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Industrial product management benefits from efforts to distinguish more clearly between product elimination and product replacement problems. Two basic approaches to the product elimination problem are contained in literature: the theoretical/normative approach to modelling the decision process, and the empirical approach based in observation, description and analysis, of how firms actually detect and eliminate or replace weak products. Several authors have commented about the difficulty of reconciling apparent differences in the two approaches. Reports an intensive involvement in an in‐depth case history of a major firm′s behaviour when confronted by a significant product elimination decision. This study attempts to bridge the gap between theory and practice and suggests several propositions that await verification.

Defined broadly as any relationship between companies involving a sharing of common destinies, strategic alliances are cropping up across the global arena. Due to the maturation of several trends of the 1980s, such as: intensified foreign competition, shortened product life cycles, soaring cost of capital, including the cost of research and development, and ever‐growing demand for new technologies, alliances are becoming an attractive strategy for the future. Published material on the subject is vast, diverse and fragmented. Synthesizes this material and develops a common thread as to how these alliances are formed and the ingredients for their success or failure. Identifies six dimensions along which the alliances are formed and the change in management style needed for the success of alliances. Defines an interesting phenomenon termed the “Octopus Strategy” where multidivision companies from Japan, the United States and Europe are joining forces to create multiple strategic alliances. The end result of this strategy is that two divisions of the multidivision companies may have formed an alliance, while other divisions of the same organizations may be in fierce competition with one another. Develops a model of the working of strategic alliances based on the existing empirical evidence. Suggests some contributions that government, industry and education should make for the success of alliances.

An empirical examination of the product elimination decision‐making processes in American and British manufacturing firms was presented. Specifically, two areas of the product elimination decision‐making process are presented: (1) the precipitating circumstances which “triggered” the product elimination decision‐making process to begin; and (2) the variables used to make the elimination/retention are reviewed. It was concluded that the decision making processes were similiar in the two countries.

The hypothesis is supported that substantial similarities exist in supplier choice strategies across industrialised nations. The nine studies reviewed indicate that a four‐step process is common to the majority of capital goods purchases and purchases of component parts and raw materials in some European countries and the United States

Given that planned marketing strategies and observable behaviors often are contingent on buyer and third‐party (e.g. competitor) responses, deep understanding and descriptions of the thoughts and actions of marketers need to reflect the dynamic interplay of such contingencies. The same view applies to planned organizational buying strategies and observable behaviors: buying behavior adapts through time based on information learned and marketers’ responses to requests made by the customer organization. Consequently, a two‐way, or multiple‐party, approach to theory construction is useful in particular for mapping the “if‐then” responses of the marketer’s thoughts/actions linked with the if‐then responses of buyers’ thoughts/actions through several time periods. Using in‐depth interviews and case histories of one marketing organization and 28 buying organizations related to the office furniture industry, the article illustrates descriptive modeling of the contingency dynamics in the thoughts and actions across the multiple parties involved in marketing‐buying interactions.

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.