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Category Archives: Chapter 06: Consumer Behavior

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Tightening Belts, Rejecting Overconsumption

14 Tuesday Oct 2025

Posted by grewallevymarketingnews in Chapter 05: Analyzing the Marketing Environment, Chapter 06: Consumer Behavior

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consumption, movement, restraint

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In today’s dynamic, stressful economic conditions, many U.S. consumers are signaling their disinclination to spend. Consumer confidence measures are suffering …

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How a Television Show from the 1970s Created the Cruise Industry

08 Tuesday Jul 2025

Posted by Grewal Levy Marketing in Chapter 06: Consumer Behavior, Chapter 09: Segmentation, Targeting and Positioning, Chapter 12: Developing New Products

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cruise, history, love boat, new, trend, TV

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Cruises represent a pretty common and mainstream form of family entertainment today. But that was not always the case. In …

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Well Read: Assouline Makes Luxury Books

01 Tuesday Jul 2025

Posted by Grewal Levy Marketing in Chapter 05: Analyzing the Marketing Environment, Chapter 06: Consumer Behavior, Chapter 09: Segmentation, Targeting and Positioning

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assouline, books, luxury, price, status

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If, as the old saying goes, “money talks and wealth whispers,” then what are the books published by Assouline doing? …

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Isn’t It Just Wild? The Burgeoning Popularity of Luxury Outdoor Brands 

10 Tuesday Jun 2025

Posted by Grewal Levy Marketing in Chapter 05: Analyzing the Marketing Environment, Chapter 06: Consumer Behavior

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adventure, glamping, luxury, outdoor

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What comes to mind when I ask, “Hey, do you want to go camping this weekend?” For some readers, it …

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Curveball: World Series Tickets Prices Reach an All-Time High

27 Thursday Mar 2025

Posted by Grewal Levy Marketing in Chapter 06: Consumer Behavior, Chapter 13: Services: The Intangible Product, Chapter 15: Strategic Pricing Concepts

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baseball, MLB, prices, tickes

istockphoto / nattanan726

Despite the challenges that persistently face Major League Baseball (MLB), including complaints about the lack of competitive parity in the league and ethical struggles involving controversial topics such as gambling and performance-enhancing drugs, the sport and the league seem to be performing fairly well. For example, ticket prices for the 2024 World Series reached the most expensive level in history. 

In a match-up between two of the biggest U.S. cities, the Los Angeles Dodgers took on the New York Yankees for the first time in 43 years. Fans of these two teams represent the two largest markets for MLB, due in large part to excitement surrounding their ongoing success and their nostalgic, historical legacy. The Dodgers have dominated lately, including a recent championship and highly publicized signings of once-in-a-generation players like Shohei Ohtani. But the Yankees have dominated for most of the history of the MLB and boast a remarkable 27 World Series championships (the Dodgers had 7, going into the 2024 matchup), won by unforgettable, once-in-a-lifetime players like Babe Ruth.

Today, both teams can boast some of the biggest names in the game. Shohei Ohtani is unlike anything baseball fans have seen recently. He is a blazing hitter and base runner, such that in 2024, he dinged 54 home runs and stole 59 bases, the first player ever to surpass 50 on both metrics in one season. Beyond such impressive offensive stats, his defensive position is as a pitcher—a nearly unprecedented combination. The Dodgers kept him from pitching in 2024, to protect his health in the long term, but he has achieved a career ERA (earned run average) of just 3.01. Meanwhile, the Yankees All-Star outfielder Aaron Judge reached base nearly half the times he came to the plate, notched a .322 batting average, and hit 58 home runs, which led the league. 

So there were a lot of reasons for fans to be excited about the matchup. Tickets for Game 1 were announced first: a whopping $975 per seat. But that was just the beginning. Game 3 set records for being the most expensive game in the league’s entire history, and resale prices started around $2,000 per seat. Ticketing for prime seats started at $20,000 and climbed from there.

The Dodgers ultimately dominated, winning the best-of-seven series in five games. But perhaps the real winner was MLB, which enjoyed not just the revenues from tickets but also the highest network ratings for the broadcast of the World Series in years.   

Discussion Questions 

  1. Why are the Yankees and the Dodgers two most profitable franchises in MLB currently? What value propositions do they offer?
  2. How have the Yankees managed to maintain such strong brand loyalty, despite not winning a championship in years? 

Sources: Abby Montanez, “Yankees-Dodgers World Series Tickets Are the Most Expensive Ever,” Yahoo Sports, October 25, 2024; Jordan Valinsky, “Tickets for this Year’s World Series Are the Most Expensive Ever,” CNN, October 25, 2024; Mike Winters, “World Series Ticket Prices Are the Second-Highest Ever – a Yankees Home Game Could Run You Nearly $5,000,” CNBC, October 24, 2024

All the Rage: Vuori Corners the Athletic Work Apparel Market

20 Thursday Mar 2025

Posted by Grewal Levy Marketing in Chapter 05: Analyzing the Marketing Environment, Chapter 06: Consumer Behavior, Chapter 09: Segmentation, Targeting and Positioning, Chapter 10: Marketing Research

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atheltic, casual style, dress code

istockphoto / ismagilov

Steve Jobs had his black turtlenecks. Mark Zuckerberg favors hoodies. These famous figures might not be known for their fashion sense, but their example seemingly is defining what young professionals consider to represent appropriate office attire. Especially as working from home continues to represent an appealing option, more companies—whether they allow work from home or hope to encourage employees to come back to the office—are lowering the strict standards for what is required for people to wear. In response, young, affluent executives have embraced work “uniforms” that provide just as much comfort as their casual and athletic gear. And in this broader environment, Vuori is enjoying remarkable growth.

The brand first came to fame for its tech pants, which were designed with a tapering, semi-formal design but produced with human-made, technical textiles, such as nylon and polyester. They offer breathability and moisture-wicking capacities, and they move and stretch far more than cotton, wool, and other conventional materials used to make pants. Therefore, while they look (at least from some distance) like conventional suit trousers, the pants offer comfort similar to that provided by athletic gear like sweatpants. Its offerings have created a new subcategory of apparel, involving active, casual gear that also looks professional.

Although athleisure has long been a meaningful industry sector, athletic styles of work wear are something different. Rather than just a different type or style of leggings, Vuori innovated a distinctive, unique design. When consumers try out this alternative, they also assign it high marks in terms of the fit it offers, its performance, and, particularly, its comfort level. Therefore, once they try it, they seemingly switch quickly away from other versions, like leggings, that also do not offer the same level of professionalism. For example, in 2018, only 1.2 percent of consumers who shopped at Lululemon also shopped at Vuori; by 2024, that rate had increased to 7.8 percent. 

Noting Vuori’s consumer appeal and growing market share, investors contributed an estimated $825 million to its latest round of funding, prompting a late-2024 valuation of $5.5 billion. Thus, even if Vuori has not totally cornered the market for active wear, it can stake its claim for achieving one of the largest initial public offerings in the retail industry. In the meantime, it is working to spread its vision of office wear to global markets, through investments in expanded and aggressive marketing efforts. Already available in 18 countries, Vuori has indicated its plans to sell its products in more than 100 stores, throughout Europe and Asia, by the end of 2026.

Discussion Questions

  1. Take a look at Vuori’s pants design. Does it represent a truly new design, or is it just another type of athleisure?
  2. Is the active casual wear market a growing one, or does it offer limited share?

Sources: Max Berlinger, “How Vuori Became One of the Hottest Names in Fashion,” The New York Times, January 18, 2025; Daphne Howland, “With Latest Investment, Vuori’s Valuation Hits $5.5B,” Retail Dive, November 11, 2024; Gabrielle Fonrouge, “How Vuori Reached a $5.5 Billion Valuation By Taking Share From Lululemon,” CNBC, December 19, 2024;

U.K. Government Explores the Use of Emissions Zones and Surveillance Technology

18 Tuesday Mar 2025

Posted by Grewal Levy Marketing in Chapter 04: Conscious Marketing, Corporate Social Responsibility, and Ethics, Chapter 06: Consumer Behavior, Marketing Tidbits

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data, Government, nhs, privacy

London’s government appears determined to lower emissions; it also appears strapped for cash. The global capitol introduced an ultra-low emission zone plan in 2019, which imposed a daily fee on polluting vehicles (gas cars built before 2006, diesel engines built before 2015) that came into central London. By 2023, the fees applied throughout Greater London. The goal was to lower the emissions created in the city and encourage greater uses of more sustainable transportation options. Building on these efforts, London’s mayor Sadiq Khan recently suggested adding surveillance systems and monitors throughout the city, to track cars as they entered the ultra-low emission zones. At the same time, the national government reportedly is considering monetizing satellite surveillance technology that could be used to track the vehicles. Seeking these alternative sources of revenue seems critical; efforts to encourage consumers to switch to electric cars promise to eliminate approximately 25 billion pounds worth of revenue that the country currently earns from fuel taxes. Yet shifting the burden to consumers raises some legitimate questions too. The emission plan arguably affects working-class people disproportionately and detrimentally. As the cost of living in London has risen to untenable levels, they have fled to more remote areas, which offer relatively fewer public transportation options. Other challenges to the policies raise questions about their efficacy; an Imperial College London study suggested that the emission zones actually had little effect on air quality, at least in the months following their implementation. Lawmakers must come together quickly, to weigh policy options that will balance fiscal goals with public interest.

Sources: Phillip Inman, “If You Let Google Have Your Data, Why Not the NHS?” The Guardian, October 19, 2024; “The Ultra-Low Emission Zone for London,” London Assembly

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Nama’stay in Fashion: Lululemon Faces Increased Competitios

21 Tuesday Jan 2025

Posted by Grewal Levy Marketing in Chapter 05: Analyzing the Marketing Environment, Chapter 06: Consumer Behavior

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brand, competition, lululemon

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The athleisure movement of the early aughts arguably reached its peak around the mid-2010s, when sleeker workout styles became acceptable …

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Why the Walmart Model Doesn’t Translate to Healthcare

24 Thursday Oct 2024

Posted by Grewal Levy Marketing in Chapter 05: Analyzing the Marketing Environment, Chapter 06: Consumer Behavior

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Healthcare, pharmacy, Walmart

Walmart’s retail model is widely celebrated for its efficiency and cost effectiveness. But does a retail model work when applied …

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All In: How a Marketing Victory for Nike Might Be a Win for adidas

03 Thursday Oct 2024

Posted by Grewal Levy Marketing in Chapter 02: Developing Marketing Strategies, Chapter 05: Analyzing the Marketing Environment, Chapter 06: Consumer Behavior

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adidas, backfire, dfb, Germany, Nike

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Nike and adidas have been locked in a very public rivalry, ever since sportswear became profitable. A shocking headline recently …

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Archived Articles by Chapter

  • Chapter 01: Overview of Marketing (80)
  • Chapter 02: Developing Marketing Strategies (152)
  • Chapter 03: Social and Mobile Marketing (174)
  • Chapter 04: Conscious Marketing, Corporate Social Responsibility, and Ethics (183)
  • Chapter 05: Analyzing the Marketing Environment (242)
  • Chapter 06: Consumer Behavior (203)
  • Chapter 07: Business-to-Business Marketing (90)
  • Chapter 08: Global Marketing (129)
  • Chapter 09: Segmentation, Targeting and Positioning (164)
  • Chapter 10: Marketing Research (108)
  • Chapter 11: Product Branding and Packaging Decisions (223)
  • Chapter 12: Developing New Products (196)
  • Chapter 13: Services: The Intangible Product (158)
  • Chapter 14: Pricing Concepts for Establishing Value (104)
  • Chapter 15: Strategic Pricing Concepts (108)
  • Chapter 16: Supply Chain Management (123)
  • Chapter 17: Retailing and Multichannel Marketing (222)
  • Chapter 18: Integrated Marketing Communications (172)
  • Chapter 19: Advertising, Public Relations and Sales Promotions (203)
  • Chapter 20: Personal Selling and Sales Management (65)
  • Marketing Tidbits (47)
  • Uncategorized (17)

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