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This chapter examines the concept of dual marketing using Quelch's tools for marketing to individual and business customers. The benefits, opportunities and risks involved in the practice of dual marketing in emerging economies are discussed. The need for organisations to strategically utilise dual marketing to satisfy both categories of customers is further illustrated.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb008204. When citing the article, please cite: John A. Quelch, Paul W. Farris, James Olver, (1987), “THE PRODUCT MANAGEMENT AUDIT: DESIGN AND SURVEY FINDINGS”, Journal of Consumer Marketing, Vol. 4 Iss: 3, pp. 45 - 58.

In many companies, product managers are under increasing time pressure. They are generalists in a marketing world that is increasingly specialized and complex. There are more tasks to perform, more specialist skills to acquire, more fires to fight, and less time for thinking and strategic planning. If their general management skills are to be used effectively, product managers must be able to focus their time on the tasks that exploit these skills and help their businesses to grow. The product management audit surveys product managers on how they actually spend their time and how they would ideally spend it to really build their businesses. Data from the audit can help to establish time allocation priorities for product managers and uncover potential time allocation problems before they become critical. We will first review the changes in the marketing environment that are putting pressure on the product management system. Second, we will show how any consumer, industrial, or service company can conduct a product management audit to find out how product management personnel are spending their time and why, and how satisfied they are with their jobs, the support provided, and rewards they are receiving. Third, we will illustrate the type of data that the audit can generate and present key findings from responses to audit surveys by over 300 product management personnel from 20 strategic business units in six Fortune 500 consumer goods companies. Finally, we will explain how one multidivision packaged goods company used an audit to identify problems within its product management organization and determine the actions needed to correct them.

Reports on a survey of how product managers, experiencing increased time pressure, would like to spend their time compared with how they actually spend it. Reviews the changes in the marketing environment currently exerting pressure on the product management system. Explains the implementation of a product management audit. Presents findings from actual audit surveys and shows how one company used an audit to identify and solve problems within its product management organization. Concludes that the product management audit is an excellent tool for producing hard data which may be missed by management by walking around.

Addresses the role of the country general manager in multinational corporations (MNCs). Identifies four distinct types of country manager and attempts to mesh this typology with earlier typologies that have addressed the generic strategies of MNCs and the strategies of individual subsidiaries within MNCs. The result is a matrix that shows the type of country manager most often needed to execute each of four subsidiary roles that are commonly associated with four corresponding MNC strategies.

Explores the emergence of market‐making as a viable business model on the Internet. Exploratory field research suggests that business‐to‐business marketers with international audiences might find this environment most in need of the roles an electronic middleman can play. Examines the critical factors which influence success for these new market makers (MMs) and the trade‐offs they must make to ensure that they reach critical mass in the short‐term and create a sustainable position in the long term. Concludes with a set of recommendations to guide would‐be MMs in making these strategic choices.

Levitt's theory of globalisation has attracted a great deal of attention among both academics and practitioners. The view that a single product can be offered worldwide offers significant benefits for international marketers, whatever their size or industry. A review of empirical findings in the literature, however, suggests that this theory should be adopted with caution. The author has studied a specific group of three products manufactured by UK companies and exported to other countries in Europe. Despite the often cited term, European market, which implies a likeness between all European countries and, hence, an opportunity for product standardisation, the findings suggest that modifications in many product aspects are necessary for export success. Further, the degree of modification required varies from market to market.

The impact of e‐business on export management companies (EMCs) has been debated for some time and several reasons for their survival have been forwarded. Based upon the resource‐based perspective of the firm, this study provides a far more fundamental reason for the survival of the well‐established EMCs‐their market‐based assets. Furthermore, this study analyzes the impact of e‐business proliferation on the well‐established EMCs transaction creating and physical fulfillment exporting services and their efficiency and effectiveness.