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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014592. When citing the article, please cite: Peter F. Kaminski, David R. Rink, (1984), “PLC: The Missing Link between Physical Distribution and Marketing Planning”, International Journal of Physical Distribution & Materials Management, Vol. 14 Iss: 5, pp. 46 - 63.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/07363769210035189. When citing the article, please cite: Gary L. Clark, Peter F. Kaminski, David R. Rink, (1992), “Consumer Complaints: Advice on How Companies Should Respond Based on an Empirical Study”, Journal of Consumer Marketing, Vol. 9 Iss: 3, pp. 5 - 14.

Physical distribution (PD) management has often been viewed only as the administration of storage and transportation activities. However, increasing demands on customer service, added product complexity, increased transportation costs and intensifying competition have significantly broadened the scope of PD management. A modern PD manager must do more planning, command greater decision‐making authority and become more active in formulating and implementing marketing strategies (e.g. price setting, packaging design, etc). In order to assume these new responsibilities, PD managers will require a reconceptualisation of their jobs and function as an integral part of the firm. Most important is the need for a set of carefully conceived PD strategies and tactics that are sequenced according to some workable framework. The authors maintain that the product life cycle (PLC) concept represents such a guideline. They discuss how the PLC concept can be used to gauge changing market conditions as well as the subsequent impact this has on the formulation and implementation of timely PD strategies and tactics.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Reports on a study to investigate the impact of customer satisfaction of different types of company responses to letters of complaint. Considers the effects on consumers of various defensive marketing strategies: letter and free good, letter only, and no response. Surmises that the results support the notion that appropriate defensive marketing strategies can improve the company′s image among customers who write complaint letters.

Development of Research ProblemThe needs, wants, and desires of industrial customers are fulfilled in a market environment epitomised by exchanges between buyers and sellers. Both of these parties execute strategic moves which are intended to perpetuate their existence as well as optimise the use of available resources. While the over‐riding ambition of the investigator was to identify a model‐form which might serve as a reference for substantiating certain strategic moves by corporate purchasing executives, the more immediate desire was to test empirically the validity of applying such a theory to purchasing. The conceptual model‐form was hypothesised by Berenson. He posited it would answer some of the questions raised by purchasing executives concerning guidelines for establishing purchasing strategy as well as for setting priorities among strategies. The concept was the product life cycle (PLC) theory.

“There is clear evidence from recent research studies that even in large multinational companies purchasing tends to be regarded as a function allied to production and responding to the needs of marketing.” The dependence of procurement operations on the trend of sales was recognised in a pioneering article. It organised purchasing strategies around the concept of product life cycle (PLC). In turn, this article served as the basis for field research, which verified much of the model. Meantime, independent of these two investigations, other models of purchasing activities used the same integrating concept. As will be shown, recent experience and research have substantially modified and enriched the earlier PLC models.

It is the intent of this article to show that the elderly, an important but neglected market segment, could be a viable segment for many businesses by the criteria of accessibility, responsiveness, identifiability, and size. This market itself comprises several segments, and these segments are identified. Finally, the article focuses on actions marketers can take in the component areas of marketing mix—product, price, promotion, place, and packaging—to meet the neglected needs of this consumer group. The paper emphasizes actions that not only contribute to the welfare of senior citizens, but are likely to be profitable as well.

Examines the mature market, defined as consumers age 50 years or older, and reviews 33 segmentation methods for the mature market and identifies five key segmentation criteria: discretionary income, health, activity level, discretionary time, and response to others. Integrates methods devised by other researchers and provides marketers with a step‐by‐step, actionable segmentation method based on these five criteria. Offers implications for managers.