Cost-effectiveness of follow-up strategies in improving the response rate of mail surveys

Article Abstract:

Although inexpensive and geographically flexible, mail surveys typically result in low response rates. These low response rates can bias the results when nonrespondents differ systematically from respondents. Because follow-ups with nonrespondents have been shown to increase overall response rate, the purpose of the study was to compare both response rate and cost-effectiveness ratio of four different follow-up strategies. Nonrespondents from a national mailing of 596 surveys were randomly assigned into four strategy conditions: (1) postcard reminders; (2) second mailings; (3) telephone reminders; and (4) Dillman's multiple follow-up strategy, which combines all three. When telephone numbers were not available, the Dillman strategy and second mailings yielded significantly higher return rates than the telephone condition. However, it was determined if telephone numbers had been available, there would be no significant differences among response rates for the four follow-up conditions. In both situations, postcard reminders were most cost-effective. Thus, although surveys with higher response rates are generally accorded greater validity, the additional cost and time of the multiple follow-ups do not always lead to a significantly higher response rate. (Reprinted by permission of the publisher.)

Mail surveys, Survey response rates

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What happens when new competitors enter an industry

Article Abstract:

This article examines the impact that evolving competitive environments have on traditional business relationships in the baking industry. The entry of supermarket in-store bakeries and franchised donut shops not only significantly altered the competitive reality but also has sown the seeds of mistrust among long-established business partners - retail bakers and bakery ingredients distributors. This article also shows how disequilibrium within the retail baking industry offers an opportunity for new competitors to consolidate and enlarge their market penetration, and the need for the traditional players to redirect their marketing strategy. (Reprinted by permission of the publisher.)

Research, Management, Competition (Economics), Bakers and bakeries, Bakeries, In-store bakeries

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