This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb008233. When citing the article, please…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb008233. When citing the article, please cite: William L. Shanklin, (1988) “MARKET SHARE IS NOT DESTINY”, Journal of Consumer Marketing, Vol. 5 Iss: 4, pp. 5 - 16.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb008177. When citing the article, please…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb008177. When citing the article, please cite: William L. Shanklin, (1986) “SIX TIMELESS MARKETING BLUNDERS”, Journal of Consumer Marketing, Vol. 3 Iss: 4, pp. 31 - 39.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/08858629210035391. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/08858629210035391. When citing the article, please cite: Ann T. Kuzma, William L. Shanklin, (1992), “How Medium-market-share Companies Achieve Superior Profitability”, Journal of Business & Industrial Marketing, Vol. 7 Iss: 3, pp. 29 - 39.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb008233. When citing the article, please…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb008233. When citing the article, please cite: William L. Shanklin, (1988) “MARKET SHARE IS NOT DESTINY”, Journal of Consumer Marketing, Vol. 5 Iss: 4, pp. 5 - 16.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb008177. When citing the article, please…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb008177. When citing the article, please cite: William L. Shanklin, (1986) “SIX TIMELESS MARKETING BLUNDERS”, Journal of Consumer Marketing, Vol. 3 Iss: 4, pp. 31 - 39.
Ann T. Kuzma and William L. Shanklin
Examines the position of medium‐market‐share companies in relationto their smaller and larger counterparts and compares the inherentcompetitive advantages and disadvantages…
Abstract
Examines the position of medium‐market‐share companies in relation to their smaller and larger counterparts and compares the inherent competitive advantages and disadvantages. Highlights the options available to such companies attempting to change their position, e.g. increasing market share or concentrating on specific profitable core accounts. Considers the relationship between market share and profitability. Concludes that such companies require product differentiation and a high‐level of customer orientation in order to compete successfully.
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Susan H. Higgins and William L. Shanklin
Discusses the various strategies for mass merchandizingtechnologically complex products and services. Considers fear oftechnology, high‐tech aficionados, and lifestyle differences…
Abstract
Discusses the various strategies for mass merchandizing technologically complex products and services. Considers fear of technology, high‐tech aficionados, and lifestyle differences as factors in marketing high‐tech goods. Concludes that separate strategies for aficionados and non‐aficionados should be developed, and also that more customer‐oriented strategies should take into account that the aficionados themselves can be segmented by interests.
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The majority of start‐up businesses fail, many for marketing‐related reasons. Estimates of the new product failure rate across all sized companies range anywhere from 30% to 80…
Abstract
The majority of start‐up businesses fail, many for marketing‐related reasons. Estimates of the new product failure rate across all sized companies range anywhere from 30% to 80% or more, which is high even on the conservative side. These kind of results make one adage apropos: “If people learn from their mistakes, many are getting a fantastic education.”
Inquiries into the relationship between market share and profitability have provided valuable generalizations and insights about business strategy. A case has been made for both…
Abstract
Inquiries into the relationship between market share and profitability have provided valuable generalizations and insights about business strategy. A case has been made for both high and low market share strategies in the pursuit of superior profitability. However, what these studies mean for business strategists in medium share companies looking to improve sub‐par profitability is not so clear. What strategy should they implement? Should they, for instance, chase additional share or selectively concede share and focus their efforts on profitable segments and niches? The answers formulated to this question will have long‐term strategic consequences. A number of studies have considered the statistical relationship between market share and profitability. The issue has also been looked at from the perspective of high share and low share firms. This article deals with market share/profitability in terms of strategic options for top management in medium share companies.
Hercules Powder. Liebmann Breweries. These companies, and over 250 others that appeared on the very first Fortune 500 list in 1955, have vanished from the front ranks of American…
Abstract
Hercules Powder. Liebmann Breweries. These companies, and over 250 others that appeared on the very first Fortune 500 list in 1955, have vanished from the front ranks of American industry. Why did so many fail to thrive? Is there an inevitable cycle of corporate growth, senescence, and morbidity? This is a salient question to pose three decades later. Why does the American corporate elite have such a lackluster record in perpetuating their preeminence? What accounts for the fact that companies with the wherewithal to hire the very best executive and technical talent available, and with the most money to invest in marketing, manufacturing, and R&D, have had so much trouble sustaining themselves at a lofty level?