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Category management has been promoted as a mechanism to achieve closer working relations between suppliers and retailers. The premise has been that category management should result in a reduced reliance on the use of power as an element of the relationship and increased levels of cooperation. However, power is an element of any relationship and exists even when not activated. Further, the premise rests on the notion that cooperation is a polar opposite of power. This research confirms that food industry managers perceive the use of power in solely negative terms. Power can be defined operationally as the ability of one channel member to influence the marketing decisions of another channel member and hence must be related to cooperation. This paper reviews the nature of dependence, power and cooperation and explores the role of these constructs in the practice of category management. The results of continuing research in the area of category management relationships are reported.

Changes in the European retailing marketplace are having an impact on relationships between retailers and their suppliers. Concentration of sales to fewer, larger and more powerful retailers, the growth of own label brands, and the operational and marketing benefits of retailer information technology, all affect the relationship between retailers and their suppliers. These trends are seen at their most extreme in the UK market, which is seen by many as a model for the future of the rest of Europe. In this emerging trading environment, the issues of collaboration versus conflict, documented in research in retailing since the 1950s, take on a particular focus and importance. Looks at these issues from the perspective of 11 manufacturers, each of which deals with the same significant retailer in the UK. Examines the relevance of the constructs of power, conflict and co‐operation in the UK food channel from the supplier′s perspective; the manufacturer′s response to powerful buyers in the channel; and the impact of information technology on channel relationships. Concludes with recommendations to manufacturers on managing key accounts in the new environment.

The objectives of this research were an assessment of the support and training needs of small businesses in the Bradford region of West Yorkshire, and an assessment of the small business support network in the region. The research was targeted at small businesses with less than 50 employees. The research took place in June/July, 1991. Following qualitative and exploratory interviews, questionnaires were sent out to small businesses within the region. The questionnaire results identified the areas where the businesses felt they needed most support. They also quantified small businesses′ attitudes to existing support services, and examined the support which the entrepreneurs would be likely to give to new training and support schemes. The results showed that the businesses felt that the existing support was inadequate. The results also identified a demand for training courses that matched the specific needs of the small business. Proposes guidelines for the type of training courses that small businesses would like to see.

Explores the marketing process of a large food retailer, based on in‐depth interviews with 106 senior managers. Finds that attitudes towards marketing are conflicting, that the role is diffused into different functional areas within the organization, and that buyers are highly influential within the organization and play a key role. There are two parallel strands in the development of marketing within the organization. One is the growth of a corporate marketing department with responsibility for advertising, the purchase of market research, and corporate image in the marketplace. The lack of current influence of corporate marketing is reflected in the absence of a chief marketing executive (CME) on the main board. The other element is the role of the buyer and the trading departments. The trading department is found to be highly influential. Buying teams are the marketers in the company dealing with product selection, pricing, merchandising and promotion. Effective marketing depends on an integrated organizational effort. This is clearly not the case here. The study methodology sheds new light on the nature of strategic marketing planning in a large, complex organization.

This study examines the role of cognitive trust and the potential for relationship dissolution when consumers perceive themselves to be in a hostage relationship with their retail banking service provider. This study reviews current literature on relationship continuance intentions, hostage relationships and transaction‐based cognitive trust to develop testable hypothesis on the affect of cognitive trust in hostage relationships. Quantitative data gathered via a cross‐sectional survey is then analyzed using structural equation modeling. The results indicate that consumers who perceive themselves to be in a hostage relationship with their bank indicate significant cognitive trust in the transactional ability of their bank and are deterred from dissolving the relationship, regardless of their perception of the undesirability of the relationship. This paper provides evidence of the effect of cognitive trust as a deterrent of relationship dissolution in hostage relationships. Also provided are managerial and theoretical implications and directions for future research.

Discusses the relationship literature, drawing on relationship marketing, marketing, organisational behaviour, and strategy literatures and provides an overview of the central constructs of power/dependency, commitment and trust. Subsequent discussion examines these constructs in the UK food industry context through a discussion of three types of retailer‐supplier relationship: partnership between retailer and strong branded supplier (usually market leader); own brand/private label relationship; and retailer relationships with secondary brand manufacturers. A small number of own brand suppliers have interdependent relationships with retailers. However, they lack the strong marketplace brand which reflects a large part of the bargaining power of branded market leaders. These three types of relationship reflect different levels of interdependence/dependence and provide useful insights into the constructs that managers might use to better manage and prioritise these relationships. Takes account of the power imbalances in the industry, provides realistic evaluation of somewhat overused and frequently imprecise concepts – power, trust etc. Major innovations in retailing – category management and efficient consumer response – require close co‐ordination of trading partners. Retailers and manufacturers embark on a range of relationships – discrete exchange relations to value laden relationships. Provides a framework for understanding the value of these different relationships. Finally, this paper looks forward to the next millennium.

Examines the debate on quality in health care in light of GP fundholding and the Patients’ Charter. Focuses on the development of quality issues in General Practice by carrying out research based on two stages: first, an exploratory stage aimed at the understanding of key issues; and second, a questionnaire made up primarily of attitude elements drawn from stage one. Concludes that, in the changing political and public environment, GPs are facing the challenges of managing service quality.

Examines the debate on quality in health care in light of GP fundholding and the Patients’ charter. Focuses on the development of quality issues in General Practice by carrying out research based on two stages: first, an exploratory stage aimed at the understanding of key issues; and second, a questionnaire made up primarily of attitude elements drawn from stage one. Concludes that, in the changing political and public environment, GPs are facing the challenges of managing service quality.

Addresses the relevance of marketing principles and how marketing should be practised in very small or micro firms by studying new start businesses in the West Yorkshire area. Reports qualitative research findings from in‐depth interviews with a sample of 18 small business founders using simple content analysis and case study techniques. Addresses specific topics including customers and customer focus; competitive advantage and positioning; marketing communications; marketing planning and strategy; and key issues involved in business growth and development. Concludes with a summary of how marketing is practised in small businesses, based on the research findings; an examination of marketing in different types of businesses; and recommendations on how marketing can help small businesses improve performance and achieve growth.

Examines the behavioural implications of the three main micro‐economic explanations – resource constraint, agency theory and search cost theory – for franchising. Reviews these theories, along with the empirical evidence found to support them. Highlights the implications of each explanation upon relational quality using four relational characteristics drawn from Macneil. Uses the characteristics of power balance, anticipation of trouble, sense of unity and presentation of costs and benefits. Argues that since the motivation to franchise depends upon the specific strategy employed by the franchisor, then relational quality will legitimately differ according to franchisor strategy. Describes a model drawn by linking strategic direction, franchise motivation and relational quality. Some illustrative propositions are derived from the model. Discusses the implications of the theory for both researchers and managers.