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We consider it an honor to be invited to reflect on our experiences with "customer-choice modeling" (CCM) for this special issue of Cornell Quarterly. We are indebted to our colleagues, co-researchers, teachers, and students, as well as to the many corporations and grant-making agencies for giving us the opportunity to explore the rich art and science of choice modeling within a wide range of industries, products, and service applications. Our attempt in this essay is to highlight some of the valuable managerial and methodological insights we have observed over the course of the past ten years. To make this essay useful to both managers and academic researchers, we will discuss our thoughts on CCM in the context of methodological advances and managerial applications in service-driven markets.


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