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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09600039310039133. When citing the article, please cite: John T. Mentzer, Nimish Gandhi, (1993), “Microcomputers versus Mainframes: Use among Logistics and Marketing Professionals”, International Journal of Physical Distribution & Logistics Management, Vol. 23 Iss: 3, pp. 3 - 10.

One concern for logistics managers is the use of new technology. Such an example of technology utilization is the use of computers by managers in logistics. Investigates the nature and extent to which mainframe and personal computers are used by logistics management, in contrast to the related business area of marketing. National samples of logistics and marketing professionals responded to a mail survey questionnaire to test hypotheses concerning factors related to the availability of different computer equipment in their organizations and differences between logistics and marketing professionals′ computer access and sources for learning to use computers. The results document widespread availability of sophisticated technology, although the logistics professionals appear to lead the marketing professionals in availability of various hardware. Logistics and marketing professionals also use different methods to learn the use of computers. Further, corporate size and industry are related to computer access. Discusses the implications of these findings.

Highlights the need for services advertising to receive more attention from marketing practitioners.Adapts a previously‐developed classification scheme of services for advertising. Assesses service characteristics of relevance in advertising. Develops a series of guidelines for managers seeking to develop effective services advertising.

Focuses on the commonly cited marketing problems that arise from the special characteristics of services. Empirically tests for the differing impact of these problems among service organizations, by assessing marketing managers’ perceptions about the problems that their organizations face. Results suggest that managers from three main service typologies (based on Silvestro et al’s 1992 classification scheme) do perceive differences in the degree of impact the problems have on their organizations. The findings and their strategic implications for marketing managers are discussed, along with limitations and future areas of research.