of their associates the types of experiences that will help them grow as lawyers, and law firms absolutely want to retain a diverse group of professionals. We suggest that the best way for a law firm to ensure that it is, in fact, giving everyone the same access to valuable experiences is to mine the firm's own data--time entries--to doublecheck any anecdotal evidence that the firm's efforts are working.
Journal Article
Check Mates? What a Client's Direct Payment Can Imply About Expert Witness Services
[...]they've settled on me, perhaps with some trepidation, and | need to demonstrate to them that I'm in a position to deliver when it comes to scientific expertise. M ERIC Y. DROGIN is a board-certified forensic psychologist and attorney on the faculty of the ard Medical School, where he serves as the iated Lead of Psycholegal Studies for the ociety Program at Brigham and Women's Hospital and participates in the Program in Psychiatry and the Law at the Massachusetts Mental Health Center and the Forensic Psychiatry Service at Beth Israel Deaconess Medical Center. Published in Criminal Justice, Volume 39, Number 4, Winter 2025. © 2025 by the American Bar Association. Published in Criminal Justice, Volume 39, Number 4, Winter 2025. © 2025 by the American Bar Association.
Journal Article
Modern Litigation Consulting Firms--Evolution, Capabilities, and Tips for Counsel
[...]law firms and expert consultants today must work harder and smarter to gain and keep client trust. Before the United States Supreme Court's 1993 seminal decision in Daubert v. Merrell Dow Pharmaceuticals 3 and later amendments to Federal Rule of Evidence 702, expert witnesses faced relaxed admissibility standards in federal court. [...]brand building and marketing within litigation consulting firms have become technology-driven and more sophisticated. Large, global law firms provide their multi-national clients with many of these same services. [...]the client benefits from today's strategic alignment between global law firms and their trusted international litigation consulting firms.
Journal Article
Exploring the Dimensions of Proactivity Within Advertising Agency-Client Relationships
Agency proactivity within client relationships is believed to be critical to improving client satisfaction. Little is known about what proactivity involves, how proactivity effects renewal decisions, and the tactics associated with proactivity. Based on 10 dyadic Australian cases, the authors identify four characteristics of proactivity: initiative taken by the agency, horizon expansion, strategic reflection, and signaling. Proactivity was also found to be a driver of client satisfaction, which thereby motivated clients to renew services, whereas a reactive stance merely reduced dissatisfaction. To enhance their proactive abilities, agencies combined credibility-building methods, multiple communication channels, relationship commitments, and resource support.
Journal Article