bluuebunny/crossref_metadata_2025 huggingface dataset:
REAL ESTATE PORTFOLIO VALUATION
Authors: LAY FRICS R.N.
Published: February 2008

Traditional methods of portfolio valuation have been criticised for their inability to adapt sufficiently in an increasingly complex market, providing, according to the critics, simplistic and inaccurate analysis for the client. This paper, while accepting the need to adopt more rigorous valuation techniques in certain areas, argues that new techniques alone will not produce better answers. When adopting an increasingly data‐rich quantitative approach, the valuation is only as good as the information to which the valuer has access. Where information is historic, lacking or distanced from the market, the resulting valuation may be meaningless. Only by being close to the marketplace can the valuer accurately reflect market fluctuations in the valuation and thus provide accurate and precise advice for the client.
FEASIBILITY STUDIES AND MARKET ANALYSES OR WHAT WENT WRONG WITH CANADIAN FINANCIAL INSTITUTIONS?
Authors: HOWARD LOU
Published: February 2008

Accurate real estate appraisal relies upon good market analysis, sound feasibility studies and correct professional practice. This paper discusses, by way of case study, how a failure to comply with these criteria, coupled with loose management and inadequate auditing, can lead to insolvency in leading financial institutions. It concludes that there is a need for real estate appraisers to re‐examine their own practices and to return to basics in their appraisal and thus provide precise, accurate valuation advice for clients.
COMPARATIVE ANALYSIS OF VALUATION PRACTICE
Authors: WHITE PHILIP
Published: February 2008

The comparison of appraisal and valuation techniques between countries must ideally review methods currently used by practitioners. In the absence of such detailed research, an impression of current practice can be gleaned by comparing recent articles in the main valuation journals in the UK and the USA. This analysis, while not definitive, suggests that certain techniques, such as discounted cash flow, are more readily accepted in the US than in the UK.
EVALUATING DEVELOPMENT PROJECTS
Authors: WHIPPLE R.T.M.
Published: February 2008

A development project is characterised by many periods of negative cash flows followed by a relatively smaller number of cash surplus periods. Thus, because of the time value of money, a major risk in real estate development arises from events which extend the periods between the negative and positive cash flows. This paper reviews the traditional methods of evaluating development projects in this context and suggests that more detailed cash flow techniques should be adopted to allow greater flexibility in appraisals, thus accounting for changes in circumstances through sensitivity and scenario analysis. However, even where such techniques are used, developments should not be viewed in isolation and consideration must also be given to the feasibility of a scheme in a corporate framework.
A LENS ON VALUATION
Authors: LANGFIELD‐SMITH KIM M. , LOCKE STUART M.
Published: February 2008

The Brunswik Lens Model is presented as a framework in which to analyse the property appraisal function. Relationships between observable characteristics of real estate, valuer‐predicted appraisals and actual sales price are explored. Attention focuses through the Lens on the development of computer‐assisted valuation models of residential property. It is shown that statistical deftness must be combined with an appreciation of cognitive processes in order to develop an efficient environmentally‐based valuation model.
USING SOCIAL TREND DATA TO SHAPE MARKETING POLICY: SOME DO'S AND A DON'T
Authors: Skelly Florence R.
Published: February 2008

Since the social revolution of the 1960's, marketers have increasingly accepted the idea that an understanding of changing social values is as important to successful marketing as the traditional study of demographic forecasts and economic outlook. The move to the “marketing approach,” a widespread policy shift which began in the 1950's, meant that it was not sufficient to understand consumer needs, attitudes, and behavior in the specific product category being marketed. Rather, the marketing approach demands knowledge of and sensitivity to the consumers as a total entity: who they are, how much money they can spend, and increasingly, their life goals, concerns, beliefs, taboos, that is, their social agendas. The 1960's initiated an era of profound social values changes, more notable than the economic and demographic changes. It is not surprising, therefore, that marketers began to focus more and more on the shifting social climate in their efforts to understand the consumer.
“WHAT AGE DO YOU FEEL” AGE PERCEPTION STUDY
Authors: Underhill Lois , Cadwell Franchellie
Published: February 2008

“Think back to your last birthday. Think of the age you reached. Some people have told us that they feel a different age‐either older or younger‐than their actual age. What age do you feel on the inside?”
NEW PRODUCT ADVERTISING: GUIDELINES FOR IMPROVEMENT
Authors: Olsen David W. , Young Charles
Published: February 2008

Marketers of new products, knowing only too well that the odds for success are against them, gear all introductory marketing efforts toward having the maximum possible impact on the marketplace. The consumer promotion program may call for a high‐value direct‐mail coupon‐ing blitz or perhaps even door‐to‐door sampling shortly after the product's introduction‐efforts designed to generate high trial levels. The trade promotion program may include special incentives designed to gain favorable distribution and feature pricing. The advertising media plan will likely be heavily weighted toward the early months of the introductory period to maximize its impact.
EXECUTIVE‐LEVEL COMMUNICATIONS: A MEDIUM THAT WORKS
Authors: Hanson Charles H.
Published: February 2008

The Battle of Saratoga in October 1777 is believed by many historians to be the turning point of the American Revolution. For the first time, the colonial insurgents abandoned their guerrilla tactics, fielded a trained and uniformed army, and defeated the British soundly. Convinced by the victory that the Americans were serious, the French entered the war on the American side.
MANAGING THE OUTERFACE: A LOWER‐COST, LOWER‐RISK WAY TO NEW‐PRODUCT SUCCESS
Authors: Tripp Alan R.
Published: February 2008

A few years ago Dick Laster, executive vice president of General Foods, was addressing the American Marketing Association on the subject of success and failure in new products. The title of his speech was, “Managing the Interface Between Marketing and R&D.” Dick's opening remark was, “I was thrilled when they told me the subject they wanted me to talk about today—because, frankly, I've never been sure until now that there was an Interface.”
THE INTERFACE BETWEEN R&D, MARKETING, AND MARKETING RESEARCH IN NEW‐PRODUCT DEVELOPMENT
Authors: Warren Edward J.
Published: February 2008

Market research experience in new household, hair care, and food products have shown that in recent years the odds of bringing a successful new product to market have decreased significantly. This decrease is due to:
THE MARKETING MIRACLE OF CHRYSLER: HOW A NEW “PARTNERSHIP” PHILOSOPHY HELPED RESSURRECT A DYING GIANT
Authors: Kelmenson Leo‐Arthur
Published: February 2008

The economic pundits had all but signed Chrysler's death certificate when Lee Iacocca took the reins of this floundering cor‐porate giant in 1979. Now, with Chrysler's $1.2 billion in government‐backed loans paid back seven years ahead of schedule and an antici‐pated profit for 1983 estimated at well over $550 million, Leo‐Arthur Kelmenson, President and CEO of Kenyon & Eckhardt, Inc., Chrysler's prin‐cipal advertising agency during its critical sur‐vival years, 1979–82, describes the events which took Chrysler from the brink of extinction to its current position of strength. In analyzing the reasons for this extraordinary turnaround, Mr. Kelmenson focuses on the marketing strategies and advertising campaigns that both served the automaker's day‐to‐day fight for survival and, simultaneously, laid the ground for a long‐term image change for Chrysler products.
CHANGING DEMOGRAPHICS: STIMULUS FOR NEW PRODUCT IDEAS
Authors: Langer Judith
Published: February 2008

In their continuing quest for new product ideas, marketers are directed to the U.S. Census figures where they can identify shifting populations and newly emerging demographic entities. Rather than relying on old stereotypes for direction, marketers must study the changed values, attitudes, lifestyles and self‐image of these groups. Using qualitative research techniques, the author says will result in implications for new product development, production, sales and marketing. The author identifies three groups whose lifestyles she has studied and who fit the parameters described above: Working women, singles and the 50‐plus age group. Opportunities for marketers are suggested as she describes their changed lifestyles which create a need for new products and services.
NEW PRODUCT DEVELOPMENT: A SYSTEMATIC APPROACH
Authors: Kane Chester L.
Published: February 2008

This articles proposes a method for marketers to get more successful new product ideas per dollar spent. Its premise is that money invested in idea generation is worth ten times that amount spent later in test market. If its core concept is strong, a new product will survive the inevitable mistakes in pricing, packaging, advertising, etc. that will be made along the way; conversely, even the best advertising can't save a fledgling product if its concept is only mediocre.
IDENTIFYING NEGATIVE PRODUCTS: DO CUSTOMERS LIKE TO PURCHASE YOUR PRODUCTS?
Authors: Widrick Stanley , Fram Eugene
Published: February 2008

Negative products/services are seen by customers as an unpleasant buying necessity to avoid or reduce some disutility. The negative concept as it relates to products/ services is based on the behavioral modification phenomena of negative reinforcement. Empirical data are presented in this article, which places fourteen product categories relative to the degree of negative perception associated with them. This procedure provides a model by which marketing executives can empirically determine whether their products/services are viewed as negative ones. This article is designed to: 1. Discuss the operant conditioning concepts of positive and negative reinforcement as they relate to purchasing and consumption behavior. 2. Suggest a pragmatic method for marketing practitioners to make distinctions between negative and positive products. 3. Aid marketers in examining the difference between the two to support the making of effective strategic and tactical decisions.
EGO INVOLVEMENT AND BRAND COMMITMENT: NOT NECESSARILY THE SAME
Authors: Traylor Mark B.
Published: February 2008

Although some researchers have assumed a positive relationship between consumers' involvement in products and their commitment to brands, there are times when just the opposite occurs. In some instances, involvement with a product can be high while commitment to brands is low, or product involvement can be low when commitment to a brand is high.
RETAILERS IN CONTROL: THE IMPACT OF RETAIL TRADE CONCENTRATION
Authors: Schultz Don E. , Dewar Robert D.
Published: February 2008

Increasing trade concentration in retail fields, particularly in consumer products, poses several problems for manufacturers. Among the greatest are (1) increasing retailer control of the marketplace, (2) more intense competition among sellers, (3) lack of brand availability in some markets, (4) increasingly larger promotion budgets required of manufacturers, and (5) changes in sales force personnel and activities. Some of the suggested changes in the marketing mix are (1) market investigation, (2) new distribution systems, (3) revised promotional efforts, and (4) production differentiation.
USING CONSUMER EXPECTATIONS AS AN INPUT TO PRICING DECISIONS
Authors: Funkhouser G. Ray
Published: February 2008

Marketing textbooks tend to follow economic theory in their discussions of pricing, but in the real world pricing is an alchemical mixture of costs, competition and consumer psychology. This paper presents experimental evidence that, for at least some purchase situations, consumers' expectations of what a thing ought to cost may be a better predictor of choice between offerings than are the predictions from two well‐known theories relating price to consumer behavior. The paper discusses sources of consumer price expectations and ways they are influenced, and it suggests how to improve profits by basing prices on consumers' expectations.
THE UNDETECTED CAUSES FOR NEW PRODUCT FAILURE
Authors: Grayson Robert A.
Published: February 2008

If marketers generally know why new products fail, after the fact, and can hypothesize why most products fail, before the fact, why then are there so many failures? The author makes the case for fundamental weakness within the new product development process, mostly invisible and certainly unattended, that often preordains failure. The basic theme is summed by this thought, “Instead of researching the reasons a new product failed, we should be examining the system that allowed that to happen!”
The Critical Communication Link‐Up In Global Marketing
Authors: DeRose Rodger
Published: February 2008

Efficient global communications are essential to a worldwide company. Johnson's Wax, with 45 overseas companies employing 12,000 persons recognizes the importance of an effective communications link between its headquarters in Racine, Wisconsin and its marketing managers across the globe. In meeting this communication challenge, the company employs principles and strategies that include timetested techniques for marketing products between companies and a well‐structured international communications network. Enhancing the communication linkup our regional marketing support managers and an ongoing program of transferring marketing personnel between headquarters and overseas companies.
WINNING AGAIN IN THE MARKETPLACE: NINE STRATEGIES FOR REVITALIZING MATURE PRODUCTS
Authors: Sheth Jagdish , Morrison Glenn
Published: February 2008

Every year basically sound products and services falter in the marketplace because of maturity, stiffer competition, or environmental changes. Although market declines and even product withdrawals are expected and even accepted, they are still destructive to the well‐being of a company, its employees, and society as a whole. The consequences are even more regrettable when we consider that many of these “failures” can be avoided. Any number of languishing products and services can be revitalized, and premature demise thus converted into successes, through the application of appropriate marketing strategies. The genius of marketing can reverse losing situations and allow business to win again in the marketplace.
ADVERTISING IN SEARCH OF A POSITIVE IMAGE
Authors: Goldstein R.V.
Published: February 2008

I submit for your consideration four simple points concerning advertising's image:
PROBLEMS OF COMPARATIVE‐TEST COMMERCIALS
Authors: Schneider Charles B.
Published: February 2008

The fact that there is no apparent single standard, or guideline, within the advertising research community causes several dilemmas for those who are responsible for broadcast acceptance.
A VIEW OF MARKETING AND ADVERTISING PRACTICES IN ASIA AND ITS MEANING FOR MARKETING MANAGERS
Authors: Onkvisit Sak , Shaw John J.
Published: February 2008

Asia, as a market, offers a great deal of opportunity for those who are willing to understand its cultural characteristics and marketing systems. This article investigates the use of media and the practice of marketing in Asia. Some marketing guidelines are offered and their managerial implications are discussed.
STRATEGIC FOCUS
Authors: Gordon McGovern R.
Published: February 2008

The food industry is seeing enormous changes. The consolidations that have been noticeable in automobiles, electronics, oil, steel, and heavy machinery are now in full bloom in food. Companies are being formed in the $6 to $20 billion annual sales range with worldwide connections. Companies seeing that radical diversification brought reduced earnings and higher risk from unfamiliar businesses have cut away the nonfits and doubled back on food (a business with which they are familiar), taking positions through acquisitions or market entry in all the major growing segments. Eventually, we would expect to see the industry dominated by multinational organizations operating in an oligopolistic situation.
CONSUMER AFFAIRS: OPPORTUNITY UNEXPLOITED
Authors: Smith Joseph G.
Published: February 2008

H.L. Mencken, whose views were often as penetrating as they were tart, defined conscience as “the inner voice that warns us somebody may be looking.”
THE DEVELOPMENT AND MARKETING OF NEW CONSUMER PRODUCTS: SOME SUCCESSES AND FAILURES
Authors: Smithburg William D.
Published: February 2008

New products are the life blood of a consumer products company, and The Quaker Oats Company is in the midst of accelerating the pace of new product introductions. For example, over the last two years we've launched more new products than at any comparable time in the company's history, mostly in U.S. Grocery Products and Fisher‐Price. Thirty‐five percent of Fisher‐Price's U.S. sales this year will come from products that didn't exist five years ago.
PRICE INELASTICITY: NOT ALL THAT MEETS THE EYE
Authors: Boote Alfred S.
Published: February 2008

Managers often do research to help them determine the optimum price for a new product. Several different price‐points are ordinarily tested in order to determine the impact of price on sales of the product. Aside from its impact on demand, price also has been studied for its effect on consumers' perceptions of products. For example, research has indicated that people use price as a cue for evaluating the quality of a complex product such as stereophonic equipment for the home. That is, price is used in lieu of knowledge of the technical aspects of the product. Research presented in this paper reveals a yet deeper aspect of price's effect on perception. In this case, variation in price was associated with changes in the way people perceived a new product's function, perceptions that differed from the manufacturer's intended positioning for the product.
THE STRATEGIC CONSUMER
Authors: Marshall Claudia E.
Published: February 2008

A growing body of evidence suggests a fundamental shift in American social priorities with consumers becoming more pragmatic and hard‐headed. On the basis of business research and extensive social monitoring, Yankelovich, Skelly and White, Inc. has identified four themes on the rise:
TIMING—THE KEY TO MARKET ENTRY
Authors: Thomas Robert J.
Published: February 2008

Increasing rates of change in technologies, markets, and other environmental factors make time a valued resource in marketing decisions. When decisions are made and implemented requires explicit managerial attention. Increased pressures on managers to develop profitable streams of new products make new product entry one of the more important marketing decisions affected by timing—especially in a rapidly changing environment. To improve the management of this decision, time‐based competitive entry strategies are considered, along with an approach for making the timing decision. The approach is based on a case study. Implementation aspects of the market entry timing decision are also considered.
INSTRUMENTAL LEARNING: ITS APPLICATION TO CONSUMER SATISFACTION
Authors: Bergiel Blaise J. , Trosclair Christine
Published: February 2008

When modern‐day students of marketing turned from the economic explanation of consumer behavior, learning theory was one of the first resources in which they sought more useful alternative concepts. This was a logical move for two reasons: because of the abundance of research conducted in psychology and social psychology; and because learning is close to the central interest of many of those concerned with consumer behavior. However, marketing scholars have given little consideration to one of the most influential perspectives developed in psychology‐the instrumental‐learning approach stimulated by the work of B. F. Skinner. The purpose of this paper is to provide an overview of instrumental learning and demonstrate its application in a marketing situation.
CAN WE BE CONSUMER‐ORIENTED IN A CHANGING FINANCIAL SERVICE WORLD?
Authors: Marshall Claudia E.
Published: February 2008

Most CEO's sincerely want to be close to the customer. Marketing executives spend a great deal of time striving to be consumer‐oriented. Even so, a lot of marketers approach consumer orientation the wrong way. They manage it superficially and, ultimately, fail to serve consumers' real needs.
“ADVERTISING/PROMOTION BUDGETS: HOW DID WE GET HERE, AND WHAT DO WE DO NOW?”
Authors: Kent Mitchel F.
Published: February 2008

I'd like to talk about an advertising and promotion allocation problem that I believe is widespread.
TEST MARKETING AS DRESS REHEARSALS: BUNDLE TESTS AND TEST MARKET DIAGNOSTICS
Authors: Karger Ted
Published: February 2008

A crucial phase in planning a new product or a major revision in an entry comes just prior to its introduction into regular business operations. At this time, the management focus is on consolidating the total program for introducing the offering to the marketplace. Marketers must engage in a sequence of important finalizing activities designed to achieve the most promising presentation.
WINNING THE BATTLE FOR YOUR CUSTOMER
Authors: Hendon Donald W. , Williams Emelda L.
Published: February 2008

The competition for the consumer's mind involves broadening the scope tools used to reach that consumer. Conventional marketing wisdom is that marketing strategy planning consists of two stages: 1. Determining the target market(s) and, 2. Determining the marketing mix to reach these target markets. Although the classic marketing mix of the right product, at the right place, at the right price, and with the right promotion is well known, it is target marketing that is the subject of this article. Through the use of three sophisticated concepts, the marketing manager can compete successfully for the consumer's mind. These three P's of marketing, which can be added to the well‐known four P's of the marketing mix—Product, Price, Place, and Promotion—can enable the marketingmanager to have an easy‐to‐remember mnemonic devicefor the business marketing plan. These three P's are 1. Personality, which became noticeable in the early 1980s; 2. Psychographics, which first attracted attention in the middle to late 1960s; and, 3. Positioning, which has been around since the early 1970s. These three P's lend themselves to presenting products to your customers in a language that speaks directly to their minds.
STATUS BRAND MANAGEMENT AND GIFT PURCHASE: A DISCRIMINANT ANALYSIS
Authors: Andrus David M. , Silver Edward , Johnson Dallas E.
Published: February 2008

The study identifies major factors that contrast gift decisions for different status signature clothes. Gift buying represents a significant proportion of purchases in many product classes and is a pervasive retail consumption pattern. Specialty clothing retail sales surpassed the $9 billion figure in 1983. Factors that discriminate status brands for gift purchases can be used to develop market strategies to increase purchases. Strategies are provided for brand managers, fashion marketers, and store buyers to better meet consumer needs and wants in the gift‐buying process.
COOPERATIVE SALES PROMOTION: AN IDEA WHOSE TIME HAS COME
Authors: Rajan Varadarajan P.
Published: February 2008

The use of various forms of cooperative sales promotions such as intracompany and intercompany multibrand promotions is on the ascendance, particularly among manufacturers and marketers of frequently purchased packaged consumer products. This article provides an overview of various forms of cooperative sales promotions, objectives that firms strive to realize through cooperative sales promotions, and other issues. In addition, from the standpoint of improving marketing productivity, the need for greater focus on the consumer franchise building potential of various sales promotion tools is highlighted.
IN SEARCH OF A BETTER APPROACH TO THE DEVELOPMENT OF NEW PRODUCTS
Authors: Stasch Stanley F. , Lonsdale Ronald T.
Published: February 2008

According to most textbooks, the widely accepted Booz, Allen and Hamilton (BAH) conceptual framework is supposedly the best way to go through the new product development process. That is, the textbooks imply that companies will achieve the best results if they follow the BAH conceptual framework. The authors studied ten new products to identify how marketing research was utilized during their development and introduction. The actual “practice” of marketing research usage was then compared with the BAH framework. The comparison showed that marketing research usage in practice was noticeably different from the usage implied by the BAH conceptual framework, thus suggesting that the latter does not hold up perfectly. The authors offer some suggestions as to when the conceptual framework for marketing research usage should be modified, and what the nature of those modifications might be.
CINEMA SCREEN ADVERTISING: AN OLD TECHNOLOGY WITH NEW PROMISE FOR CONSUMER MARKETING
Authors: Austin Bruce A.
Published: February 2008

This article argues in favor of using motion picture screens as a medium for the presentation of advertising messages. The concept and history of cinema screen advertising is examined, previous and contemporary audience research on cinema ads is presented, and an argument favoring the adoption of cinema screen advertising is offered. Virtually all of the American mass media are characterized as commercial in the sense of being largely advertising supported. The most commonplace and pervasive media‐newspapers, television, radio, and magazines—all share this characteristic. Cinema, however, is and has been supported almost entirely by patrons. Moreover, today there is much discussion as well as research on how new communications technologies might be employed to meet advertising and marketing needs. This article examines a mass communications technology which has been present for a century but has been virtually untapped as an advertising and marketing medium for reaching American consumers. Few individuals think of theatrically exhibited motion pictures as a likely medium to be supported by advertising. Introductory mass communications, advertising, and marketing texts regularly omit mention of this notion. This article argues that in an age of new communications technologies, use of this older technology for advertising and marketing carries many of the same advantages as does use of the emerging ones. This article explores the concept of cinema advertising, presents previous and contemporary audience research on cinema ads, and argues that today, especially, this long‐neglected medium should be adopted for the dissemination of information by the consumer marketing and advertising industries.
WORLD MARKETING: GOING GLOBAL OR ACTING LOCAL? FIVE EXPERT VIEWPOINTS
Authors: Simon‐Miller Francoise
Published: February 2008

Theodore Levitt's 1983 article on the globalization of markets has left in its wake a pitched battle between advertising agency converts and opponents, and a reassessment of many corporate strategies. Objections that there are only about three global brands‐Coke, McDonald's, and Kodak‐do not deter Proctor & Gamble from setting up global new product planning or N. V. Philips from realigning its advertising accounts worldwide. To illustrate its commitment to the issue, a major agency even recently changed its name to Needham Harper Worldwide.
THE STRATEGIC ROLE OF INTERNATIONAL MARKETING
Authors: Porter Michael E.
Published: February 2008

Given the opposing views expressed on this topic, I would like to summarize my position in two main points and then attempt to illustrate them.
BIG IDEAS IN SERVICES MARKETING
Authors: Berry Leonard
Published: February 2008

The pivotal difference between goods businesses and services businesses is that goods businesses sell things and service businesses sell performances. These performances are often labor intensive, with the service provider being, in effect, a part of the service.
THE “S‐CURVE”: AN AID TO STRATEGIC MARKETING
Authors: Nicholls J.A.F.
Published: February 2008

Both the Product Life Cycle (PLC) and a new version, the Product Evolutionary Cycle (PEC), are more than just descriptive marketing tools based on historical sales data. Rather, they represent dynamic instruments to enable an entrepreneur‐or coporate manager‐to estimate market development. The S‐curve, the growth part of the PLC and the PEC, makes it possible for an entrepreneur to time capital requirements, labor force recruitment, promotional efforts, distribution channels, target markets, and pricing. In the case of new products, research can be utilized to construct an S‐curve in advance of an innovation's introduction in the market‐place. Such information is invaluable to an entrepreneur, since it serves as a guide to future market development.
CANNIBALISM IN MULTIBRAND FIRMS
Authors: Traylor Mark B.
Published: February 2008

Although cannibalism is seldom desirable, it can be tolerated under certain conditions. This paper illustrates those conditions and shows that cannibalism may not be so bad after all.
CLUSTER MARKETING: AN ALTERNATIVE APPROACH TO MARKETING PLANNING AND IMPLEMENTATION
Authors: Czerniawski Richard D.
Published: February 2008

Many marketers are missing an efficient means to grow their businesses and gain a competitive advantage by blindly implementing broadscale strategies and ignoring geographical segmentation. This introduces “Cluster Marketing,” a focused, local markets strategy based on two important principles of war: “economy of force” and “mass.”
DECISION SUPPORT SYSTEMS: ADVANTAGES IN CONSUMER MARKETING SETTINGS
Authors: Goslar Martin D. , Brown Stephen W.
Published: February 2008

Information technology has made possible the recognition, acquisition, organization, and controlled retention of data from sources virtually unavailable in the past. Terms such as “the information society” and “information glut” have become commonplace. High‐level corporate positions with titles such as Chief Information Officer are being created in an attempt to efficiently and effectively use information for the benefit of the organization and the society it serves. A major challenge in the 1980s is to gain and maintain the ability to use this information for competitive advantage. Decision Support Systems (DSS) enable marketing managers to integrate internal and external information environments within a decision‐making context. Useful features available within Marketing Information Systems can be incorporated with the potentials of DSS. Together the two systems can provide marketing managers with opportunities to anticipate, identify, and creatively respond to changing consumer demand.
SHOULD ADVERTISERS USE NUMBER‐BASED COPY IN PRINT ADVERTISEMENTS?
Authors: Bush Alan J. , Bush Robert P.
Published: February 2008

Recently it is becoming more common for advertisers to employ numbers and statistics in their print advertisements. However, there has been no published research that investigates how this number‐based copy influences the reader. This study presents the results of a controlled experiment in which a number‐oriented versus a non‐number‐oriented ad was manipulated for a consumer durable and a consumer nondurable product. The results indicate that readers perceived the number‐based ad to be more informative than a similar ad without numbers, regardless of the type of product being advertised. The findings from this study can help advertisers create more effective advertisements which could ultimately enhance sales.
SIX TIMELESS MARKETING BLUNDERS
Authors: Shanklin William L.
Published: February 2008

The majority of start‐up businesses fail, many for marketing‐related reasons. Estimates of the new product failure rate across all sized companies range anywhere from 30% to 80% or more, which is high even on the conservative side. These kind of results make one adage apropos: “If people learn from their mistakes, many are getting a fantastic education.”
WHEN ARE MARKET LEADERS MOST LIKELY TO BE ATTACKED?
Authors: Ward John L. , Stasch Stanley F.
Published: February 2008

This paper addresses the question of when market leaders are most likely to be attacked. It does so by discussing the circumstances associated with competitors' attacks on 21 market leaders. These circumstances and the 21 competitive encounters are used to present a twelve‐point checklist which market leaders can use in answering the title question.
GENERATING MARKETING STRATEGY PRIORITIES BASED ON RELATIVE COMPETITIVE POSITION
Authors: Burns Alvin C.
Published: February 2008

The marketing manager has little or no guidance in formulating competitive strategies. This article presents a marketing strategy planning tool based on customers' perceptions of the positions of competing brands across various product attributes. The method, called “Simultaneous Importance‐Performance Analysis,” advocates focusing attention on relevant competitors' positions and attacking or defending market territory selectively. An example of its application is provided to illustrate its usefulness. The tool provides a framework for prioritizing alternative marketing strategies and is helpful in deciding on the allocation of limited marketing resources to design an efficient short‐range marketing plan. We will first discuss the nature of competitive advantage strategy and look at the marketing manager's dilemma on how to select tactics to develop a competitive advantage. We will then describe and illustrate “simultaneous importance — performance analysis,” based on importance‐performance analysis. Finally, we will suggest how this technique might be integrated into a company's strategic planning system.
RESALE PRICE MAINTENANCE: CHANGING PERSPECTIVES AND FUTURE DIRECTIONS
Authors: Dawson Lyndon E. , Mayer Morris L. , Keith Janet E.
Published: February 2008

Resale price maintenance has been used as a management strategy for a long time. Even in the face of unfavorable court decisions, the concept, like a Phoenix, continues to rise from its ashes. Much evidence indicates a strong desire by some manufacturers to control their product's prices throughout a distribution channel. However, businesses must be careful not to overstep legal bounds in the implementation of an aggressive price policy. This article looks at resale price maintenance as a management technique and offers guidelines for the prospective marketer.
PRESEARCH DECISION MAKING IN CONSUMER DURABLE PURCHASES
Authors: Punj Girish
Published: February 2008

The purpose of this research is to (1) examine the relationship between pre‐search decision making and external information seeking in consumer durable purchases and (2) to construct consumer profiles corresponding to the different levels of pre‐search decision making. The term “pre‐search decision making”is used to denote those decisions that consumers make before they actively start searching for (and collecting) information on product alternatives. The latter process is referred to here as “external information seeking.”
Packaged Goods Marketing — “Pull” Companies Look to Improved “Push”
Authors: Kopp Robert J. , Greyser Stephen A.
Published: February 2008

Consumer packaged goods is an industry long known for its reliance on “pull” marketing strategies, that is, clever brand positioning supported by heavy advertising and couponing. As many product categories have become mature in the 1980's, managers find themselves increasingly concerned with improving the productivity of “push” programs — trade deals and personal selling efforts aimed at retailers and wholesalers. This article reports the results of an in‐depth, descriptive study of “push” marketing techniques among packaged goods companies. Discussed are: (a) specific “push” programs initiated on both the marketing (brand management) and sales force sides of the business, and (b) organizational moves to enhance integration and coordination between the Sales and Marketing groups. A concluding section urges packaged goods marketers to regard the “push” and “pull” components as twin building blocks of a companywide marketing strategy.
CUEING THE CONSUMER: THE ROLE OF SALIENT CUES IN CONSUMER PERCEPTION
Authors: Tom Gail , Barnett Teresa , Lew William , Selmants Jodean
Published: February 2008

Consumers buy what they perceive, and what they perceive is heavily influenced by the cues — brand name, packaging, color — that marketers send to them. This article reports on an empirical study that demonstrates the influence of color in cueing consumers to the taste of pudding. Vanilla pudding, colored to look like chocolate pudding, was perceived by consumers as tasting like chocolate pudding. The results indicate that color is a more influential cue than taste in the consumers' perception of the flavor of the pudding.
SUPPORTING A HIGHER SHELF PRICE THROUGH COUPON DISTRIBUTIONS
Authors: Vilcassim Naufel J. , Wittink Dick R.
Published: February 2008

Promotional expenditures for manufacturer coupon distributions have increased rapidly during the last decade. Marketing professionals have criticized this trend. We discuss how coupon distributions allow manufacturers to price discriminate between market segments. Such discrimination should allow a firm to increase the shelf price of the brand. We find that instant coffee prices reflect this idea, and show that coupon distributions can be profitable for mature brands.
LINKING DIMENSIONS OF THE ELDERLY MARKET TO MARKET PLANNING
Authors: Greco Alan J.
Published: February 2008

For decades, organizations have based their marketing efforts to the 65 and older market on traditional stereotypes. This is surprising given the size, growth, and spending power of this market. It is also inconsistent with the marketing concept. This article identifies a number of dimensions which highlight the diversity of the so‐called senior citizen market. The diversity of this market involves a complex set of factors involving age, health, income, education, retirement, information processing, the self‐concept, reference groups, and cohort membership. The marketing implications of these dimensions are illustrated through examples of current marketing practice.
MARKETING A POLITICAL CANDIDATE
Authors: Schoenwald Marvin
Published: February 2008

Integrating Marketing and R&D In today's marketing‐oriented world, there are many products that in reality are pretty much the same. What distinguishes them is appearance and, even more important, image and positioning.
ADVERTISING SYMBOLS AND BRAND NAMES THAT BEST REPRESENT KEY PRODUCT MEANINGS
Authors: Durgee Jeffrey F. , Stuart Robert W.
Published: February 2008

In order to distinguish their brands from other brands in the same category, most consumer products companies attempt to establish a unique personality for each brand. Rather than emphasize that it is a soft drink, Dr. Pepper emphasizes, through its name and advertising, that it is an “oddball” soft drink. This article recommends that these companies instead develop advertising and brand names that communicate the best qualities of the relevant product category. Dr. Pepper, for example, might emphasize that it tastes good and quenches thirst. This article suggests that marketers use free association tests to select advertising symbols and names that best communicate key product category benefits; it suggests that they use product categories and candidate symbols and names as stimuli, then match the answers across stimuli. In a sample test, for example, the stimulus “iced tea” drew the responses “refreshment,” “cool,” and “summer.” In a separate test, the stimulus “plunge into swimming pool” drew identical responses. The Nestle Nestea “plunge” (into a pool) campaign, therefore, is thought to be a highly effective one.
ON THE POSSIBILITY OF MONEY‐BACK EXTENDED SERVICE CONTRACTS
Authors: Troutt Marvin D.
Published: February 2008

The concept of money‐back contingent contracts has been used in the insurance industry for many years. To the extent that product service contracts are similar to health insurance policies, there is a strong possibility of carryover of this desirable feature to product warranties and extended service contracts.
EMERGING POSITIONING STRATEGIES IN GLOBAL MARKETING
Authors: Domzal Teresa , Unger Lynette
Published: February 2008

Since the global versus multinational marketing debate began some twenty‐five years ago, pros and cons of each approach have been well recognized. This article provides an overview of the various methods by which global companies are achieving worldwide marketing success. Emerging positioning strategies are illustrated against a background discussion on establishing a world brand, segmenting global markets on the basis of consumer similarities and product benefits, and the recognition of universal themes. The basis for this research was to look at what is being done in the global marketing and advertising arena via print advertising from Japan, Europe, and the Middle East. Examples of ads are provided to illustrate various universal themes and positioning strategies in both the high‐tech and high‐touch product categories.
IN‐HOME ELECTRONIC SHOPPING: DISAPPOINTING PAST, UNCERTAIN FUTURE
Authors: George Richard J.
Published: February 2008

This article provides an in‐depth chronology of the development of in‐home electronics shopping, beginning with optimistic predictions of revolutionary growth and possible displacement of traditional retailers, through the acknowledged marketplace failures of two U.S. pioneers of videotex. Included are findings of various research studies and controlled market test results that highlight practical problems associated with this technological innovation in consumer marketing. In addressing the reasons contributing to its disappointing past, the article focuses on the impact of system, organization, product, and demand variables on in‐home electronic shopping. Prestel, the British videotex system, and Minitel, the French videotex system, are described and compared with the commercial efforts of major U.S. corporations. In addition, the article high‐lights the advantages and disadvantages of two leading technologies (television shopping shows and laser videodisc retailing) that currently compete with in‐home electronic shopping for the nonstore retailing market. The article concludes with some cautionary comments and pragmatic suggestions for increasing the probability of commercial success of in‐home electronic shopping.
DIRECT MARKETING TO CONSUMERS
Authors: Roscitt Rick , Parket I. Robert
Published: February 2008

This article explores how the introduction of a family of advanced information management sciences has dramatically altered modern direct marketing in the consumer marketplace. In particular, a relatively new breed of consumer segmentation databases has been commercially developed to segment customers into demographic and psychographic “clusters.” This segmentation has allowed innovative direct marketers to combine commercial data with their own proprietary computer‐controlled consumer databases to appreciably improve their marketing impact. This type of data‐based direct marketing permits a more targeted offer and message and introduces new marketing effectiveness and economic efficiencies. The article concludes with management recommendations for adopting a high‐tech direct marketing program as a significant addition to a company's overall consumer marketing strategy.
PRICE DISCRIMINATION AND ITS IMPACT ON SMALL BUSINESS
Authors: Marks Norton E. , Inlow Neely S.
Published: February 2008

This study was undertaken to determine what trends have been occurring in price discrimination in the United States over the past 25 years. The vehicle here will he U.S. District Court actions filed and decisions rendered under the Robinson‐Patman Act from 1961 through 1986. Marketing practitioners and educators have long been discussing the relative impact of the Robinson‐Patman Act on pricing practices. In the years following passage of the Act in 1936, these marketing professionals have felt that noncompliance would bring down the wrath of the federal government. And, for the most part, this fear was well founded. If, in fact, Robinson‐Patman is alive and well today, are large firms practicing discriminatory pricing? If so, are they discriminating and not being prosecuted? Or are they discriminating in price, being prosecuted, and not being convicted of the charge?
GENERATING MARKETING IDEAS WHEN FORMAL RESEARCH IS NOT AVAILABLE
Authors: Del Vecchio Eugene
Published: February 2008

While worldwide revenues for the 44 leading market research companies exceeded $1.5 billion in 1985, there are still many marketing executives who can't afford to institute a full research program. Small, growing firms, for example, often need capital for other endeavors. Even larger companies have been slashing research budgets recently due to financial belt‐tightening. What are they to do? Where are they to get direction for new products, services, promotions, advertising, and so forth, if not from the research department?
NEW PRODUCT OR SERVICE ADOPTION: WHEN DOES IT HAPPEN?
Authors: Antil John H.
Published: February 2008

Models of the new product adoption process have traditionally assumed that consumers move directly from product trial to adoption. Such an assumption essentially equates product purchase with adoption. Is it advisable for the manager to assume that consumers who purchase a new product for the first time are adopters of the innovation? This article argues that viewing the adoption process in this manner not only may be misleading, but could be incorrect. It is proposed that the addition of two variables — direct product experience and product evaluation—between trial and adoption will more accurately reflect the consumer's new product decision process. Empirical results from an energy‐related innovation provide support for the suggested modifications.
MARKETPLACE SCENARIO RESEARCH
Authors: Karger Ted
Published: February 2008

Marketers have long tracked changing consumer and competitive characteristics and behaviors to anticipate the potential impacts on their sales and image equities. But what about the potential impact of other external changes—of public relations, distribution, technical, political, or governmental developments? Early on, before such developments become well established, marketers want to identify which ones require their serious attention and which can be safely ignored. Below are examples of pressing questions raised by recent occurrences in the constantly fluctuating business environment.
MEASURING THE EFFECT OF MARKETING INFORMATION ON BUYING INTENTIONS
Authors: Howard John A. , Shay Robert P. , Green Christopher A.
Published: February 2008

The ABC measure was developed to replace the less flexible and less comprehensive traditional measure of marketing effectiveness—market share. The ABC measure is based upon concepts and theory that were used in developing a buyer behavior model that has been successfully applied to a range of products. This article demonstrates the design and application of the ABC measure by analyzing the experience of four financial institutions, each of which markets a managed cash account. Finally, using the results of the managed cash accounts study, it discusses the application of this measure in meeting the management needs.