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Suggests that the conventional wisdom about “high‐tech” products contains three fallacies and one shortcoming that may lead producers and marketers of these kinds of products to commit marketing resources inappropriately. Offers remedies.

Reviews a number of articles emerging from an American research workshop focused on “meaning, measure, and morality of materialism”. Strong evidence here of the fragmenting of common markets, and marketing management′s responsibility (?) for destroying civilization as we know it!

Examines the reasons for creating a learning organization; then proceeds to use the metaphor of the real world as a discussion‐based classroom. Further examines practical applications for a “return on investment” for the troubles caused by instituting a learning organization in an existing organization.

Explores the application of qualitative research as a plausibility check for quantitative research. Uses the case example of a survey conducted by American LIVES for Douthit Communications, looking into aspects of the house purchase process. Outlines a typology of five categories of people in the real estate market, which was developed from the survey. Concludes that neither qualitative nor quantitative techniques have universal applicability, but the use of qualitative techniques can bring quantitative information to life.

Discusses Wright’s recent attack on targeting and segmentation theory. Proposes that, although Wright has some valid criticisms about specific applications of the concepts, targeting and segmentation are acceptable and defensible marketing strategies if properly designed. Gives some indications of possible methods for segmenting that may meet Wright’s criticisms.

This article presents the concept of the “learning organization” as a means to establish and preserve competitive advantage. This concept, relatively new and most familiar to those who specialize in organization studies, is defined and described in practical terms. One of the most difficult aspects of developing a learning organization is maintaining an outward focus, as the marketing concept demands. Maintaining communications with the firm’s key accounts is presented as the method for achieving an easier transition to the learning organization.

Presents a case study of software products and their firm which go through a bewildering series of name changes and attribute changes – often for no apparent reason. Highlights the costs of such changes and discusses a theoretical framework to prevent this sort of confusion arising.

Rebuts the “mythology” that enduring market leaders tend to have been early entrants into their market categories. Demonstrates that, on the one hand, pioneer advantage is realized only if the pioneer succeeds in framing consumer preferences by continually improving the product and differentiating it from those of later‐entry competitors. On the other hand, later entrants to the market, having waited watchfully through a new product’s “long useless stage”, can take advantage of their much lower R&D costs, time their entry to the market as it begins to expand and seize it from the pioneer by adopting a strategy of “imitate and improve”.

Seeks to introduce to marketing the concept of the “learning organization” from the organizational behavior field with specific application as a method for implanting internal marketing in services organizations.