The successful placing of long‐range technology planning decisionsin the context of overall corporate strategic planning requires amechanism for synthesizing R&D strategy and…
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The successful placing of long‐range technology planning decisions in the context of overall corporate strategic planning requires a mechanism for synthesizing R&D strategy and business strategy. This article argues that formalized technology forecasting has an important operational role to play in achieving the synthesis. Descriptive guidelines for an integrative framework are developed on the basis of a literature review and the author′s technology forecasting work which has been conducted to help devise long‐term research strategy in the offshore industry. Several factors are discussed which are considered to have an important integrative role. Technology forecasting is discussed with respect to these factors and the influence they have on the planning process.
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The rapid technological change of recent years has played a major role in changing the structure of established industries as well as creating new industries. It has elevated the…
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The rapid technological change of recent years has played a major role in changing the structure of established industries as well as creating new industries. It has elevated the management of technology into the arena of strategic issues. This paper reviews the work of authors who argue that technology management must be given a strategic role in the firm. It does not take issue with the general tenor of their views; but, it counsels caution on the grounds that a focus on technology supply may lead to a product orientation which subverts the influence of customer considerations in strategy making. The author argues for an approach to the strategic management of technology that integrates the technology supply and technology demand perspectives. Descriptive guidelines are developed for an integrative framework by means of which technology strategy can be formulated.
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The marketing audit is widely accorded an important diagnostic rolein the marketing management process. In theory, it should represent thestarting‐point for most considered…
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The marketing audit is widely accorded an important diagnostic role in the marketing management process. In theory, it should represent the starting‐point for most considered courses of managerial action in marketing. Yet, in practice there is some confusion, not only about the general process by means of which to perform the audit in particular organizations and on what issues it should focus, but also about the thinking processes that underpin the audit methodology. Attempts to throw some light on those matters. Looks at the design of marketing audits and provides a set of guidelines to help to make the audit process more effective.
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Terry McNulty and Richard Whittington
Examines how R&D can learn to market itself. Draws on fourintensive case studies of in‐house and independent laboratories to arguethat developing this capability requires…
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Examines how R&D can learn to market itself. Draws on four intensive case studies of in‐house and independent laboratories to argue that developing this capability requires pervasive organizational change, which goes beyond the introduction of marketing specialists and the creation of marketing departments. At least as important are: the development of the managerial process at all levels of the organization; the evolution of new organizational structures; more sophisticated financial management systems; and a decentralized approach to marketing, within which professional technologists act as “part‐time marketers”. Problems can arise owing to: personal conflicts which some technologists experience, whilst simultaneously attempting to satisfy client demands and their own professional standards and values; internal competition, which may adversely affect the activities of market intelligence generation, dissemination and responsiveness; and poor relationships between marketing specialists and professional technologists.
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Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover…
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Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.
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The discipline of marketing draws heavily on viewpoints, conceptsand methodologies which originate outside its field of study. As arelatively mature discipline it is now not only…
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The discipline of marketing draws heavily on viewpoints, concepts and methodologies which originate outside its field of study. As a relatively mature discipline it is now not only in the position to contribute to the development of emerging areas of study, but it can also gain from the new perspectives such areas bring to specific problems being studied by marketing scholars. This article considers the potential for the exchange of ideas between marketing and strategic management. It reviews the migration of philosophical, conceptual and methodological insights from strategic management to marketing on the subject of competition. This migration is thought likely to enrich the view of competitive analysis problems taken within the marketing discipline.
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Marketing management is often portrayed as an information‐intensiveprocess. Indeed the willingness to spend on market research is seen bysome as a proxy for marketing…
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Marketing management is often portrayed as an information‐intensive process. Indeed the willingness to spend on market research is seen by some as a proxy for marketing orientation[1]. In the best firms this information is processed and disseminated by means of marketing information systems; market research provides a toolkit by which to collect the primary data that drive the information systems. Underlying the decision to purchase market research is a process that gives expression to implicit notions of the relative value and cost of the information in question. Here a case is provided that helps to make explicit some of the issues surrounding the cost and value of marketing information. The case is set in the context of making the decision of whether to buy further information before making an important decision, or whether to proceed on the basis of what management already knows. It illustrates how facts and judgment can be combined to arrive at a decision which is consistent with the decision maker′s overall attitude to risk.
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Robert Paton and Douglas Brownlie
A simple but effective approach to the analysis of marketopportunities is outlined. It is argued that for small enterprises thelink between business development and management…
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A simple but effective approach to the analysis of market opportunities is outlined. It is argued that for small enterprises the link between business development and management development is clear and direct: the consequence being that useful techniques have to be explored and discovered in a partnership with managers, not prescribed on the basis of what other larger firms might do. A process is described that has been tested with the managers of numerous small enterprises as they struggled to come to terms with the implications for their business of the liberalisation of the European market in 1992.
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Introduces a model which posits a crucial role for the evaluation of bank customers’ attitudes towards both human tellers and automated banking in mediating the ease of banking…
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Introduces a model which posits a crucial role for the evaluation of bank customers’ attitudes towards both human tellers and automated banking in mediating the ease of banking factor/perceived satisfaction linkage. The model’s explicit consideration of the effects of bank customer attitudes towards human tellers and automation provides additional explanatory power regarding how the perceived trend towards ease of banking influences bank customer overall satisfaction, switching and loyalty behaviour. A linear structural relations methodological approach is used for the modelling process.
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Reflects on developments in the mid to late 1980s, which sawbooming trading conditions for the retailing sector, and none more sothan electrical goods retailing which underwent…
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Reflects on developments in the mid to late 1980s, which saw booming trading conditions for the retailing sector, and none more so than electrical goods retailing which underwent many changes both to the structure of the industry and the way it went about its business. Describes the circumstances that led to these developments and the results that were achieved. Sets out to consider what might be learnt from the experience of electrical goods retailing in the 1980s that might be of value in the 1990s.