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Looks retrospectively at an article written by the author and his colleagues in 1975 and contributed to the Journal of Business Research. Concludes that the article is still relevant today, where information systems are still an important topic in the field of marketing.

The Peters and Waterman framework of eight management principles, focused largely on organisational design issues, is used to examine differences between 19 “excellent” and 50 “non‐excellent” firms. Data from large United States manufacturers show that the “excellent” companies earn higher returns on capital, have less variable returns and are more innovative. They also tend to operate businesses which emphasise high value‐adding activities further downstream, closer to the final market. Twenty‐two measured items associated with the eight Peters and Waterman principles differ systematically between the “excellent” and “non‐excellent” firms. In addition, 13 measures associated more directly with strategy also differ systematically. High investment in R&D, a strong international posture, and strong market positions provide an alternative explanation to the Peters and Waterman principles for good profit and innovation performance by the “excellent” firms, thus reinforcing the need to better understand industry and global strategy dynamics – as well as the ingredients of entrepreneurial, open climates.

There is concern that academic research in marketing does not sufficiently support firms confronting today's hostile business conditions. This paper offers a perspective on enhancing the relevance and rigour of research in marketing. It takes the view that rigorous research conducted on issues relevant to practising managers is especially valuable for the marketing discipline's future development and status. Emphasis is placed on identifying a number of “hot” topics worthy of future investigation, accomplished by a brainstorming workshop involving a large number of distinguished marketing professors. Areas identified were global marketing strategy, consumer behaviour and marketing strategy. It is hoped that the identification and discussion of these topics will spark greater research on fundamental marketing issues, and that the allied explication of research rigour will likewise enhance the efficacy of research in marketing.

Considers the past, present and future of marketing. Whimsically but not without seriousness, concludes that marketing faces something of a Y2K problem. Indeed, as the next millennium begins, concludes that, though the marketing concept may survive, the marketing function itself is dead. Nonetheless, cautions against the concomitant extermination of marketing scholars.

Summary This paper presents the case for a geocentric approach to global strategy formation. It describes the geographic adjustments that are the embodiment of both attack and defence under global competition, and the geographic units that multinationals adopt as their primary organizational units to identify and carry out these adjustments. In addition to actions with local effects, global competitive performance demands actions from these primary units which will have payoffs accruing to other units. The geocentric approach to global strategy endeavours to identify and stimulate these cross‐unit opportunities through collaboration among units and the centre. The consequent needs at unit level for information on the global competitive situation are examined, as well as some common impediments to geocentric collaboration imposed by the design of planning, accounting and reporting systems.

This research sought to test the existence of fragmentation between home office and overseas management and its potential impact on the planning and control of social responsiveness programs. Results indicate that fragmentation does exist between home office and overseas management especially in the perceived impact of environmental factors on strategic planning. The findings reveal that home office management appears to have a strategic orientation to management while overseas management takes a more operational approach.

This paper presents an analysis of the current debate on “global marketing” and the degree to which multinational firms can standardise their marketing practices across countries. World markets are getting increasingly homogenised but the authors contend that the framework and associated propositions generated in the paper could help multinational firms determine the degree of standardisation that is possible in different markets.

“Service” became the buzzword of the 1980s. While numerous business school programmes have been progressive in research, publication and education in this area, service management in hospitality education has yet to receive the attention that it deserves. Offers a review of service management issues, discusses the reasons why an understanding of service management concepts is important to the hospitality student, and makes recommendations for how the service concepts can be grouped together to form the basis of a service management course in a hospitality curriculum.

Considers the importance of implementing a market orientation, highlighting the difficulty in focusing on competitors rather than customers. Offers an approach to competitive analysis taking into account the validity of both competitor and customer orientations. Argues that this type of method can help managers to maintain or build their position in relation to competition. Illustrates the stages involved in customer‐based competitive analysis with a case example.

In the 1970s and early 1980s several studies recommended using a framework based on a 1977 Hulbert and Toy model for analyzing marketing variances. Proposes adaptation of the model to control the processes of sales planning and sales performance, not the performance of individuals as originally advocated ten to 15 years ago. Emphasizes process improvement, rather than people measurement, consistent with the current quality movement that so many firms have embraced. Implementation of the Hulbert and Toy model requires generation of a revised plan. By comparing the original plan, the revised plan, and actual results, management can identify where improvements in the planning processes may be achieved. The objective is to reduce variation between actual and planned sales. Suggests that reduced planning variances yield a higher quality plan and a more harmonious operation.