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Article
Publication date: 1 February 1986

This article has been withdrawn as it was published elsewhere and accidentally duplicated.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…

851

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This article has been withdrawn as it was published elsewhere and accidentally duplicated.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.

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European Journal of Marketing, vol. 20 no. 2
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 1 January 1985

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…

855

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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Marketing Intelligence & Planning, vol. 3 no. 1
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 April 1986

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…

3364

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.

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Journal of Business Strategy, vol. 7 no. 2
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 March 1989

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…

469

Abstract

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 a winner.

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Journal of Business Strategy, vol. 10 no. 3
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 March 1992

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…

2344

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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Journal of Business & Industrial Marketing, vol. 7 no. 3
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 March 1992

David R. Decker

Considers the conflict between manufacturers products′ sellingrequirements and the dominant sales strategy of the distributor, thelatter resulting in pricing and stock‐holding…

123

Abstract

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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Journal of Business & Industrial Marketing, vol. 7 no. 3
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 March 1983

Anita M. Kennedy

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…

753

Abstract

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 products.

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European Journal of Marketing, vol. 17 no. 3
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 1 February 1985

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…

199

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.

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Management Research News, vol. 8 no. 2
Type: Research Article
ISSN: 0140-9174

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Book part
Publication date: 25 July 2019

Perry Warjiyo and Solikin M. Juhro

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Central Bank Policy: Theory and Practice
Type: Book
ISBN: 978-1-78973-751-6

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Article
Publication date: 1 December 1976

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…

77

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.

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Work Study, vol. 25 no. 12
Type: Research Article
ISSN: 0043-8022

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