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This article presents the findings of a survey conducted among British companies to discover to what extent marketing models are being used in practice. In two previous articles we discussed the problems of model building in marketing, examined several recent developments, argued that there was a need to measure the current status of marketing model building in Britain, and made a partial assessment of the state‐of‐the‐art by reviewing some of the most significant literature. The purpose of this paper is to present the findings of a survey we conducted among British companies to discover to what extent marketing models are being used in practice. We also present the conclusions we have drawn from the project.

Examines some recent developments of the status of model building in marketing in the UK. Uses many examples from both the UK and the USA to emphasise developments, with Crawford, Koller and Little, with figures uses for extra emphasis. Investigates problems of modelling marketing processes and also recent development in marketing model building. Closes by discussing the present state of the art that involves literature and differences between the UK and USA in marketing and model building.

Discusses decisions faced by marketing managers and whether answers to some important questions can be successfully answered. Examines marketing information systems (MIS) components – the data bank, the model bank, the measurement statistics bank, and the system user interface. Posits that there are economic benefits derived from making ‘better’ marketing decisions that result in larger monetary payoffs to the firm. Suggests a systematic impact study be based on analysis of the various steps that have to be taken in constructing a decision model. States MIS aids the marketing manager in specifying the decision model and in implementing this model. Concludes the MIS designer should look at each step in the construction of the decision model in order to estimate the potential impact of the change.

The chapter briefly reviews the eight volumes in my Legend series – organizational buying behavior, consumer behavior, product and new product management, marketing strategy, market segmentation, global marketing, marketing research and modeling, and the future of marketing. In addition, the chapter highlights the three driving forces of much of my research: (a) the real world challenges facing corporations and organizations, (b) the search for new methodological developments, and (c) the continuous challenge of the prevailing marketing concepts and approaches. The chapter concludes with some reflections on the evolution of marketing in the past five decades and my wish list for the discipline and my future activities.

This chapter aims at examining financial distress issue by designing a comprehensive model to explain and predict financial distress in Egypt. This comprehensive model incorporates accounting ratios, market-based ratios and macroeconomic ratios. The sample of the existing research includes all the listed firms in two main sectors: basic resources and chemicals. Using logistic regression model, the results showed that adding market ratios and macroeconomic ratios enhances the predictability of the model and accounting information are not sufficient to explain financial distress.

Marketing management presents challenging ground for the integrated use of intelligent agents. The design of a strategic marketing plan presents a natural division of four distinct yet independent decision problems. Concurrent execution of these four functions can yield a significant decrease in time‐to‐market for new products, and turnaround time for modified products. Electronic information is a two‐edged sword. On the one hand, it results in information overload, taxing the decision‐ making process. On the other hand, the electronic nature of these vast information flows makes them accessible to intelligent agents who can improve the decision‐making process. This paper presents the problem of information overload and decision‐making complexity in marketing management. In it, we present a blackboard‐based agent architecture that allows individual agents to proceed toward their given goals yet react opportunistically to developments reported by other marketing agents. We present the blackboard model of problem solving, and discuss why it is well suited to support multiple marketing agents. CMA, a multi‐agent model for concurrent marketing analysis, is discussed and the agent architecture required for creating a cooperating society of marketing agents is presented.