Technology Archives

View On-demand<\/a><\/div>\n<\/div>\n","post_title":"Technology Tools to Succeed in Marketing","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"technology-tools-to-succeed-in-marketing","to_ping":"","pinged":"","post_modified":"2025-06-12 13:41:08","post_modified_gmt":"2025-06-12 18:41:08","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?post_type=ama_event&p=195182","menu_order":0,"post_type":"ama_event","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":184165,"post_author":"146335","post_date":"2025-02-18 00:00:00","post_date_gmt":"2025-02-18 06:00:00","post_content":"\n<figure class=\"wp-block-image size-large\"><a href=https://www.ama.org/"https:////go.csun.edu//MDI?utm_source=ama&utm_medium=article_feb&utm_campaign=mdi01_fall25&utm_content=sponsoredcontent\%22> $\"\"$ trends are ever-evolving. From sustainable design and adaptive UX technology to more efficient architecture and interior design solutions, even accessible virtual reality, modern innovations are reshaping how we create and connect.<\/p>\n\n\n\nHave you thought about pursuing a graduate degree or certificate in design? If you\u2019ve brushed off the idea before, it might be time to take another look. Join <a href=https://www.ama.org/"https:////go.csun.edu//MDI?utm_source=ama&utm_medium=article_feb&utm_campaign=mdi01_fall25&utm_content=sponsoredcontent\%22>CSUN\u2019s Design and Innovation program<\/a> to drive innovation in your career. We\u2019re here to help you push the boundaries of your creativity.<\/p>\n\n\n\nOur program offers more than just advanced skills\u2014it\u2019s an opportunity to challenge your design philosophies and grow in ways you never imagined. CSUN graduates are leading the charge by blending cutting-edge ideas with initiatives that champion diversity, sustainability, and inclusion. Plus, you\u2019ll join a community of like-minded designers and creators, expanding your professional network and support system.<\/p>\n\n\n\nTake your expertise to the next level with a degree or certificate in Design and Innovation from CSUN. Our online <a href=https://www.ama.org/"https:////tsengcollege.csun.edu//programs//MDI//course-schedules//cohort?c=MDI01\%22>design and innovation courses<\/a> are tailored for professionals in marketing, design, and business. And with the flexibility to learn on your schedule, there\u2019s no better time to invest in your future.<\/p>\n\n\n\nInnovation-Driven Career Growth<\/strong><\/p>\n\n\n\nThe fully online Masters in Design and Innovation program at CSUN is comprised of three certificates that can be earned independently or \u201cstacked\u201d to create a personalized degree plan. Each certificate focuses on three key areas in the field to help students meet their professional and educational goals.<\/p>\n\n\n\nCertificates can be earned in Design for Strategy & Systems, Design for Experiences & Interactions, and Design for Leadership & Impact.<\/p>\n\n\n\nWhen coursework is completed, you\u2019ll join a student cohort to complete a graduate project. These projects offer practical experience and the opportunity to collaborate with top industry professionals. You\u2019ll graduate ready to step into the design career you\u2019ve always envisioned\u2014with real-world expertise to back you up.<\/p>\n\n\n\nEarn an advanced design thinking education<\/strong><\/p>\n\n\n\nYou\u2019ve built a career you\u2019re proud of. Now is the time to master advanced skills in creative problem-solving and strategic leadership. Are you ready to amplify everything you\u2019ve learned and earned and take it to the next level? With a degree or certificate in Design and Innovation from CSUN, you\u2019re next step is only a click away.<\/p>\n\n\n\nSource:<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-embed\"><div class=\"wp-block-embed__wrapper\">\nhttps:\/\/www.uxmatters.com\/mt\/archives\/2023\/12\/designing-the-future-trends-and-innovations.php\n<\/div><\/figure>\n\n\n\nMoumita Sen<\/p>\n\n\n\nMarketing Strategy & Research Analyst<\/p>\n\n\n\n<\/p>\n","post_title":"Ready to level up your design skills with cutting-edge tech?","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"ready-to-level-up-your-design-skills-with-cutting-edge-tech","to_ping":"","pinged":"","post_modified":"2025-02-19 08:25:35","post_modified_gmt":"2025-02-19 14:25:35","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=184165","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":181842,"post_author":"202113","post_date":"2025-01-21 05:00:00","post_date_gmt":"2025-01-21 11:00:00","post_content":"\nOver 30,000 new products are launched annually, yet 95% fail. Recent examples, such as the contrasting fates of Google Glass and Ray-Ban Meta Smart Glasses, highlight how timing can make or break technology adoption. A <a href=https://www.ama.org/"https:////doi.org//10.1177//00222429241280405/" target=\"_blank\" rel=\"noreferrer noopener\">new Journal of Marketing<\/em> study<\/a> finds that timing is more than a logistical decision\u2014it is a strategic tool that determines whether stakeholders embrace or reject innovation. <\/p>\n\n\n\nOur research team uncovers how firms can strategically time their technology launches by aligning internal coordination with stakeholder readiness. Success comes when managers treat timing as a dynamic, strategic process that creates trust, clarity, and excitement among stakeholders.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-key-findings-nbsp\">Key Findings<\/strong> <\/h2>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-the-four-timing-scenarios\">The Four Timing Scenarios<\/em><\/strong><\/h4>\n\n\n\nWe identify four timing scenarios that shape the outcomes of tech launches: <\/p>\n\n\n\n<ol start=\"1\" class=\"wp-block-list\">\n<li>Antagonistic Timing<\/strong>: Low firm coordination and low stakeholder readiness create a \u201cdelegitimate\u201d launch moment. For example, Google Glass failed in 2013 because of privacy concerns and cultural resistance. <\/li>\n<\/ol>\n\n\n\n<ol start=\"2\" class=\"wp-block-list\">\n<li>Synergistic Timing<\/strong>: High firm coordination and high stakeholder readiness lead to a successful launch. Ray-Ban Meta Smart Glasses exemplify this, entering a market now open to augmented reality eyewear. <\/li>\n<\/ol>\n\n\n\n<ol start=\"3\" class=\"wp-block-list\">\n<li>Flexible Timing<\/strong>: High stakeholder readiness but low firm coordination. Stakeholders drive the market, requiring firms to act swiftly to meet demand. <\/li>\n<\/ol>\n\n\n\n<ol start=\"4\" class=\"wp-block-list\">\n<li>Inflexible Timing<\/strong>: High firm coordination but low stakeholder readiness. Firms must work to build trust and align expectations to overcome skepticism. <\/li>\n<\/ol>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-timing-as-a-strategic-process\">Timing as a Strategic Process<\/em><\/strong><\/h4>\n\n\n\nTiming is a social game that requires tact, patience, and foresight. Launching too early risks overwhelming stakeholders, while launching too late can result in missed opportunities. Success lies in calibrating firm actions to meet stakeholder readiness. <\/p>\n\n\n\nFirms must build market readiness by addressing four key factors: utility, legislative standards, shared values, and interpersonal trust. These efforts ensure stakeholders view the launch as credible, relevant, and aligned with their needs. <\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-lessons-from-technology-markets\">Lessons from Technology Markets<\/em><\/strong><\/h4>\n\n\n\nThe journey from antagonistic to synergistic timing often involves reintroducing products that failed previously. For instance, the augmented reality market took a decade to mature after Google Glass, paving the way for current successes. Flexible and inflexible timing scenarios are transitional stages. Managers navigating these moments must focus on bridging gaps between stakeholder expectations and firm actions. For example, firms facing inflexible timing need to create boundaries and trust to make disruptive technologies more accessible. <\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-practical-recommendations-for-managers-nbsp\">Practical Recommendations for Managers<\/strong> <\/h2>\n\n\n\nUnderstand the Timing Scenarios<\/strong>: Managers must assess whether their launch moment aligns with stakeholder readiness and internal coordination. Identifying the current scenario\u2014antagonistic, synergistic, flexible, or inflexible\u2014provides a roadmap for action.<\/p>\n\n\n\nManagers should be aware that individuals\u2019 timing norms may differ by technology type, as evidenced by Google's various product launches occurring in different market timing situations: Google Glass was launched in antagonistic timing, Google Gemini and its extension Google Lumiere are facing flexible timing, and Google Fitbit 6 was launched in an inflexible timing situation.<\/p>\n\n\n\nBuild Stakeholder Readiness<\/strong>: Invest in education, marketing, and regulatory alignment to create a foundation of trust and familiarity. These steps help stakeholders understand the product\u2019s value and reduce resistance. <\/p>\n\n\n\nTreat Timing as a Continuous Process<\/strong>: Rather than viewing timing as a single decision, managers should approach it as a series of adjustments. This dynamic approach ensures launches remain aligned with evolving market conditions.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-decision-tree\">Decision Tree<\/em><\/h4>\n\n\n\nSo how can managers make the right decision? We provide a decision tree with suggestions for marketing research:<\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img src=https://www.ama.org/"https:////www.ama.org//wp-content//uploads//2025//01//decision-tree-fig4.jpeg?resize=1024,459\%22 alt=\"\" class=\"wp-image-181850\"\/><\/figure>\n\n\n\nBefore launching a product, managers must ensure alignment between their firm's and stakeholders' timing norms (e.g., consumers, influencers, regulators). This involves market research through surveys or interviews to identify optimal timing (see potential questionnaire below). If timing norms align, the market is ready and a launch date can be set immediately. Misalignment requires further analysis of stakeholders\u2019 willingness to adapt, using specific questions to gauge flexibility.<\/p>\n\n\n\nIf stakeholders are willing to adapt, managers should use strategies like preannouncements, demos, and soft releases to cocreate an ideal launch moment. Publicizing minor imperfections can help build readiness, especially in market-driving situations. For stakeholders unwilling to adapt, managers should focus on building trust by controlling the product\u2019s scope and allowing gradual changes to prepare the market.<\/p>\n\n\n\nIf these approaches fail, managers should consider waiting for the market to mature naturally before revisiting the decision-making process. However, if the market remains resistant, any launch risks failure, necessitating a revision of the product.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-sample-questionnaire\">Sample Questionnaire<\/em><\/h4>\n\n\n\nQuestions to gauge if a firm\u2019s employee and stakeholder timing norms are aligned:<\/strong><\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>Do you watch out for new technology releases? a. Probe: If so, for which product categories? b. Probe: If so, how do you hear about new tech product releases? <\/li>\n\n\n\n<li>How do prospective technology innovation releases make you feel? (e.g., excited, horrified, worried, hopeful) a. Probe: What kinds of technologies are you most excited about? b. Probe: What kinds of technologies are you most scared of?\n<ul class=\"wp-block-list\">\n<li>i. Probe: What changes would have to happen to switch your fear to enthusiasm for the new technology? <\/li>\n<\/ul>\n<\/li>\n\n\n\n<li>Do you feel equipped to incorporate prospective technology innovations at your workplace? a. Probe: How do you feel equipped or not? <\/li>\n\n\n\n<li>Do you feel equipped to incorporate prospective technology innovations in your home? a. Probe: How do you feel equipped or not? <\/li>\n\n\n\n<li>Do you feel equipped to incorporate prospective technology innovations in your hobbies and leisure activities? a. Probe: How do you feel equipped or not? <\/li>\n\n\n\n<li>Is [the specific function] of [firm\u2019s new technology] useful to you? (Question relates to pragmatic legitimacy pillar) a. Probe: If no, can you describe a future situation where [specific function] of this technology would become useful to you? <\/li>\n\n\n\n<li>Does [specific function] of [firm\u2019s new technology] make you feel anxious? annoyed? angry? displeased? a. Probe: If yes, can you describe a future situation where [specific function] of [firm\u2019s new technology] would not make you feel positive emotions? <\/li>\n\n\n\n<li>In your opinion, are there current laws and official regulations in place to regulate [specific function] of [firm\u2019s new technology]? (Question relates to regulative legitimacy pillar) a. Probe: If yes, please describe the current laws and regulations that you think apply. b. Probe: If not, what laws and regulations should be put in place in the future to regulate [specific function] of this technology? <\/li>\n\n\n\n<li>Do you think the world would be a better place overall with [firm\u2019s new technology]? (Question relates to normative legitimacy pillar) a. Probe: Please describe your answer. <\/li>\n\n\n\n<li>Do you think [specific function] of [firm\u2019s new technology] can improve your standing among your peers at work? Among your family and friends? (Question relates to relational legitimacy pillar) a. Probe: If no, can you describe a future situation where [specific function] would not compromise you with your peers at work? At home and in your social circles? <\/li>\n\n\n\n<li>Can you currently make sense of [specific function] of [firm\u2019s new technology]? (Question relates to regulative cultural-cognitive legitimacy pillar) a. Probe: If no, can you describe a future situation where [specific function] of this technology would make sense to you? <\/li>\n\n\n\n<li>When do you think [firm\u2019s new technology] should be launched? a. Probe: Please justify your answer.<\/li>\n<\/ol>\n\n\n\nQuestions to gauge if stakeholders are willing to change their timing norms:<\/strong><\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>Are you willing to change your practices and habits now if a new technology was created that significantly improved society? a. Probe: If no, can you imagine a future where you would change your practices and habits for this prospective technology? What would this future look like? <\/li>\n\n\n\n<li>Are you willing to change your practices and habits now if a new technology was created that made your work routines easier and\/or more efficient? a. Probe: If no, can you imagine a future where you would change your practices and habits at work for this prospective technology? What would this future look like? <\/li>\n\n\n\n<li>Are you willing to change your practices and habits now if a new technology was created that made your home life and routines easier and\/or more efficient? a. Probe: If no, can you imagine a future where you would change your practices and habits at home for this prospective technology? What would this future look like? <\/li>\n\n\n\n<li>Are you willing to change your practices and habits now if a new technology was created that made your hobbies and leisure time more entertaining? a. Probe: If no, can you imagine a future where you would change your practices and habits during your leisure time for this prospective technology? What would this future look like? <\/li>\n\n\n\n<li>Are there certain industries where you are comfortable with a company releasing an unfinished technological innovation for consumers to try and test? a. Probe: Which industries? <\/li>\n\n\n\n<li>Are there specific industries where you think companies should never release a technological innovation before it is fully finished and thoroughly tested? a. Probe: Which industries?<\/li>\n<\/ol>\n\n\n\nTiming is not just about \u201cwhen\u201d but about \u201chow.\u201d Firms that treat timing as a strategic tool can transform innovation into market success. Whether rescuing a failed product or launching a groundbreaking new technology, aligning firm actions with stakeholder readiness is key to achieving synergistic timing. <\/p>\n\n\n\n\n\nSource:<\/strong> Thomas Robinson and Ela Veresiu, \u201c<a href=https://www.ama.org/"https:////doi.org//10.1177//00222429241280405/" target=\"_blank\" rel=\"noreferrer noopener\">Timing Legitimacy: Identifying the Optimal Moment to Launch Technology in the Market<\/a>,\u201d <a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing///" target=\"_blank\" rel=\"noreferrer noopener\">Journal of Marketing<\/a><\/em><\/em>.<\/p>\n\n\n\nGo to the <a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing///" target=\"_blank\" rel=\"noreferrer noopener\">Journal of Marketing<\/a><\/em><\/p>\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n","post_title":"How to Time Your Product Launch for Maximum Success","post_excerpt":"This Journal of Marketing study provides managers with resources to launch new tech at the optimal time.","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"how-to-time-your-product-launch-for-maximum-success","to_ping":"","pinged":"","post_modified":"2025-04-15 14:37:56","post_modified_gmt":"2025-04-15 19:37:56","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=181842","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":169241,"post_author":"146335","post_date":"2024-09-05 17:09:00","post_date_gmt":"2024-09-05 22:09:00","post_content":"\nIncrease distributor sales and loyalty using effective incentive strategies.<\/p>\n\n\n\nLearn the basics of setting up distributor incentive program with a solid foundation and sustainable budget. Explore the tools, technology, and performance measuring strategies that ensure your distributor incentive program meets your goals and exceeds ROI.<\/p>\n\n\n\n<a class=\"wp-block-ama-download button button-solid button-red\" href=https://www.ama.org/"https:////ama.tradepub.com//c//pubRD.mpl?secure=1&sr=pp&_t=pp:&qf=w_defa7016&ch=\%22 download>Download<\/a>\n","post_title":"Guide to a Successful Distributor Incentive Program","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"guide-to-a-successful-distributor-incentive-program","to_ping":"","pinged":"","post_modified":"2024-09-05 17:09:02","post_modified_gmt":"2024-09-05 22:09:02","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=169241","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":165717,"post_author":"187891","post_date":"2024-08-06 10:53:42","post_date_gmt":"2024-08-06 15:53:42","post_content":"\nWhy do some technology products provide years of continued use while others are dogged by connectivity failures, battery woes, and apps that crash?<\/p>\n\n\n\nThe interconnected nature of modern technologies means that continued use depends on a products\u2019 capacity to interact with other devices, objects, and infrastructures. Consider gaming consoles that interact with televisions, Bluetooth connections, internet connections, and electricity infrastructures. Their continued use is facilitated or disrupted depending on whether they can establish and maintain these connections.<\/p>\n\n\n\nIn a new <a href=https://www.ama.org/"https:////doi.org//10.1177//00222429241255306/" target=\"_blank\" rel=\"noreferrer noopener\">Journal of Marketing<\/em> study<\/a>, we find that customers take active roles in extending a technology product\u2019s lifecycle and that companies must consider this \"entropy work\" before limiting or encouraging these activities. Entropy work spans maintenance and repair activities, such as checking connections, resetting\/cleaning devices, applying updates, replacing parts, and consulting others for help. When people cannot perform entropy work, they experience declines in the usefulness and ease-of-use of their devices.<\/p>\n\n\n\nThe increasing prevalence of smart technologies means that these connectivity problems are increasing the amount of entropy work required from users. Moreover, technology companies often restrict users\u2019 abilities to maintain and repair devices and connections. For instance, using third-party parts to replace failing displays or batteries tends to result in annoying notifications or reduced device functionality for iPhone users.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-continued-use-trajectories\">Continued Use Trajectories<\/strong><\/h2>\n\n\n\nBy exploring this issue through the lived experiences of technology consumers, we identify four \u201ccontinued use trajectories\u201d that chart common events during the lifecycle of a variety of technology products from adoption to disposal.<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>First, some products enjoy a supporting trajectory<\/strong> in which devices work seamlessly with others, automatically connecting and functioning for long periods. For instance, Samsung partners with iFixit, a firm that empowers consumers to maintain their own devices through kits and guides. As such, Samsung sanctions its customers to maintain Galaxy smartphones with the support of a trusted third party. <\/li>\n\n\n\n<li>Second, a decaying trajectory<\/strong> occurs when a tech product is easy to use in its early years but thereafter sees gradual declines in performance. Batteries drain faster, programs get slower, and connections to other tech products become complex. This situation can be caused by the nature of after-sales support: When consumers receive support to perform entropy work early on but this help recedes in later years, the usefulness of a device will likely decay. For instance, AppleCare is available for two to three years after purchase and, once that warranty ends, customers must consult costly certified technicians or attempt entropy work without support. <\/li>\n\n\n\n<li>The third trajectory is a taxing trajectory<\/strong> in which tech products quickly fail to function as expected and consumers need immediate help. Famously, Samsung immediately recalled and replaced many of its smartphones in 2016 after reports of overheating and explosions. By immediately owning the problem, Samsung salvaged its brand image. <\/li>\n\n\n\n<li>Finally, tech products can exist in oscillating trajectories<\/strong>, going back and forth between functioning properly and running into problems. These situations are frustrating because they force consumers to do unpredictable amounts and kinds of entropy work.<\/li>\n<\/ol>\n\n\n\nWhen users cannot derive the useful benefits of a device, they are more likely to abandon it, but they also get frustrated with brands. And if a company restricts consumers\u2019 ability to receive help from outside sources and funnels them toward their own services, consumers can feel trapped.<\/p>\n\n\n\nTo navigate these different trajectories, companies can provide resources such as guides for common recurring problems. Moreover, they can establish or endorse platforms that offer free troubleshooting advice, like Reddit communities and Adobe\u2019s community, which offer support for products.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-the-right-to-repair\">The Right to Repair<\/strong><\/h2>\n\n\n\nGiven the worsening cost-of-living crisis, we can understand why consumers increasingly demand the \u201cright to repair\u201d their own devices via access to third-party services and parts. Oregon, Colorado, and the European Union have all enacted right-to-repair laws, illustrating a growing movement\u2019s momentum to guarantee consumers\u2019 ability to perform entropy work and maintain their devices.<\/p>\n\n\n\nMindful of these movements, companies must consider how they support or limit consumers\u2019 entropy work. We offer several suggestions for chief marketing officers:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Keep in mind that as the connectivity of a tech product increases, the chances for these connections to enable problems to emerge increases. <\/li>\n\n\n\n<li>Incentivize customers to upgrade to a new device to improve ease-of-use when entropy work overwhelms them. <\/li>\n\n\n\n<li>Implement holistic investigations into which technologies, people, and other objects have the capacities to increase the entropy work customers must do to maintain their device\u2019s continued use. <\/li>\n\n\n\n<li>Establish enduring service relationships when tech product issues are likely to recur to help customers maximize periods of stable continued use.<\/li>\n<\/ul>\n\n\n\n\n\nSource: <\/strong>Paolo Franco, Robin Canniford, Marcus Phipps, and Amber M. Epp, \u201c<a href=https://www.ama.org/"https:////doi.org//10.1177//00222429241255306/" target=\"_blank\" rel=\"noreferrer noopener\">Continued Use Trajectories: How Entropy Work Sustains Technology Assemblages<\/a>,\u201d <a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing///" target=\"_blank\" rel=\"noreferrer noopener\">Journal of Marketing<\/a><\/em>.<\/p>\n\n\n\nGo to the <a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing///" target=\"_blank\" rel=\"noreferrer noopener\">Journal of Marketing<\/a><\/em><\/p>\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n","post_title":"The Right to Repair: How Can Brands Benefit from Allowing Customers to Maintain and Repair Their Own Tech Products?","post_excerpt":"A Journal of Marketing study finds that tech products enjoy enduring, continued use when consumers can successfully perform maintenance and repair activities.","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"the-right-to-repair-how-can-brands-benefit-from-allowing-customers-to-maintain-and-repair-their-own-tech-products","to_ping":"","pinged":"","post_modified":"2024-08-06 10:56:02","post_modified_gmt":"2024-08-06 15:56:02","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=165717","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}]" />

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