Doctoral Candidate, Marketing, Ph.D. anticipated August 2014, University of Nebraska Lincoln

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1 JOSEPH MATTHES OFFICE ADDRESS Marketing Department 310 College of Business Administration Lincoln, NE P: (402) F: (402) E: HOME ADDRESS Laci Street Omaha, NE P: (402) E: EDUCATION Doctoral Candidate, Marketing, Ph.D. anticipated August 2014, Master of Business Administration, May 2006, Creighton University Bachelor of Science in Business Administration, Management Information Systems, August 2004, Creighton University RESEARCH DISSERTATION: A Conceptualization and Empirical Examination of the Effects of Marketing Alignment on Franchising Relationships Anticipated Defense July 2014 COMMITTEE: Amit Saini (Chair) (Marketing Department, ) Ravipreet Sohi (Marketing Department, ) Scott Friend (Marketing Department, ) Greg Welch (CYFS Statistics & Research Methodology Unit, University of Nebraska Lincoln) SUMMARY: Franchising as a business model has existed in the United States for over a century (Rothenburg 1967). It first originated in the form of voluntary and cooperative groups that sought economies of scale through vertical or horizontal expansion (Konopa 1963). During this time, franchising offered a cost-efficient way for companies to partner 1

2 together and expand market presence. The concept soon progressed into franchise selling, or the practice of manufacturers to allow a limited number of retailers to sell their products for a fee (Konopa 1963). This type of franchising also led to faster expansion into the marketplace than could have otherwise been accomplished by these manufacturers. The practice of franchising continued to evolve into free-enterprise franchising, which is currently a well-established alternative marketing channel of distribution that has been widely adopted both domestically and internationally (Hackett 1976; Walker and Etzel 1973). Franchisees and franchisors represent a significant and specific type of marketing channel relationship that captures interactions between a manufacturer and its dependent retailers. Though relationships are at the heart of virtually all business, for franchisees and franchisors, the relationship structure has an additional layer of complexity due to the fact that there is a forced co-dependence without any guarantee that individual strategies, tactics, or values will align. As a result, many franchising relationships fall short of achieving their desired level of success (Gibson 2007; Holmberg and Morgan 2004). Reasons for lack of performance include having conflicting approaches to the market, poor relationship quality between franchising partners, and unrealistic financial, strategic, or operational expectations on the franchisee (Purvin 2008; Sniegowski 2012). Furthermore, a lack of agreement and cooperation across marketing efforts is often cited as critical factors (Frazer 2013; Mathews, DeBolt, and Percival 2011). The concept of alignment, while not entirely novel, has lacked a consistent application across a wide variety of research streams. Despite alignment having been examined in multiple contexts, no definitive construct has been developed in the literature to consistently characterize and test for its existence as an organizational phenomenon. Some earlier work examined alignment in terms of compatible interests and found that it positively affects the formation of coalitions in multiparty negotiations and ultimately affects the allocation of resources (Polzer, Mannix, and Neale 1998). This research provides some insight into alignment as being comprised of both (a) agreement and (b) cooperation, which in turn leads to greater satisfaction with the channel relationship. I utilize the notion of alignment to examine a franchisee s marketing alignment with its franchisor because (1) being on the same page and working efficiently towards common goals is critical for captive channel relationships, (2) alignment is an ongoing dynamic that can alter over time, and (3) synergies that can be realized through high levels of consensus and harmonization affect both implementation and performance for franchisees and franchisors alike. Furthermore, marketing alignment is an important concept because of the critical roles that exchange relationships and relationship management play in successfully executing complex marketing tasks across a broad network (Frazier and Antia 1995; Morgan and Hunt 1994). Based on findings from the depth interviews and literature review, marketing alignment between franchisees and franchisors is conceptualized across the three dimensions of strategic approach (e.g., Anderson 1982; Miles, Snow, Meyer, and Coleman 1978; Porter 1980), tactical management (e.g., Keller 1993; Saini, Grewal, and Johnson 2010; Thomas and Griffin 1996) and value structures (e.g., Hunt, Wood, and Chonko 1989; Vinson, Scott, and Lamont 1977). This dissertation seeks to fill a gap in the literature by exploring the effects of strategic, operational, and values-oriented forms of marketing alignment where strategic marketing alignment refers to the big picture approach to strategy types and firm objectives; 2

3 operational marketing alignment refers to tactical management of the products, supply chain, and customer relationships; and values marketing alignment refers to responses to potentially controversial socio-economic opportunities or threats. It is argued that such forms of marketing alignment directly affect implementation and franchisee performance which in turn affects franchisee satisfaction. By conceptualizing and empirically testing for the existence of marketing alignment between franchising partners, the author attempts to recognize, define, and capture critical components of franchising relationships that have been previously ignored. Once collected, data will be analyzed and hypotheses tested using structural equation modeling. Furthermore, the quality of data collection will be ensured through multiple statistical tests including verifying reliability of measures as well as checking for acquiescence bias, non- response bias, convergent validity, discriminant validity, and common method variance. RESEARCH INTERESTS: Marketing Strategy / Marketing Management Marketing Channels of Distribution (B2B Relationships, Franchising, Personal Selling, Sales Management, Supply Chain Logistics, and Retailing) Marketing-Technology Interface (E-Commerce, Mobile Applications, CRM, Marketing and Sales Knowledge Management, Social Media, etc.) CURRENT RESEARCH: Matthes, Joseph, Amit Saini, and Jeff Johnson (2014), Drivers of Mobile Application Development, Functionality, and Strategic Objectives, Targeted to the Journal of Marketing. Data collection under way; anticipated submission: Fall Abstract: Mobile applications, which are accessed through smartphones or tablet computers, have become a part of daily life for many consumers. The ubiquity of access that mobile applications provide to a variety of company offerings is virtually unmatched. Due to the potential of this new marketing channel, many firms are deciding to develop some type of mobile application. For companies that seek to participate in the mobile application arena they must make a variety of decisions including in-house versus 3 rd party development, the functionality of the mobile application, and their strategic objectives. These outcomes are driven by the firm s capabilities which are in turn moderated by institutional factors. Matthes, Joseph, Amit Saini, and Jeff Johnson (2014), Strategic Drivers of Mobile Application Performance, Targeted to the Journal of Marketing. Data collection under way; anticipated submission: Fall Abstract: Mobile applications, accessed through smartphones, have become a ubiquitous part of the consumption landscape. Given the growth potential of this new marketing 3

4 channel, many firms are deciding to participate. A conceptual framework is presented that examines development of mobile applications from a marketing strategy perspective. Three strategic postures top line growth, bottom line control, and mobile relationship management are recognized as the fundamental motivation driving the development of mobile applications. Two sets of boundary conditions institutional factors and operational implementation are identified as internal and external factors that moderate the relationship between a firm s strategic postures and firm performance. Ball, A. Dwayne, Pedro S. Coelho, and Joseph Matthes (2014), Discriminant Validity Assessment in Marketing Research, Analysis complete, currently revising the manuscript; anticipated submission: Fall Abstract: Establishing discriminant validity has been a keystone of measurement validity in academic marketing research for over three decades. Without showing that one s constructs have discriminant validity, one s contributions to the marketing literature are likely to foster the proliferation of constructs that are operationally the same as other constructs already present in the literature, thus leading to confusion in the development of theory. This work evaluates extant methods for establishing discriminant validity, using artificial data sets with various properties, and shows that some commonly-used approaches to establishing discriminant validity do not always yield accurate assessments of it. We show that other common and not-so-common methods are much more likely to yield accurate assessments of whether discriminant validity exists. Recommendations for practice in the assessment of discriminant validity are suggested. Johnson, Jeff, Amit Saini, and Joseph Matthes (2015), Sales-Marketing Transitions, Conceptual piece, data collection planned; anticipated submission: Spring REFEREED CONFERENCE PROCEEDINGS: Matthes, Joseph and Amit Saini (2014), A Conceptualization and Empirical Examination of the Effects of Marketing Alignment on Franchising Relationships, Robert Mittelstaedt Doctoral Symposium, Lincoln, NE, (Published in Full) Matthes, Joseph and Amit Saini (2013), "Strategic Drivers of Mobile Application Performance," 2013 AMA Summer Educators Conference Proceedings, Boston, MA, (Published in Abstract) Matthes, Joseph and Les Carlson (2013), "Product Content in the Entertainment Industry," 2013 AMA Marketing & Public Policy Conference Proceedings, Washington, D.C., (Published in Abstract) Matthes, Joseph and Amit Saini (2012), The Role of Franchisee Marketing Commitment on Promotion Execution and Performance, 2012 AMA Summer Educators Conference Proceedings, Chicago, IL, (Published in Abstract) 4

5 RESEARCH AWARDS: 2013 AMA Sheth Foundation Doctoral Consortium Fellow, University of Michigan, Ann Arbor, MI RESEARCH ASSISTANT: Dr. Amit Saini (Fall 2011, Spring 2012, Fall 2012, Spring 2013, Fall 2013, Spring 2014) Dr. A. Dwayne Ball (Fall 2010, Spring 2011, Fall 2011, Spring 2012, Fall 2012, Spring 2013) TEACHING TEACHING INTERESTS: Marketing Channels Management Marketing Management / Strategic Marketing E-Commerce / Digital Marketing Personal Selling Principles of Marketing Retailing TEACHING EXPERIENCE: Course Evaluation Scores for : Principles of Marketing and : Marketing Channels Management (total enrollment) Course Evaluation Question (5-point scale) Fall 2010 (112) Spring 2011 (39) Summer 2011 (38) Fall 2011 (41) Spring 2012 (47) Summer 2012 (31) Summer 2012 (28) Fall 2012 (46) Spring 2013 (47) Average (429) 21) Instructor demonstrated interest in the students learning: 24) Instructor s grading policies and practices were fair: 27) Instructor knowledgeable about the course subject matter: 28) Overall evaluation of instructor relative to other instructors:

6 TEACHING AWARDS: Outstanding Graduate Teaching Assistant , College of Business Administration, Excellence in Teaching by a Graduate Student , Marketing Department, Outstanding Graduate Teaching Assistant , Honorable Mention, University of Nebraska Lincoln Excellence in Teaching by a Graduate Student , Marketing Department, OTHER WORK EXPERIENCE INDUSTRY: Union Pacific Railroad, Omaha, NE, , Project Manager - Market Research and Analysis. Researched over a dozen industries including dairy, produce, fertilizer, sand, and trucking. Provided detailed and documented strategic recommendations to marketing and sales employees. Analyzed distribution of the company s physical resources to help determine proper expansion. Union Pacific Railroad, Omaha, NE, , Business / Account Representative. Managed hundreds of customers as well as freight revenue worth over $20 million annually. Collected over $150,000 in demurrage charges that had been outstanding for up to two years. Union Pacific Railroad, Omaha, NE, , Marketing / Information Technology Intern. Examined, assessed, and documented the company s liabilities and overall liability process. Updated a Microsoft Access electronic data interchange reporting system that traces all inbound and outbound transactions. Midwest Game Design, Omaha, NE, , President and Owner. Worked with Microsoft to create a downloadable game for the Xbox 360 Live Arcade. Directed all business operations as well as level design, story, and overall game production. SERVICE REVIEWER: Journal of Small Business Management, 2013-Present Journal of Consumer Behavior, 2012 International Conference on Information Systems, 2011, Human-Computer Interaction track Pacific-Asia Conference on Information Systems, 2011, Human-Computer Interaction track 6

7 ACADEMIC: President, UNL Marketing Doctoral Association, Advisor, UNL Pi Sigma Epsilon Professional Sales Fraternity, Peer Discussant, Haring Symposium, 2013 Coach, National Collegiate Sales Competition, 2013 Emcee, Robert Mittelstaedt Doctoral Symposium, 2011 Vice President of Networking, UNL Marketing Doctoral Association, SERVICE AWARDS: Baker Award for Excellence in Service by a Graduate Student , Marketing Department, PROFESSIONAL MEMBERSHIPS American Marketing Association Summer 2012 to present REFERENCES Dr. Amit Saini Dr. A. Dwayne Ball Associate Professor of Marketing Department Chair and Associate Professor of Marketing P.O. Box P.O. Box Lincoln, NE Phone: (402) Lincoln, NE asaini2@unl.edu Phone: (402) dball1@unl.edu Dr. Scott Friend Dr. Ravipreet Sohi Assistant Professor of Marketing Professor of Marketing and Interim Director of the Center for Sales Excellence P.O. Box P.O. Box Lincoln, NE Phone: (402) Lincoln, NE scott.friend@unl.edu Phone: (402) ravisohi@unl.edu 7