This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb045709. When citing the article, please…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb045709. When citing the article, please cite: James D. Hlavacek, N. Mohan Reddy, (1985), “Identifying and Qualifying Industrial Market Segments”, Marketing Intelligence & Planning, Vol. 3 Iss: 1, pp. 41 - 56.
James D. Hlavacek and N. Mohan Reddy
This article exposes common pitfalls in the practice of segmenting industrial markets and shows how previous industrial segmentation research has been of limited managerial value…
Abstract
This article exposes common pitfalls in the practice of segmenting industrial markets and shows how previous industrial segmentation research has been of limited managerial value. An operational approach to conducting industrial market segmentation is presented and explained.
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James D. Hlavacek and B.C. Ames
Segmenting a marketplace is one of the most important strategic moves that can be made by high‐tech companies, industrial firms, and firms that sell services to other businesses…
Abstract
Segmenting a marketplace is one of the most important strategic moves that can be made by high‐tech companies, industrial firms, and firms that sell services to other businesses. Yet technical‐based businesses often miss out on opportunities by failing to divide their markets adequately and develop cohesive strategies to conquer and protect a market position.
Strategic or annual operating plans often lack the substance to be a useful management tool. The head of Uniroyal Goodrich describes how to put a plan together to ensure that it's…
Raydel Tullous and Richard Lee Utrecht
Examines the combinations available to purchasers regarding theselection of suppliers (sources), e.g. the use of a single or two ormore (multiple) sources. Considers the…
Abstract
Examines the combinations available to purchasers regarding the selection of suppliers (sources), e.g. the use of a single or two or more (multiple) sources. Considers the justification of either method in the context of reducing the uncertainty (risk) of a particular purchase. Illustrates the marketers view of sourcing and the differing sales tactics employed according to the suppliers′ preferences. Concludes that purchasers should examine uncertainty buying‐selling situations (UBSS) objectively with regard to their own organizations′ need criteria, e.g. cost and timeliness, this determining the relevant sourcing policy.
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Considers the conflict between manufacturers products′ sellingrequirements and the dominant sales strategy of the distributor, thelatter resulting in pricing and stock‐holding…
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Considers the conflict between manufacturers products′ selling requirements and the dominant sales strategy of the distributor, the latter resulting in pricing and stock‐holding disagreements which the manufacturer must control and manage. Examines the reasons for mismatches, e.g. the relative marketstrength and weakness of the parties and product line policy mismatches. Highlights the factors affecting distributors′ selling strategies and the prevailing use of a single strategy. Concludes that manufacturers should be more aware of the potential differences in orientation between themselves and distributors and deal with them at an early stage in the process.
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I. INTRODUCTION This study attempts to extend and expand previous research conducted by the Department of Marketing at Strathclyde on the adoption and diffusion of industrial…
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…
Abstract
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.
AT this time of the year it is customary to look back over past achievements. We are in no mood to do this. 1976 is no year to remember with any kind of nostalgia. In many…
Abstract
AT this time of the year it is customary to look back over past achievements. We are in no mood to do this. 1976 is no year to remember with any kind of nostalgia. In many industries it had a history of almost never‐ending strife. No sooner was one dispute ended than another began. So often, too, a small handful of men have rendered a whole workforce — or a proportion of it far larger than their own numbers would seem possible — out of action.