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Given the ever-increasing complexity of business-to-business exchange, success is contingent on being able to adapt to any given situation. However, there is little in the way of guidance for how to adapt when it comes to negotiations. This paper aims to help business and industrial marketing professionals “get it right” by introducing a new tool which can be used to determine the appropriateness of using a distributive or an integrative approach for a given negotiation interaction.

To develop this tool, the authors identify key situational factors in the negotiating context that serve as indicators of the appropriate orientation (integrative or distributive) that should be applied based on the extant negotiation literature. From this, they develop a framework to guide negotiators in their selection of an orientation for a particular interaction to achieve the best possible outcome.

The tool developed from the literature review and termed the “Negotiation Scorecard” enables business-to-business marketers to better gauge the negotiation context and develop an interaction style consistent with that situation. This can lead to better deals and/or enhanced long-term relationships within business and industrial marketing channels.

This tool is the first of its kind to provide negotiators with a structured and quantifiable metric to guide their planning for future negotiation interactions and offers proscriptive guidance as to the types of strategies and tactics they should plan to use and that they should expect to encounter.

This paper aims to explore not only the greatness of Patterson but also some of the mistakes he made along the way.

The study traces the career of John Patterson, founder and president of the National Cash Register (NCR) from 1884 to 1922. Data from many different sources, some only recently available through the HathiTrust Digital Library, are analyzed to provide a systematic and focused examination of Patterson’s greatness, as well as some errors in judgment he during his lengthy leadership at NCR.

John Patterson recognized the potential development of a new global industry before it existed and went to work creating it. After he bought the original patents for the cash register, he spent huge sums on research and development and secured hundreds of additional patents on the device. He also spent a fortune on educational advertising to create market demand where none previously existed and invested heavily in developing his salesforce through a strong focus on training, professionalism and high commissions. He also engaged in many unsavory sales practices to try to keep others from encroaching on what he considered his exclusive right to the cash register market. At one point, he was convicted in a criminal proceeding for those efforts and sentenced to prison.

This is the first paper to provide a balanced review of Patterson’s contributions to the business history of that era from a sales and marketing perspective. The paper may be of interest to marketing scholars and practitioners, as well as business historians.

Within a marketing framework, the attribute importance perception of corporate buyers and government promoters of distribution facility sites are examined. The results suggest some interesting marketing implications for promoters as well as for procurers of physical distribution facilities.

Stagflation and persistent balance of trade deficits during the 1970's encouraged government policy makers in many countries to seek improvements in export market performance. Another significant development during the 1970's was the empirical verification provided by the PIMS project of the positive relationship between a firm's market share and its profit ability, or other measures of performance in a particular market. The authors propose that the PIMS findings may also apply for an aggregation of firms — namely, world traders. A market share analysis of the export trade performance of the U.S., the E.E.C., and for Japan is presented, the implications of this research are discussed, and some directions for future research are provided.

Service firms can improve their adaptability in turbulent environments with knowledgeable employees. Self-directed learning (SDL) is one way that employees can improve knowledge, but this research area has not examined the role of technology in employee learning. This paper aims to discuss these points.

This paper uses nested regression to test hypotheses about the relationships between employee affinity for technology (AFT) and perceived corporate affinity for technology (PCAFT) on SDL project use in financial services employees, and extends Artis and Harris' conceptual SDL model.

The relationship between the antecedents and SDL project use depends on the type of project: induced, synergistic, voluntary or scanning. The main effect of AFT impacts all except induced projects. The main effect of PCAFT only influences synergistic projects. The interaction term influences induced and scanning projects.

This paper provides the first empirical test of antecedents of SDL project use in the marketing literature. Limitations include that only employees from financial services were used; future research is needed to determine generalizability.

These findings show that what motivates employees to engage in SDL project can be a selection or an internal communication issue depending on project type. This should help managers to determine what steps can be taken to encourage employee use of SDL projects.

Academically, this is the first paper in marketing to empirically test antecedents of SDL projects use and provides empirical support of Clardy's SDLP typology. Managerially, this is the first empirical guidance on how firms can increase employee SDL project use to enhance knowledge.

The purpose of this study was to identify those factors that are supposed to be the most important in terms of small business success in tourism industry. The empirical data is collected within one region in Finland. The respondents were asked to evaluate the importance of the given factors for the firm's success and how highly the respondent evaluated the company's expertise in each factor in their operations. Questionnaires were sent by mail to a total of 214 tourism businesses. The final response rate was 43% (92 businesses). According to the analysis of the data, the respondents emphasise the importance of customer orientation, good skills in leadership, internal marketing and a good reputation of the firm and the product. The impact of external advice (incubators, consultants, research organisations) was evaluated as the least important factor of success. So, market orientation seems to play a key role in the performance of small and micro tourism firms. Customer orientation is also well mastered according to the businesses. The greatest development needs would be in the areas of price and accessibility, as well as in customer orientation. The results of this study indicate that there are no statistically significant differences in the views held by slowly or fast growing tourism businesses regarding the importance of the success factors. The same factors are considered important and less important in both slowly and fast growing businesses. Neither were there any statistically significant differences in these businesses as to the expertise in these success factors.

Focuses on the way in which design and technology students learn at a secondary school in Singapore. Attempts to understand from the heterogeneous mix of student learning styles the group learning style so that teachers can best adapt their teaching style and materials to suit the students’ needs. Surveys 99 students and shows that most students are analytical and it is effective to teach them by inquiry to stimulate analysis and creativity.

Aims to understand a group learning style so that teachers can best adapt their teaching style and materials to suit the students. Defines learning styles and briefly covers previous findings in this area. Looks at different types of thinking before covering how to assess learning styles using a questionnaire. Provides some implications for educators and looks at the design of assignments which can be tailored in different ways depending upon the findings.

Creates a framework for evaluating the marketing strategy dimensions of remanufacturing. Discusses resource recapture and how diffusion theory may be applied to the adoption of the remanufacturing/remarketing concept. Concludes that the diffusion of renovation will depend on the right firms having the right motivations to adopt the concept of remanufacturing/remarketing.

Examines the mature market, defined as consumers age 50 years or older, and reviews 33 segmentation methods for the mature market and identifies five key segmentation criteria: discretionary income, health, activity level, discretionary time, and response to others. Integrates methods devised by other researchers and provides marketers with a step‐by‐step, actionable segmentation method based on these five criteria. Offers implications for managers.