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The chapter investigates factors shaping convenience orientation in the 21st century as well as present-day barriers to the consumption of food and non-food convenience products.

A qualitative research approach with two kinds of data triangulation is used. Multiple key informants (marketing managers and consumers) allow a consideration from different angles and multiple methodologies (in-depth and focus group interviews) help to gain deeper insights into the topic.

Convenience orientation comprises dimensions that were previously not considered in marketing research. In addition to the known factors time and effort saving, consumers buy convenience products because of the flexibility they provide. Moreover, concerns for health, environment, and quality are important barriers that prevent consumers from buying and consuming convenience products.

Our results suggest that factors increasing and decreasing convenience consumption depend at least partly on the product category. Future research should integrate various other product groups to further explore domain-specific convenience orientation.

The conceptualization of convenience orientation offers important implications for new product development as well as for the design of the marketing mix. For instance, existing barriers could be overcome by improving transparency or meeting environmental concerns.

The chapter reveals the factors shaping the consumption of convenience products. The presented findings are important to academics researching convenience consumption and practitioners producing and distributing convenience products.

The purpose of this paper is to better understand the selection of a distribution channel strategy for a non‐profit organization selling products or services to its end customers.

Two channel strategies are generally considered: an integrated channel where the non‐profit organization sells its products or services using its own selling departments or branches; and a decentralized channel where the non‐profit organization sells through a for‐profit retailer. The fundamental question is: how should a non‐profit organization select its distribution channel strategy under certain market conditions?

It was found that selecting a decentralized channel strategy results in an optimal retail price that is higher than that under an integrated channel strategy, which results in lower customer welfare under the decentralized channel. It was also found that a decentralized channel behaves as an integrated fully for‐profit channel. Thus, whether a non‐profit organization should choose an integrated or a decentralized channel when facing competition from an integrated or a decentralized fully for‐profit channel depends on its cost structure and the level of substitutability of the products or services offered by the two channels.

When competing with an integrated fully for‐profit channel, the non‐profit organization is better off using an integrated channel under strong competition or a decentralized channel under weak competition. When competing with a decentralized fully for‐profit channel, the selection is more complicated. It was found that a decentralized channel is the best choice if the price competition factor, where threshold value depends on the cost structure, is large.

Non‐profit organizations have a clear (perhaps increasing) need for distribution centers or retailers in order to reach people who need their products or services. Moreover, it has been reported that the interactions between for‐profit and non‐profit sectors continue to grow, thus increasing the forms of community involvement available to reach people. It is thus clear that additional research is needed to better understand the selection of a distribution channel strategy for a non‐profit organization selling products or services to its end customers, and also the related managerial implications.

The most significant event for the School has been the announcement of the creation of the National Centre for Management Research and Development. The Centre is due to open in 1986 and will provide research facilities for up to 20 major projects designed to improve the competitiveness of Canadian business practices.

Given the high uncertainty in the quality perception of experiential products, manufacturers use signals to influence consumers’ decisions. In the movie industry, literature shows that performance of the main channel (e.g. cinema) strongly influences the performance of auxiliary channels (e.g. DVDs). The success of a movie in the home country is also to be resonated by its good performance in host countries. However, the cultural contingency of these success-breeds-success (SBS) effects has not been examined. This paper aims to test the influence of cultural values on the SBS effects across channels and countries.

Borrowing concepts from the signaling literature and analyzing DVD sales data from six international markets using a multilevel mixed-effects model, the study finds that culture plays a significant role to influence both SBS effects.

In countries with low power distance, short-term orientation and high indulgence, consumers who purchase from auxiliary channels are more likely to be influenced by the box office performance of movies. Meanwhile, cultural distance between the home and host nations significantly decreases the cross-national SBS effect.

The findings are likely to be generalized to online auxiliary channels of movies, but empirical testing is required to ensure that no major adaptation is required in the process. Future research can also extend the framework of this paper to include more countries into the analysis and investigate cultural variables beyond Hofstede’s dimensions.

This paper suggests that the SBS effects may vary across nations. When managers plan for the sequential distributions of experiential products, the cultural values of target markets should be considered to decrease the uncertainty in sales prediction.

This paper contributes to the existing literature by investigating the international auxiliary channels of movies and incorporating cultural values into the framework of sequential distributions. To the best of the authors’ knowledge, this study is the first to test the links between the main and auxiliary channels from an international marketing perspective.

This paper provides a managerial overview of social marketing in India to improve the understanding about its nature and utility in addressing the needs of India's social sector.

The study employs a qualitative research methodology by conducting an extensive review of relevant theories, concepts and past studies related to social marketing, focusing on the Indian context. Select case studies have also been studied and presented to elucidate how social marketing programs are conducted by various forms of organisations in India.

First, the meaning of social marketing, its distinction from commercial marketing and some pertinent challenges faced by social marketers are discussed. Thereafter, a brief overview of the role of competition, cost and barriers towards conducting an effective social marketing program is provided. Lastly, we propose a scheme of organisations sponsoring social marketing in India and discuss the future perspectives.

The study enables a deeper understanding of social marketing discipline for policy makers, social marketing professionals and organisations sponsoring social marketing initiatives in India.

The paper contributes to the literature on social marketing in the Indian context by conducting a broad overview with the aim of improving the understanding of social marketing which may help realise its full potential in the future.

Explores market segmentation strategies using direct mail garnering information on the baby care and motor car markets. Shows that the time sequence of certain events can be accurately predicted and that by the use of readily available records, the starting time for these sequences can be ascertained for individual consumers by name. Sums up that an approach to market segmentation has been presented based on the sequence over time of certain events.

This article begins by examining the nature of marketing as applicable to charitable organisations. It goes on to discuss how charitable organisations are extending their use of marketing practices. A survey of market research agencies is presented, which indicates the extent to which charitable organisations seek professional support for marketing decisions, and the main types of problem for which help is sought. The final contention is that even with extensive constraints on the operations of charitable organisations, there is great potential to improve marketing performance by the development of an appropriate marketing information system.

The adoption of a model‐building approach to marketing is today inevitable, due to improvements in hardware and software and the increased professionalisation of marketing and its techniques. Aggregate response models are focused upon, particularly the issues of which responses are realistic and should be modelled, how the response can be expressed and how a choice can be made between options available. The traditional model‐building process is described, and the inclusion of correct variables found to be critical, the primary means of doing this being statistical analysis. Simple expressions perform as effectively as more complex ones, and should be used if able to give operationally meaningful results. Cross‐correlation analysis and biased estimation techniques provide good guides to usable variables and their effects.

Looks at the problem of segmentation in terms of the British car market. Identifies the distinctive needs. Media and characteristics of both British car buyers and buyers of imported makes. Gives a valid method for testing the existence of distinguishable market segments. Presents the implications of segmentation for marketing strategy.