Web3 technology is described as trustless in that interactions and transactions do not require trusted third parties and instead rely on smart contracts and the immutability of the decentralized blockchain. Thus, in contrast to earlier iterations of the web, Web3 users are asked to trust the technology itself rather than the human intermediaries. On its face, this shift to a trustless web calls into question the traditional conceptions of and requirements for trust. However, in this article, we caution against claims that advocate distrusting Web3 on the basis that, despite how quickly Web3 technology is advancing, the psychological processes through which people perceive and make sense of the social world remain fundamentally unchanged. Drawing on the psychology of trust and the evolution of web technologies and associated objects of trust, we argue that Web3 is not so trustless after all. We also highlight opportunities for brands to build trust in Web3 technology, including key considerations in leveraging opportunities and directions for further research. Overall, this article provides critical guidance to brand managers, policy advisors, and academics seeking to understand, build, and trust Web3 technology.

Diversity, equity, and inclusion (DEI) is ubiquitous in today's public discourse, underpinned by societal recognition of inequality and demands for less discrimination. Further, DEI increasingly serves as a resource for brands to express their identity and align with consumer values. However, implementing DEI as a brand management strategy requires more than lip service and poses risks if not properly embraced. For instance, consumers can perceive DEI initiatives as inauthentic, or initiatives can miss the mark with target consumer groups when poorly executed. Because brands are now more inclined to take responsibility and a public stance on sociopolitical issues, we take a step back and discuss key considerations and opportunities for brands to embrace DEI. We first document the case for DEI in brand management. Next, we present the consumer and brand perspectives of DEI before unpacking the considerations and opportunities of embracing DEI for brand management. Overall, our manuscript provides guidance for brands, marketers, regulators, and policy makers to better understand the role of DEI for brand management.

Influencer marketing has become a dominant and targeted means for brands to connect with consumers, but it also brings risks associated with influencer transgression and reputation damage. In recent years, virtual influencers have gained popularity and given rise to falsity, or artificially created and manipulated influencers that are revolutionizing the field of influencer marketing. A virtual influencer is an entity--humanlike or not--that is autonomously controlled by artificial intelligence and visually presented as an interactive, real-time rendered being in a digital environment. As brands increasingly seek to engage virtual influencers to connect with and sell to audiences, we take a step back and discuss the opportunities and challenges they present for firms and managers. To help marketers understand this emerging field, we first document the rise of virtual influencers. Then, we discuss consumer reactions to virtual influencers before unpacking their associated opportunities and challenges for brands and marketers. Finally, we conclude with an overview of implications and future considerations.

Service that falls below customer expectations is framed as a service failure. While many researchers have investigated service failures, they have tended to focus on large service failures. This is likely because large failures are more noticeable by firms and more likely to prompt customer complaints than small failures. However, we argue that smaller service failures can cause as much damage as larger failures, and in some cases even more. We introduce the concept of service microfailures, which we define as instances when a customer's expectations go unmet in some small way. While minor in isolation, repeated service microfailures that go unnoticed and unrecovered can compound in effect and drive customer defection. For this reason, we propose that service microfailures are a potentially much larger managerial problem than they may appear on the surface. In this article, we conceptualize microfailures as a distinct form of service failure and outline the mechanism through which they cause damage. We then develop a multifaceted approach through which managers can detect, repair, and prevent service microfailures.

Artificial intelligence (AI) is at the forefront of a revolution in business and society. AI affords companies a host of ways to better understand, predict, and engage customers. Within marketing, AI's adoption is increasing year-on-year and in varied contexts, from providing service assistance during customer interactions to assisting in the identification of optimal promotions. But just as questions about AI remain with regard to job automation, ethics, and corporate responsibility, the marketing domain faces its own concerns about AI. With this article, we seek to consolidate the growing body of knowledge about AI in marketing. We explain how AI can enhance the marketing function across nine stages of the marketing planning process. We also provide examples of current applications of AI in marketing.