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The practice of selling cigarettes by sticks is a phenomenon that can be observed among Asian countries. It is prevalent in urban centers where the retailing activity is one of the major economic activities undertaken by the middle and lower echelons of the social class. In a study of the switching of consumers from one brand to the other as a response to price increases, the practice has shown a bi‐directional effect. In an inter‐brand shift, it acts as a buffer slowing down the change in preference by granting the consumers an ability to buy the same brand even if the budget is not enough for one pack. The opposite, however, happens in the intra‐brand (local to foreign) shift. The practice makes it easier for the consumer to shift by lowering the perceived “sacrifice” in incremental price vis‐à‐vis the differential value between the imported and local brand.

Proposes that, in the chaotic organizational environments of the 1990s, managers must be able to design winning competitive paradigms and then change these continuously and sometimes discontinuously if their organization is at least to stay crisis‐averse and ideally grow and prosper. Indicates that to achieve this they must understand their environment and the keys to a successful and sustained match ‐ this requires that they stay aware and think strategically. States that awareness and thinking implies learning and sharing information ‐ both inside the organization and with important stakeholders and influencers. To this end, managers must realize just what information is important and how to deal with it. Reports that the important information relates to those specific organizational competences which, unique to the individual organization, are critical for their current and future competitive and strategic success. Driven by the strategic leader organizations must, therefore, first, establish their unique mix of competences. Second, they must ensure attention is focused on these competences ‐ rather than others which are less important for adding value ‐ and that this attention fosters improvement. Third, these improvements must be measured. In addition organizations must, over time, develop (internally) or acquire (by buying in) new competences. Concludes that research indicates that learning and competence development along these lines is not happening widely.

Considers various approaches to the study of comparative marketing, suggesting a methodology that provides an adequate framework on which to base comparative domestic marketing studies. States, in part one, that there is a simple routine enabling marketing management to quickly select the segment where the changes are significant; and the second part shows that, by applying structures to date, much more can be gleaned from it than by conventional methods. Uses Nielsen data to illustrate its applications. Summarises that, introducing the formal, quantitative method of examining, the market has provided the basis for both building and implementing a mathematical model of the market, making estimation of the effects easier.

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into nine sections covering abstracts under the following headings: Business Strategy; Marketing Strategy; Customer Service; Sales Management; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution; Sundry.

One of the major technological changes in food products over the last decade has been the development of “lite” food and drinks. These products have become regular items of purchase and acceptance in UK diet. The principal areas of growth in the “lite” market have been in sugar‐free drinks and low fat foods. Whilst market growth has been stimulated by increased consumer awareness of diet and nutrition, consumers are being influenced by the image message associated with such products rather than a strict health message. Harmonisation of European food law after 1992, especially in respect of sweeteners, offers potential opportunities for further growth in “lite” markets. Fat replacers are likely to provide an area of future interest as long as concerns about the mass marketing of synthetic foods do not dampen the market.

Resale price maintenance (RPM) is widely regarded as having a retarding effect on market development. The abolition of RPM in the 1960s provided a catalyst for the development of the multiple retailer who, by virtue of scale economies, was able to compete aggressively on price for the first time. However, RPM remains in the UK bookselling sector in the form of the Net Book Agreement (NBA) and arguably many of the developments in the retailing industry of the last 30 years have passed this sector by. In the light of current challenges to the NBA from within the industry and other environmental factors affecting this sector, considers the impact on market development when one of a retailer′s important marketing weapons, namely price, is removed from its armoury. Reports results of an exploratory study into trade perceptions of the effect on market development of the NBA. Frames the analysis within the current theories of retail institutional change, concluding that a combination of environmental, cyclical and conflict theories of change is the most appropriate framework for an explanation of the current situation and future prospects in this sector.

Develops and exemplifies the proposition that the key factors determining the success of packaging innovation can be unified by considering them as consumer driven, technology driven, and distribution driven. The concept of the packaging and distribution mix is developed to show how organisations can respond, through marketing variables under their control, to attempt to gain a competitive advantage over rivals. A packaging optimisation strategy is described, based on a total systems approach, which proposes a balance between the complex mix of external influences.

This section contains a range of topics from diverse, international, primary journals, including: an evaluation of PR effectiveness; a look at total quality management at Girobank, which was the first bank to win a British Quality Award; an examination of the principles of competitive marketing based on a case study; a discussion of how companies can sustain competitive advantage; and a report on retail‐oriented risk for bank branch operations.

Immigrant‐owned business in Britain is reviewed in the light of both cultural and structural economic perspectives. The latter view is emphasised. Concentration in trades which are in decline, or are labour intensive, or both, creates acute competitive pressures which are exacerbated by the growing presence of corporate rivals in many markets. Real and perceived bias on the part of banks helps to limit diversification. Attempts to move away from characteristic activities, both geographically and sectorally, have had only limited impact. Accumulation of class resources holds the greatest promise for entrepreneurial success.

Amid an increasingly turbulent and competitive business environment, strategic marketing plann‐ing is typically referred to as the management discipline which enables the firm to improve its competitiveness by becoming more responsive and adaptable to changing market conditions. Most of the literature, however, deals with the application of strategic marketing planning as it relates to big business. By contrast, this article provides an understanding of how all the key principles can be applied in the smaller business, in the form of a practical framework for plan development. In addition, it features a case study showing how a small UK‐based computer company used the framework to develop its marketing plan.