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The paper aims to test seven marketing‐orientated factors that have the potential to discriminate between the setting of successful high and low prices. The significant factors are then applied by means of a decision support model that can be used by managers to aid their price decision‐making.

Following exploratory research, a mail survey was conducted using a questionnaire based on the dual scenario technique.

Six marketing‐orientated factors – i.e. ability of customers to pay, brand value, degree of competition, price acting as a barrier to entry, demand compared to supply, and the use of a building market share objective – significantly discriminated between the use of successful high versus low price strategies. Using these variables, a highly statistically significant model was developed based on discriminant analysis.

The sample excludes services and is based on responses from managers. Cost‐orientated factors were excluded from investigation to provide focus. The study demonstrates the potential for using the dual scenario technique in survey research, provides measures for seven constructs and highlights the dangers of using reverse‐polarity items to measure constructs.

The decision support model can be used by managers to aid their price decision‐making. The significant factors can also be helpful in market segmentation and targeting analysis.

The study supports a marketing‐orientated theory of price determination based on market, customer and competitor factors. It is the first to provide a systematic and cogent analysis of marketing‐orientated variables that have the potential to affect the high versus low pricing decision. By applying these variables in a decision support model, marketers have access to a tool that can aid their marketing decision‐making.

The key benefits resulting from the development of effective brand names by firms operating in fiercely competitive food markets are outlined and the paucity of relevant research is noted. This article provides a managerially applicable model of brand name development and presents findings on this subject recently gathered in a survey of food manufacturers.

The need for effective industrial sales‐force motivation is emphasised and the theoretical relating to Herzberg's theory is discussed. Previous empirical studies are reviewed and the results of a 1985 investigation of British industrial salespeople's views on motivation and dissatisfaction are analysed. Implications concerning the Dual Factor Theory and industrial salesforce management are examined.

The first of several articles on the temporal development of intra‐firm marketing organizations, relates how Hungary and Poland have progressed strongly towards the free market economic system. However, social and political opposition is now threatening further rapid reform. Moreover, infrastructure deficiencies and managerial problems are constraining effective marketing. Outdated production orientation is inhibiting the adoption of marketing orientation in the state sector while firm smallness is limiting managerial specialization in the private sector. Concludes, from a mail survey of 1,786 Hungarian and Polish firms, that most existing organizations are inadequate. Marketing orientation is extensive in Hungary but sparse in Poland. Although companies adapt flexibly to market changes and assign marketing responsibility to chief executives, most do not have specialist marketing departments. In the minority of cases where specialist departments do exist, they do not have inferior status to other functions although neither are they closely integrated with them.

Seeks to create a more complex understanding of the significance attached to vendors' mix elements by resellers in forming patronage choices. Presents data from a 1980s survey of over 1,200 reseller‐buyers. Reviews the results in terms of first, consumer goods and second, convenience products and shopping goods, comparing US and UK resellers. Shows that resellers' choice criteria vary among these broad product categories. Reveals that it is not possible to describe generally the sourcing determinants for all resellers.

The influence of country of origin on consumer attitudes and evaluations of product and service offerings is becoming increasingly important as competition in the international marketplace intensifies. This paper proposes a methodological approach to uncover and better understand the effects of country of origin images. Two distinct product categories (a durable product and a fast moving consumer good) are examined to illustrate the use of such an approach followed by a brief discussion of managerial implications.

Suggests that, although Poland has made much progress towards becoming a market‐led economy, powerful environmental developments are now confronting Polish firms and these have elevated the necessity for effective marketing strategy and organization. Provides findings from a survey of 893 Polish companies which indicate that many have adopted a marketing orientation and assembled organizations conducive to effective marketing. However, many companies have not yet fully overcome time, attitudinal and other barriers to the adoption of marketing philosophies and the creation of a dedicated marketing organization. There is some evidence that marketing is embraced at a strategic level among many of the firms studied. However, marketing activities are assigned to non‐specialist functions among many of the companies and some of them do not assign key activities to anyone. Concludes that an extensive programme of education may be required to enhance awareness of the importance of, and knowledge for, marketing among Polish managers and administrators.

Countertrade is a widely used and important means for financing business transactions. Participation involves some serious risks and care should be taken in the selection of countertrade goods, partners and institutions. Forms of countertrade, its benefits to companies and countries, its disadvantages, and guidelines for countertrades are described. Using prudence and sound decision criteria practitioners may gain considerable benefits from this mode of trading.

Focuses on the nature of marketing objectives and on facets of their time‐relatedness, flexibility and consistency. Compares the nature of the objectives as between domestic and export markets, and US and UK markets. Concludes that there is very little difference between UK and US markets, although the US organizations tend to have longer term objectives, which shows them in a more favourable light.