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This article has been withdrawn as it was published elsewhere and accidentally duplicated.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/EUM0000000000638. When citing the article, please cite: A. Tansu Barker, Erdener Kaynak, (1992), “An Empirical Investigation of the Differences between Initiating and Continuing Exporters”, European Journal of Marketing, Vol. 26 Iss 3 pp. 27 - 36.

Examines the characteristics of small and medium‐sized initiating and continuing exporting firms from Saskatchewan, Canada. As the US is the major trading partner of Canada and most of the initial export activities of Canadian firms are destined for the US markets, the Free Trade Agreement (FTA) between Canada and the US has far‐reaching implications on the behaviour and performance of small and medium‐sized exporters from both sides of the border. Offers policy guidelines to those small and medium‐sized Asia‐Pacific firms which are considering establishing trading links with North American firms.

Summarizes the basic structure of a general multi‐stage salesforce model, and presents experiences in implementing that framework. Discusses the benefits of the use of such a model, and concludes that the key to success for a small company to be based on using subjective estimates of the needs of a firm in the absence of hard data and on operational involvement of decision makers.

The trend towards “supermarket” financial services will lead to a greater degree of specialisation on the part of the different financial institutions in terms of function or client base, resulting in the consumer being offered a greater variety of choice, from no frills, low‐cost core products to full service augmented products. Ability to survive within the trend will rest on adapting creatively to the environment; sectors made up of smaller organisations have greater flexibility but this can only be used to advantage if sensitive to the market's changing nature. Financial institutions will become more marketing oriented in seeking to attract customers and differentiate services.

Strategy is examined, using newness of products, markets and technology as the variables. An understanding of newness with reference to the concept of continuous vs. discontinuous innovation along these three dimensions could facilitate evaluation of market and profit potential and the risk factor. Furthermore, this classification system may suggest new business opportunities by indicating gaps in the market and pointing out the critical factor(s) associated with those gaps.

The attitudes and perceptions of New Zealanders toward current consumerism issues are outlined and compared with four other countries. Many of the opinions expressed are critical of the existing practices of business and appear to be common in the other four countries. The theory of consumer product life cycle suggesting the development of national consumer movements was not supported by the data obtained in New Zealand.

The impact of characteristics of salespeople, activities of sales managers and territory design are investigated as antecedents of sales organization performance among Canadian salesforces. Based on MANOVA analysis of responses from 102 field sales managers, more effective sales organizations have salespeople who are more motivated, employ managers who direct more and are more satisfied with the design of their territories. Sales managers must adopt better people and communication skills to train and direct their salespeople who are expected to provide better service and establish long‐term relations with their customers.

The purpose of this paper is to explore the nature of information sharing, rewards and selected performance measures based on the dyadic relationship between accountants and marketers.

Mail survey administered to senior executives of larger Canadian firms. MANOVA followed by univariate analyses are used to identify significant dimensions. Variables that are important to distinguish between the two groups are identified using logistic regression.

Accountants are more satisfied with the quality of shared information and rate its impact on performance higher than marketers. Marketers view accountants as a more important source of information.

Longitudinal studies, in‐depth surveys within a single firm and employing respondents at different hierarchical levels would provide important insights and reduce common‐method bias.

Accountants should recognize marketing as an important source of information since resource complementarity is crucial to collaborative success. Using market‐based reward systems and establishing quality as an important goal would have a bigger impact on marketers in enhancing information sharing between the two functions.

Contributes to filling the gap regarding the nature of information sharing between marketing and accounting as well as its relationship to market‐based rewards and selected performance measures.

A mail survey administered to sales managers investigates the factors that influence the effectiveness of their sales organizations. The most important factors found are building long‐term relations, inter‐departmental co‐ordination, training for both salespeople and field managers and information capabilities. Differences among the respondents are based on seniority as well as firm‐level performance. High performance firms and field managers consider team selling to be the most important determinant of salesforce effectiveness.

Investigates the attitudes of Turkish consumers towards credit cards, and the approach of card issuers, by surveying two samples of 200 card‐holders and non‐holders: the better educated, middle‐aged members of the upper‐middle class seem to be the prime target; the most important reasons for using a credit card were “ease of payment” followed by “risk of carrying cash”; non‐holders do not carry credit cards because they do not know much about it; informal sources of information appear to be more influential than mass media advertising in penetrating the market; proposes that the usage and the administration of credit cards are influenced very much by the infrastructure of the country and, hence, credit card companies have to modify their marketing and administrative procedures rather than following a standardized approach.