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Article
Publication date: 1 April 1989

Ivan Martén Uliarte

The modern company is having to become increasingly international, to look to overseas markets or even to set up operations within them. This internationalisation of the company…

142

Abstract

The modern company is having to become increasingly international, to look to overseas markets or even to set up operations within them. This internationalisation of the company means that some method must be found which lays down guidelines for formulating an overall international marketing strategy. If different international markets are seen as basic units of investment, the company should seek to obtain a balanced portfolio of markets, to enable it to allocate its scarce resources with maximum efficiency achieving stable growth in the long term.

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Management Research News, vol. 12 no. 4/5
Type: Research Article
ISSN: 0140-9174

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Article
Publication date: 1 January 1983

Simon Majaro

This paper explores the role of training in small, medium and large organisations, then goes onto examine the plethora of complications that arise when a company with a large…

106

Abstract

This paper explores the role of training in small, medium and large organisations, then goes onto examine the plethora of complications that arise when a company with a large number of products in a large number of countries addresses the problem of marketing training. At the one extreme such a company can opt for a centralised system of modular training, or at the other extreme it can decide to delegate the task to the management of decentralised units. A hybrid system is also explored whereby training is structured around a “cluster” of units or activities or regions. Few organisations have given sufficient thought to this question of training across national boundaries, with the result that training is often undertaken in a haphazard way.

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International Marketing Review, vol. 1 no. 1
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 1 February 1988

Simon Majaro

Morphological analysis presents a structured framework designed to stimulate new ideas and generate a more “creative” working environment. It is a more reliable method than…

436

Abstract

Morphological analysis presents a structured framework designed to stimulate new ideas and generate a more “creative” working environment. It is a more reliable method than brainstorming but needs an able leader to manage what can become a complex way to generate new directions of thought.

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Marketing Intelligence & Planning, vol. 6 no. 2
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 April 1986

Seth N. Buatsi

This paper examines the nature and extent of organisational adaptation of international marketing involvement. The domestic and international marketing strategies of firms are…

5038

Abstract

This paper examines the nature and extent of organisational adaptation of international marketing involvement. The domestic and international marketing strategies of firms are compared. The results demonstrate significant differences between the domestic and international marketing operations of firms, including the product market strategies and the commitment of human resources.

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International Marketing Review, vol. 3 no. 4
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 1 February 1987

Socrates Papadopoulos

This article concentrates on the application of econometrics in the development of international tourism marketing strategies. In particular it examines how empirical results can…

867

Abstract

This article concentrates on the application of econometrics in the development of international tourism marketing strategies. In particular it examines how empirical results can be related to a market choice matrix in identifying the most attractive countries for allocating marketing resources and limited promotional funds.

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International Marketing Review, vol. 4 no. 2
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 1 August 1998

Ole Hinz

The Stumbling Stone method is a practical way of establishing a learning organisation. Mobilising employees bridges the gap between the legitimate system and the shadow system of…

580

Abstract

The Stumbling Stone method is a practical way of establishing a learning organisation. Mobilising employees bridges the gap between the legitimate system and the shadow system of the company. The method takes into account the view of the organisation as a complex adaptive system and provides means to link the legitimate system and the shadow system of the organisation thus tapping into the creativity resource of the employees.

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The Learning Organization, vol. 5 no. 3
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 8 February 2011

Keith Crosier

The purpose of this paper is to celebrate the remarkable work of the late Emeritus Professor Michael J. Thomas, as Editor of Marketing Intelligence & Planning (MIP ) over 21…

815

Abstract

Purpose

The purpose of this paper is to celebrate the remarkable work of the late Emeritus Professor Michael J. Thomas, as Editor of Marketing Intelligence & Planning (MIP ) over 21 years, and Founding Editor in perpetuity.

Design/methodology/approach

His long‐time Assistant Editor and eventual successor trawls the back issues and plumbs the depths of his own memory, to formalise the story of the man and his creation.

Findings

The undoubted success of MIP, at the time of the editorial handover the third‐most downloaded title in Emerald's massive stable, was entirely attributable to the work of its Founding Editor: his clear vision of an academic journal that was applicable to the real work of intelligence gathering and strategy planning; his extensive personal networks, his professional status, and the sheer force of his personality.

Practical implications

In the overheated current climate of academic research and publication, more journals should consider the merits of editorial prerogative as a precursor to formal double‐blind reviewing in the acceptance process. A strong and focused Editor is a prerequisite, of course.

Originality/value

The paper celebrates the history of MIP and, in the process, the life of Michael Thomas.

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Marketing Intelligence & Planning, vol. 29 no. 1
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 March 1995

Tim Denison and Malcolm McDonald

Responds to the recent criticism associated with marketing′s poorcontribution to business success. Reviews the state of marketing inBritish industry, drawing on previous research…

9923

Abstract

Responds to the recent criticism associated with marketing′s poor contribution to business success. Reviews the state of marketing in British industry, drawing on previous research and continues by describing the major changes experienced in the business environment, arguing that the future of marketing depends on recognizing these trends and responding to them. Goes on to describe the steps that leading companies, based in the UK, are taking to become truly marketing orientated, and the ways in which they are meeting the new challenges they face. It ends by highlighting the new opportunities for market‐led companies and concludes that marketing′s contribution to business performance is in its ascendancy and far from decline.

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Journal of Marketing Practice: Applied Marketing Science, vol. 1 no. 1
Type: Research Article
ISSN: 1355-2538

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Article
Publication date: 1 June 1999

Ian Roffe

Reviews the contributions to the understanding of creativity and innovation in organisations and interprets the implications for training and development. Highlights key and…

22868

Abstract

Reviews the contributions to the understanding of creativity and innovation in organisations and interprets the implications for training and development. Highlights key and recurrent principles: the benefits of an integrated organisational approach, the right climate for creativity, appropriate incentives for innovators, a structured means of search and a systematic way to convert an opportunity into an innovation. It implies a broad range of skills development including: team working, communications, coaching, project management, learning to learn, visioning, change management and leadership. Even though techniques for the development of innovation and enhancing creativity in individuals are well founded, there are relatively few reports on the practice of mainstreaming creativity in an organisational setting. Likewise, although the transition from idea to innovation can be systematised, problems arise from customised applications that involve the management of the change process. The application of Internet and intranet communications for innovation are beginning to emerge but the literature base lags the speed of applications. The paper concludes with a synopsis of the training and development implications of stimulating creativity and innovation in organisations.

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Journal of European Industrial Training, vol. 23 no. 4/5
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 June 2000

Elspeth McFadzean

In order to develop more innovative products, process and services, organisations must encourage their employees to think more creatively. One method of achieving this is to…

8734

Abstract

In order to develop more innovative products, process and services, organisations must encourage their employees to think more creatively. One method of achieving this is to encourage teams to utilise creative problem‐solving (CPS) techniques. There is a variety of different CPS techniques. Perhaps the most common technique utilised is that of brainstorming. This, however, does not necessarily produce novel and innovative solutions. The purpose of this article is to explore creative problem solving and to present a model that can help facilitators and team members choose an appropriate technique for their situation. The model has divided creative problem solving into three categories, namely paradigm preserving techniques, paradigm stretching techniques and paradigm breaking techniques. The article discusses these three categories and presents some examples of their use.

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Team Performance Management: An International Journal, vol. 6 no. 3/4
Type: Research Article
ISSN: 1352-7592

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