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The objectives of this article are to explain the importance of company culture and to point to the appropriateness of customer orientation as a method of expressing culture. The article further determines the connection between customer satisfaction and employee satisfaction and points to possible resistance when creating company culture through customer orientation. It further defines the relation between company mission and culture and explains the significance of researching value and researching customer satisfaction as basic preconditions of customer orientation in culture.

Posits that this analysis is based on the dependence of international sport sponsorship on the market audit and the individual product class/product form or brand environment. The MIXMAP‐model addresses the question of how the marketing mix framework can be used to analyse the competitive standing of a business organization, and how the outcomes of this analysis can be translated into practical tactics which capitalize on the organizations’ strengths. The MIXMAP‐model was developed as a guide to make this transition from the strategic to the tactical level. The MIXMAP‐model begins by categorizing the product in the product‐life‐cycle concept and Boston Consulting Group matrix. This position is decisive for the intensity of the different elements (product, price, promotion, place) and their different variables. Discusses how a qualitative survey was used to provide an initial check of the theory and that the survey approach was a questionnaire to 60 multinationals in Germany, England, Italy and France.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/13522759810235197. When citing the article, please cite: Ian Clarke, Ian Kell, Ruth Schmidt, Claudio Vignali, (1998), “Thinking the thoughts they do: symbolism and meaning in the consumer experience of the “British pub””, Qualitative Market Research: An International Journal, Vol. 1 Iss: 3, pp. 132 - 144.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00070709910278424. When citing the article, please cite: Leo Paul Dana, Claudio Vignali, (1999), “Lublin Coca-Cola Bottlers Ltd”, British Food Journal, Vol. 101 Iss: 5/6, pp. 447 - 455.

Based on an interview with a senior manager at Joshua Tetley & Son Ltd about the changing role of the business development manager. Summarizes the changes in the brewery industry following a report of the Monopolies and Mergers Commission in 1989 which reduced the number of public houses a brewery could own and aimed at introducing competitive forces into the brewery industry. Considers how Allied Breweries Ltd reacted to the report with reference to the area managers whose jobs have been repositioned as business development managers and whose objectives are to sell the brewery′s products by offering a parcel of benefits.

Gives a resume of the Benetton operation, describing how 80 per cent of Benetton retailing is franchised with the majority taking place outside Italy. Studies, in depth, the experience of one franchisee in Burnley, Lancashire, by financial analysis and a survey of customers purchasing in the store. Results show that the Benetton message is getting across to consumers; brand is associated with colour, style and fashion for which premium prices are deemed acceptable. However, while the franchiser continues to retain tight control over product range, the sales period provides the only opportunity for the franchisee to improve stock and cash control and, ultimately, to survive.