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In today’s global market, a brand’s marketing strategy must go head‐to‐head, not only with regional or national brands, but also with international competitors’ marketing strategies. This adds an entirely new dimension to a company’s marketing strategy when it comes to identifying, attracting, and retaining a market. This paper examines the concept of brand loyalty, discusses the various issues connected with brand loyalty, discusses cross‐cultural views on brand loyalty throughout the world, and illustrates the proliferation of brand loyalty across international frontiers.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09544789410054000. When citing the article, please cite: Paul Herbig, Fred Palumbo, Bradley S. OʼHara, (1994), “Total Quality and the Human Resource Professional”, The TQM Magazine, Vol. 6 Iss: 2, pp. 33 - 36.

Trade Shows are a major portion of the marketing mix in the industrial marketplace, second only to personal selling and aboveadvertising. Thisessay summaries pervious research and indicates validation of certain signigicant findings of earlier research with a current study.

Interest in the total quality (TQ) concept has been gaining considerable momentum within North America. Total quality, which is founded on the belief that organizations can succeed by meeting the needs of their customers, traditionally has been a concern of line management. However, specialists in the area of human and industrial relations have been espousing some of the concepts touted by total quality converts for many years. Participation by these individuals in the implementation of a total quality approach can only help in this regard.

Within the last two decades, the Japanese economic machine has caught up with, if not overtaken, the US as the world′s leading economy. Japan has virtually conquered the American consumer electronics, semiconductor, and machine tool marketplace and, except for quotas, would have done the same for the automotive segment. One of the reasons given is of the Japanese innovative abilities. How truly innovative are the Japanese? In what ways do they innovatively prosper and struggle? Examines the innovative process in Japan, its advantages and disadvantages, and projects a future scenario for the Japanese.

The main purpose of this paper is to provide a clearer understanding about the approaches to international markets using the Internet, and understanding the marketing decisions and challenges that a company will face in a global environment selling through Internet. In order to achieve this purpose, this paper is organized in the following sections: introduction to Internet; adopting marketing decisions to the Internet; and marketing via the Internet.

Trade shows can be crucial components of a firm’s marketing mix. This modern day version of the central market is often poorly understood and overlooked by many corporate design makers seeking effective and efficient ways to promote the firm’s products and service. Compares non‐exhibitors and exhibiting firms, examines major differences between the two groups, and provides a profile of non‐exhibiting firms. Finally, offers some tips around when to, and when not to, exhibit and aspects to increase exhibit effectiveness.

Within the last two decades, the Japanese economic machine has caught up, if not overtaken, the US as the world′s leading economy. Japan has virtually conquered the American consumer electronics, semiconductor, and machine tool marketplace and, except for quotas, would have done the same for the automotive segment. One of the reasons given is of the Japanese innovative abilities. How truly innovative are the Japanese? In what ways do they innovatively prosper and struggle? Examines the innovative process in Japan, its advantages and disadvantages, and projects a future scenario for the Japanese.

This paper considers CSCMP Supply Chain Hall of Famer Henry Ford's innovation and its transformative impact on supply chain management. Credited with the assembly line, Ford's innovation also included a supply chain design around the concept of flow, integrated supply and the enablement of economies of scale and productivity to drive down consumer prices and create affordable product for a growing market.

This paper considers literature and builds upon the history of the innovation to consider supply chain implications and future opportunities to further the innovation into modern supply chains.

Ford did not “invent” the assembly line but he did build the supply chain around it. He stewarded core supply chain principles of great relevance well before they become popular, including a focus on lifelong learning, making failure safe, waste elimination and helping make the world a better place. There are many opportunities to continue to build upon the innovation for future supply chain success.

The supply chain field is sometimes said to be “historically challenged.” This paper reviews the essence and lessons learned from the assembly line and supply chain design and the leadership principles of Henry Ford and the Ford production system. We also connect leadership principles of the Ford supply chain to those of Ohno and Deming to map out the evolution of the Ford supply chain management approach over multiple decades and into the supply chain body of knowledge. Finally, we reflect upon how supply chain design aspects of the Ford supply chain may need to further evolve into the future. Based upon this reflection we recommend opportunities for further research and innovation that build upon the supply chain management roots provided by Henry Ford.

The purpose of this study is to assist practitioners in improving the benefits they receive from trade shows. This study seeks to investigate the behaviour of resource commitment of exhibiting firms and its relationships with market orientation and exhibition performance.

Data were collected at the 2007 Suzhou Circuitex Show, which is held annually in Suzhou, Jiangsu Province, China. It is one of the largest international shows for the printed circuit board (PCB) industry. A total of 315 questionnaires were handed out and 185 usable questionnaires were returned.

The results advance the theoretical understanding of the market orientation‐resource commitment behaviour – performance framework within the setting of an industrial trade show. This study finds that market orientation is positively associated with an exhibiting firm's resource commitment behaviour, which in turn has varying influences on the different dimensions of trade show performance.

The cross‐sectional study suggests that different facets of exhibition resource commitment may have distinct effects on several dimensions of trade show performance. Future research should adopt a longitudinal survey and extend this study domain to a broader range of industrial contexts.

The research provides a better understanding of the development process of trade show programmes for practitioners in industrial firms to develop effective exhibition strategies.

This paper fills a significant gap in the literature and offers evidence for the relationships among market orientation, resource commitment behaviour and trade show performance. Furthermore, the current research identifies three aspects of resource commitment behaviour and creates corresponding measures for them.