Search results

Shrewd channel leadership is required to maximise the benefits and to minimise the many potential problems of exporting through independent overseas distributors. Exporters need to apply effective programmes for distributor recruitment, motivation, support, training, planning, evaluation and control. Recent empirical findings about these issues are, however, scarce. This article provides fresh insights gained in an exploratory study of various dimensions of overseas distributor‐management by British exporters. In terms of recommended practice the findings are equivocal. Distributor recruitment, motivation and evaluation is in general seen as being reasonably well done although there are many areas where scope for improvement is apparent. Distributor training is generally scant and ill‐directed. Areas where improvement may be possible are suggested explicitly and implicitly in the text. Throughout the article, exporters are urged to adopt a “partnership” route to overseas channel management and there is considerable indication in the findings that many of the firms take the kinds of actions embodied in such an approach.

Countertrade is a widely prevalent mode of trading among Eastern bloc nations. Countries and companies which wish to export to them can gain a strong competitive edge by incorporating a willingness to countertrade into their product offering. This article reports findings regarding the perceptions of benefits and problems held by British executives whose companies do practice countertrading with Eastern bloc customers. It also sheds some light on why the incidence of East‐West countertrade appears to be inaeasing.

Provides insight into the credit offerings of manufacturers via an analysis of data which are unique in several ways. Focuses specifically on the dimensions of the credit package supplied to customers for consumer and industrial goods in both domestic and export markets in the USA and the UK. Offers an analytical model for use in improving credit policy. Concludes first that, bi‐nationally, consumer goods firms tend to be more generous than industrial goods sellers, except in the matter of maximum credit duration; and second, that UK firms are more generous than their US counterparts in export markets.

The study's purpose was to update and extend the existing knowledge about industrial vendor selection criteria. The components of four sets of choice variables are described and tested against survey data from UK and US buyers of manufactured materials, components and machinery.

Most readers will be aware that in the last two decades or so the marketing performance of UK and US manufacturers has been less satisfactory than that of manufacturers in other advanced countries. Indeed, during that time both countries' shares in the world trade in manufactured goods accounted for by the major industrial nations have fallen alarmingly. The rate of import penetration of both countries has markedly exceeded their export growth rates. The problems are more acute in the UK than in the US but, in the absence of dramatic improvement, the long‐term prospects for both nations are daunting.

UK industrial distributors are relied on by both producers and suppliers to help counter adverse environmental developments. Channel performance can be improved if there is co‐operation between channel members, and each understands the others' strengths, weaknesses and responsibilities. Industrial distributors are seen as being, on the whole, small, owner‐controlled, rich in product and market knowledge and poor in management expertise. A postal survey considered a number of problems relating to price‐sensitive, difficult customers, markets where there are strong upward pressures on costs, and too many rivals competing on price and possessing market strength. There are problems, also, both internal and external to the firm. The best strategy to cope with many of these lies in utilising the help of other channel members, and a consideration of product differentiation, segmental specialisation and cost leadership. A number of specific remedial actions are also recommended.

Recession and competitive pressure in the global arena, allied to the emergence of large, long‐term potential markets, have intensified both the incentives and the opportunities for countertrade. Examines findings on the generic countertrade approaches of major British companies and analyses attitudes concerning proactivity towards countertrade. Unexpectedly, finds that proactivity varies inversely with the value of individual one‐off contracts and directly with the degree of repeat business. Explores the merits of a proactive approach to countertrade, contingent on business environment dynamics and reflecting organizational competences.

Hostile environmental developments are requiring British brewing companies to reshape their archaic distribution strategies. Examines perceptions of the relationships existing between brewers and their contractually‐tied public house tenants. Finds that brewers apply excessive coercive power and insufficient reward power and that in consequence there is extensive channel conflict and insufficient co‐operation. Concludes that brewers are ineffective channel leaders and makes recommendations for them to introduce a “partnership” orientation to their distribution strategies.

There is a dearth of empirical analysis of how and to what extent British retailers fit marketing activities to sectoral conditions. Reviews relevant literature and tests propositions concerning the relative importance of marketing activities in two retail sectors. Finds many cross‐sectoral similarities and many consistent differences, which appear to be related to situational conditions in the respective sectors.

Economic problems have led to the increasing role off counter‐trade in the world trade scene. Countries with large external debts are able to acquire imports and settle bills with goods or services rather than through a financial settlement. This article looks at varying forms of counter‐trade.