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Given the ever-increasing complexity of business-to-business exchange, success is contingent on being able to adapt to any given situation. However, there is little in the way of guidance for how to adapt when it comes to negotiations. This paper aims to help business and industrial marketing professionals “get it right” by introducing a new tool which can be used to determine the appropriateness of using a distributive or an integrative approach for a given negotiation interaction.

To develop this tool, the authors identify key situational factors in the negotiating context that serve as indicators of the appropriate orientation (integrative or distributive) that should be applied based on the extant negotiation literature. From this, they develop a framework to guide negotiators in their selection of an orientation for a particular interaction to achieve the best possible outcome.

The tool developed from the literature review and termed the “Negotiation Scorecard” enables business-to-business marketers to better gauge the negotiation context and develop an interaction style consistent with that situation. This can lead to better deals and/or enhanced long-term relationships within business and industrial marketing channels.

This tool is the first of its kind to provide negotiators with a structured and quantifiable metric to guide their planning for future negotiation interactions and offers proscriptive guidance as to the types of strategies and tactics they should plan to use and that they should expect to encounter.

Since their introduction, generic grocery products have been a major centre of controversy. Statistics indicate that the rapid growth phase for generics has ended and that this concept has now entered the maturity phase of its life cycle. Since generics have now become a permanent feature of the grocery industry, retailers and manufacturers must formulate their marketing strategies carefully, whether these strategies are for offensive or defensive reasons. These critical strategic questions are focused on and recommendations for future strategies now that generics have reached maturity are made.

This paper aims to explore not only the greatness of Patterson but also some of the mistakes he made along the way.

The study traces the career of John Patterson, founder and president of the National Cash Register (NCR) from 1884 to 1922. Data from many different sources, some only recently available through the HathiTrust Digital Library, are analyzed to provide a systematic and focused examination of Patterson’s greatness, as well as some errors in judgment he during his lengthy leadership at NCR.

John Patterson recognized the potential development of a new global industry before it existed and went to work creating it. After he bought the original patents for the cash register, he spent huge sums on research and development and secured hundreds of additional patents on the device. He also spent a fortune on educational advertising to create market demand where none previously existed and invested heavily in developing his salesforce through a strong focus on training, professionalism and high commissions. He also engaged in many unsavory sales practices to try to keep others from encroaching on what he considered his exclusive right to the cash register market. At one point, he was convicted in a criminal proceeding for those efforts and sentenced to prison.

This is the first paper to provide a balanced review of Patterson’s contributions to the business history of that era from a sales and marketing perspective. The paper may be of interest to marketing scholars and practitioners, as well as business historians.

By clarifying what is meant by brands, own labels and generics, this article shows that neo‐generics, rather than generics, were launched in the UK. It clarifies that neo‐generics are in a terminal stage and through an understanding of consumers' perceptions explains why this has occurred. The advent of true generics in the UK is described and the transition from neo‐generics to own labels abroad is noted.

Within a marketing framework, the attribute importance perception of corporate buyers and government promoters of distribution facility sites are examined. The results suggest some interesting marketing implications for promoters as well as for procurers of physical distribution facilities.

This chapter describes the influences that are fundamental to facilitating a system of support for inclusive education for students with low-incidence disabilities. Some of the major factors are values and beliefs, rights, relationships and a sense of belonging, policy, and effective practices (Smith, 2006; Walther-Thomas, Korinek, McLaughlin, & Williams, 2000). Within each of the features, collaboration is inherent and essential. A summary of literature on each feature is provided with examples to support the importance for students with low-incidence disabilities. The effective practices of Universal Design for Learning (UDL), co-teaching, peer supports, and school-based teams are highlighted. In order to move forward, educators and administrators need to take responsibility for all children. Effective leadership models are characterized by collaborative efforts that foster a shared responsibility of the team, emphasize thoughtful planning, and identify and allocate the necessary resources and supports.

Cross‐cultural variations in the international ethical environment has the potential to hamper the international activities of the unwary international retailer. This study investigated differences in preferences for policies addressing potentially ethically troublesome retail sales situations among future business personnel from two differing cultures. The results suggest the existence of cultural differences in such preferences. Implications are discussed.

Generic products are purchased by price‐conscious, careful shoppers, who are not, however, willing to accept a lower quality and limited selection of non‐brand names in supermarkets. The behavioural differences between generic product users vs. non‐users are compared in the New England region, using hand‐distributed questionnaires to a convenient sample of 150 respondents.

Why does a recession in the domestic market lead to a modification of the firm′s export marketing behaviour? Based on an empirical study which investigated the behaviour of United States exporters during the 1980‐82 recession, evidence is provided which suggests that many firms which were adversely affected by the recession intensified their exports, and that these firms significantly modified their export marketing activities. The evidence also suggests that exporting firms change their export destinations during recessions. Finally, the factors which facilitated and inhibited export expansion during the recession are also examined.

Assesses the evolution of retail brands within British grocery retailing over the past 25 years. Highlights key issues in defining retail brands which contribute to our understanding of their role and impact upon company strategy, and then explores how British retailers have managed the evolution of these product ranges. Identifies key factors as the changing basis and use of retail power in the distribution channel, the centralisation of management activities, and the appreciation of what constitutes retail image. Argues that British grocery retailers have successfully managed these factors to create a retail brand which is now regarded by customers as being at least equal to, if not better than, the established manufacturer brands.