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Examines the field of capital goods purchases, dealing specifically with four types of standard machine tools sold into the UK market. Identifies key factors in the supplied quotation judged by the buyer to be instrumental in discriminating between successful and unsuccessful quotations. Reveals that these were taken from survey date collected by personal interview in 51 companies. Suggests that this will aid machine tool suppliers in securing orders from customers as well as providing a predictor of their prospects in any competitive bidding situation.

This paper aims to propose a framework that can be used for analysing services in the automotive industry.

Existing categorisation schemes for services are investigated and evaluated in terms of their applicability to services in the automotive industry.

Services categorisation schemes are grouped under eight service paradigms, expressing the understanding that various authors had about services in different times and contexts.

The remarks are limited to the automotive industry.

The paper suggests services classification schemes, which can be effectively applied to automotive services in order to generate valuable managerial insights.

This paper provides an overview over multiple services categorisation schemes existing in the literature.

The purpose of this study is to examine customer orientation and fashion merchandising competencies to learn which strategic option has a stronger relationship with retailer financial performance.

A cross‐sectional survey was used to collect self‐report data from a random sample of 275 small specialty retailers of women's clothing in Bangkok. Retailers offer similar merchandise assortments and customer services in dense, highly competitive, agglomerative environments. The survey form contained multi‐item scales measuring customer orientation, fashion merchandising competencies, and store financial performance. Bivariate correlations, multiple regression coefficients, and hierarchical linear model coefficients describe relationships of interest, controlling for retailer location.

Results show medium to large effect sizes for several fashion merchandising competencies but no substantive effects for the two customer orientation constructs. Effect sizes depend on whether financial performance is measured subjectively or as retailer return on investment or as probability of retailer survival.

Data are restricted in range and reported effect sizes are smaller than true effect sizes. Data also are influenced by common method variance, influencing reported effect sizes in an opposite direction. Effect sizes may or may not describe causal relationships because of the study's cross‐sectional design. Because of the study's setting in Bangkok, results must be extended to similar retail settings with caution. Results indicate that a clustered fashion retailer can improve financial performance by striving for a fashion leadership position, anticipating fashion trends, and offering merchandise assortments in terms of styles and usages. Results indicate that a clustered fashion retailer will have difficulty improving financial performance via customer service and CRM activities.

Few studies in fashion retailing address predictors of financial performance at the individual store level. The authors help fill this knowledge gap by examining relationships between customer service activities, CRM activities, and key merchandising competencies and retailer subjective financial performance, return on investment, and probability of survival. Retailers compete in a spatially confined area, facilitating comparison shopping and heightening rivalries between retailers.

This study aims to examine the trustworthiness of internet-based quality signals (specifically webpages and before-sale services) from the perspective of interactivity by evaluating the associations between on-line signals of product quality and the off-line perceived quality of actual products.

Empirical data are collected from 261 Chinese female university students. Partial least squares structural equation modelling is used to test the conceptual model.

Both webpages and before-sale services are positively associated with off-line perceived quality, but only the quality of before-sale service has a direct association with customer satisfaction. Webpages and before-sale services are both trustworthy signals for indicating the quality of physical products; however, these signals provide different levels of trustworthiness.

The interactivity perspective supplements information-economics theory in examining the trustworthiness of internet-based signals. A signal is a trustworthy indicator only if customers perceive a close relationship between the quality of the signal and the actual product quality.

On-line sellers should improve the reciprocity and controllability of communications from a buyer’s perspective and should pay more attention to the strategic role of on-line communication for improving customer service.

Researchers have evaluated the trustworthiness of on-line quality signals from an information-economics perspective. This study extends these previous studies by addressing the perspective of interactivity. Two types of product-quality signals, including webpages and before-sale services, are assessed in terms of their trustworthiness by examining how these signals relate to off-line perceived quality and customer satisfaction.

The purpose of this paper is to examine the knowledge transfer processes of knowledge intensive business service firms by focusing on the knowledge for customer, which is the knowledge about the service provider's products and services, specifically “before‐sale” knowledge, and the transfer of this knowledge in order to develop customers.

The authors conducted an in‐depth qualitative study of the knowledge transfer process undertaken by a sample of six global knowledge intensive service firms, to use knowledge transfer as a means of customer development.

The results of this study suggest that customer absorptive capacity influences the role that knowledge for customers has in ultimately determining whether customer development will occur. Where tacit knowledge transfer occurs, it is restricted to loyal, high share customers. With respect to methods of transfer, the findings reveal that knowledge‐intensive business service firms transferring explicit knowledge utilise both formal and informal methods.

Data collection was cross‐sectional and longitudinal research would have the benefit of examining how customer knowledge transfer changes over time during the customer development process (pre‐sale, during sale and post‐sale customer development). Future research studying other types of knowledge transfer, such as during‐sale and after‐sale knowledge transfer, are also encouraged.

Managers should be open to employing numerous types of media in transferring both explicit and tacit knowledge rather than restricting themselves to the normative “explicit‐formal‐media lean” versus “tacit‐informal‐media rich” categorisations in the literature.

Understanding the role of customer knowledge transfer in the development of existing organisational customers is particularly important in the context of knowledge intensive business service firms. The extant literature recognises that customer development efforts are critically important in increasing service adoption and firm performance but there exists a dearth of research on customer knowledge transfer in the context of professional service organisations.

In the first part of our feature on Hornes (Jan/Feb), the authors discussed objectives, and product range policy. In this second part some of the major policy areas are examined in more detail: communications, customer service, and store location. There are a number of policy aspects which involve store location and policy areas discussed earlier. This demonstrates the need for a systems management approach in modern retailing — a need that Hornes clearly recognises.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

Dixons' company policy is totally marketing oriented, with finance playing a supporting role. During 1975/76 total sales were over £126m, of which Dixons were £69m and Westons £57m, and the group has expanded tenfold since 1971. There are now over 400 stores, compared with only 180 in 1971. This fourth “Analysis” article examines organisation policy, product and market development, pricing and customer service, and management control and information.

Understanding people and how they factor into complex information technology (IT) implementations is critical to reversing the growing trend of costly IT implementation failures. Accordingly, this article presents an approach to dissecting the social and organizational influences impacting peoples’ acceptance of technology designed to improve business performance. This article applies the diffusion of innovation theoretical framework to understand and analyze IT innovation implementation challenges. The diffusion approach is applied to two recent cases of implementations of IT supply chain innovations at two aerospace firms, both with complex, global, inter‐firm supply chains. Results indicate that several social and organizational factors do affect the implementation's success. Those factors include users’ perceptions of the innovation, the firm's culture, the types of communication channels used to diffuse knowledge of the innovation and various leadership factors.

Since world attention has been focussed on the quality and safety of drugs, thought is being given to improving the methods of dealing with this branch of control under the Food and Drugs Act, 1955. This work is entirely different to the several projects now being undertaken, such as the Government‐sponsored “safety committee” dealing with the clinical testing of new drugs before sale; this deals mainly with toxicity trials, therapeutic efficiency and adverse reactions and is designed to prevent such catastrophies as the recent drug‐induced deformities of babies. The recently proposed scheme of the Association of British Pharmaceutical Industry for an advisory centre had similar objectives.