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A survey was carried out of users, and potential users of the BBC Scotland Information Research Library services. Two postal questionnaires were sent out in the summer of 1995 to more than 100 individuals and organisations in Scotland. Based upon a 50% response rate, various conclusions could be drawn. Internal respondents were very satisfied with the services they currently received, but were, unsurprisingly, unwilling to pay significant sums to receive the services. There is some potential interest from outside the BBC in the Library's Events Guide. The exercise was undertaken both to assess the potential market for the Events Guide and to raise awareness generally of the Library's services. The results provide valuable pointers to how the BBC Scotland library services can develop, and, in time, the survey may turn out to have been a valuable marketing tool in its own right.

The purpose of this paper is twofold. First, to provide an overview of postmodern marketing in the consumer context, integrating the relevant literature around two contrary arguments. Second, it seeks to reveal the potential of the internet as a marketing tool that can address the complexities inherent in postmodern consumer markets.

The paper takes the form of a general review.

This paper reveals that complexity reigns supreme in the postmodern marketing consumer context, with postmodern consumers seeking both individualistic and communal brand experiences. Within this complexity, the paper identifies the internet as an enabling tool, which allows direct, real‐time individualised interaction with postmodern consumers. Further, the internet's ability to provide these consumers with the opportunity to express this individuality within homogeneous groups is also presented.

This paper reveals how the internet can allow an individualised one‐to‐one connection with postmodern consumers to a level unparalleled offline. Correspondingly, the paper also reveals how the internet is precipitating significant new opportunities for marketers to engage in and create enticing experiences for postmodern consumers, who crave the ability to appropriate consumption and brands as a means of individualised self‐expression within homogeneous groups.

This paper provides a contemporary and original overview of the opportunities proffered to marketers by the internet, in dealing with the inherent complexities erupting from within consumer markets in the postmodern era.

This study aims to contribute to the International Business literature by investigating the marketing stimuli that drive impulsiveness and perceived value in mobile shopping (MS) platforms and their impact on consumer response.

This study uses a sample of 891 MS platform users and applies structural equation modeling based on the stimulus–organism–response and the consumption value theory.

The empirical finding revealed that rewards, recognition, reviews and ratings are the most influential factors driving perceived value. In addition, the results indicated that customized offerings and visually appealing experiences were the most critical factors affecting the state of impulsiveness. This study also highlights the negative impact of the ubiquitous nature of MS on impulse buying behavior, emphasizing the importance of providing consumers with tools to make informed decisions. This study demonstrates a significant positive relationship between perceived value and impulsiveness, influencing MS.

This study reveals generational differences in the impact of reviews and ratings on perceived value, which can inform businesses’ MS strategies. The results have implications for managers of international firms seeking to optimize their business strategies.

To the best of the authors’ knowledge, using structural equation modeling, this study is the first to conduct a comprehensive examination of marketing stimuli, impulsiveness and perceived value in MS platforms. It offers businesses strategic insights by identifying rewards, recognition and customized offerings as the key determinants of consumer behavior.

Micro and small enterprises (MSEs) represent 99% of Peruvian firms, contribute 42% of Peru's Gross Domestic Product, and employ half of the country's labor force. Despite their relevance for the Peruvian Economy, they have low survival rates and are characterized by low productivity and processes inefficiencies. This chapter explores whether the adoption of Business and Supply Chain Management (SCM) practices influences MSEs' performance. We conducted a field study using data from 50 MSEs located in Piura, Peru, specifically from trade, service, and manufacturing sectors. We used the data collection guidelines from the MIT GeneSys to measure the firms' adoption of Business and SCM practices. Our results show that MSEs with higher adoption of Financial Planning, Supply Chain Planning, Supplier Relationship Management, Marketing, Procurement, and Stock Control practices are more likely to have higher revenue (i.e., sales). In addition, a multiple regression analysis reveals that while SCM practices do not seem to directly explain productivity growth in MSEs (as business practices do), they, however, seem to influence the performance of business practices, and, thus, have an indirect effect on the productivity growth of MSEs.

The literature on the role of purchasing in logistics is first reviewed. No comprehensive framework is available that addresses both operational and behavioural components. The necessary features are described of such a framework which will provide the basis for determining the relationship between the costs of quality and effective management of the purchasing process.

The development of a scientific discipline of marketing logistics requires a vital commitment to education in this area.

An overview of the relevance of marketing to the public sector is given and three main divisions of the UK public sector are identified. The focus of discussion is how and where marketing can be applied best to the public sector and local authority leisure centres are considered as a case example. The various marketing techniques and principles which could be applied in this situation are reviewed.

Examines the relationship between marketing theory and actual marketing practice in British public libraries today. Marketing theory, as applied to libraries, is looked at first. This idealized view is then compared with what actually happens in the public library services of Newcastle upon Tyne and Liverpool, with special reference to thc Central Library in eaeh case. The conclusion is that marketing af library services in the two cities bears little relationship to marketing theory, and that this situation must change if library services are to have a long future.

The purpose of this paper is to analyze differences between multichannel and omnichannel marketing, describe the advantages of omnichannel marketing and explain how retailers can best transition from multichannel marketing to omnichannel marketing.

The paper’s findings are based on a systemic review of the literature of academic studies, research-based studies by major consulting firms and case study reports of effective omnichannel retailers. The approach used is managerial and strategic.

Four stages are identified between a pure multichannel and a pure omnichannel marketing strategy. This multistage approach enables a firm to determine its current position, to view the gaps in its strategy in moving to the next level and to develop appropriate actions to move to the next higher level. This paper also identifies barriers to a firm implementing an omnichannel marketing strategy and describes how these barriers can be overcome.

This paper describes the advantages associated with omnichannel marketing and discusses a strategy to transition to omnichannel marketing. Barriers to adopting omnichannel marketing and how they can be overcome are analyzed.

This study makes a number of contributions to the literature on omnichannel marketing. It sets forth specific criteria for firms to determine their present stage on the multichannel marketing to omnichannel marketing hierarchy. This strategic approach provides firms with a roadmap to planning and implementing an omnichannel marketing orientation. The paper concludes with directions for future research and managerial implications and conclusions.

During the past two decades, Physical Distribution (PD) has been described as having “come of age”, in semi‐maturity and most recently, as being in an actual state of maturity. Paralleling this development in an increasing number of firms, the PD function has been organised as a separate department to manage both the inbound and outbound flow of materials and goods.