The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III…
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.
The purpose of this paper is to celebrate the remarkable work of the late Emeritus Professor Michael J. Thomas, as Editor of Marketing Intelligence & Planning (MIP ) over 21 years, and Founding Editor in perpetuity.
His long‐time Assistant Editor and eventual successor trawls the back issues and plumbs the depths of his own memory, to formalise the story of the man and his creation.
The undoubted success of MIP, at the time of the editorial handover the third‐most downloaded title in Emerald's massive stable, was entirely attributable to the work of its Founding Editor: his clear vision of an academic journal that was applicable to the real work of intelligence gathering and strategy planning; his extensive personal networks, his professional status, and the sheer force of his personality.
In the overheated current climate of academic research and publication, more journals should consider the merits of editorial prerogative as a precursor to formal double‐blind reviewing in the acceptance process. A strong and focused Editor is a prerequisite, of course.
The paper celebrates the history of MIP and, in the process, the life of Michael Thomas.
The purpose of this paper is to illustrate Michael Thomas's concept of civic professionalism and social trusteeship as a future alternative to the current marketing…
The purpose of this paper is to illustrate Michael Thomas's concept of civic professionalism and social trusteeship as a future alternative to the current marketing profession's code of conduct and to put this in the context of climate change and ecological sustainability as a model for firms everywhere.
Review of the marketing profession's responsibility towards society, communities and the ecology of the planet in the twenty‐first century in the light of climate change.
The hypothesis for the paper emerges as: whether it is possible for Chinese firms to embrace the needs of twenty‐first century global ecological sustainability in meeting their own economic requirements for development and financial prosperity.
Limited secondary research and primary research that is also limited in terms of scope.
As we move into an era of Chinese economic supremacy, we marketers must face up to the responsibility we have towards balancing the progression of global economic development (and selling goods and services in global market systems) with our responsibility towards our cultural systems and the global ecological system (the global ecosystem), the home of all our economic wealth.
To extrapolate lessons and opportunities for firms from developing economies as they move towards global domination of world economic markets and, suggest strategies for sustainability that they can, and should, adopt.
The paper presents a theoretical framework for a global strategy for sustainability, and provides a vision of marketing responsibility that embraces civic professionalism, social trusteeship and a strategy for sustainability.
The conceptual problem associated with marketing productivity analysis is examined followed by an examination of currrent practice in marketing productivity in the…
The conceptual problem associated with marketing productivity analysis is examined followed by an examination of currrent practice in marketing productivity in the following areas — on the product line, in advertising and promotional mix, in the salesforce, in distribution and in customer activity tracking. It provides UK companies with some guidance on how they can improve their performance measurement using marketing information systems and reorganising existing information for more effective marketing action. The research concentrates on 50 well‐known British companies in oil, chemicals, various engineering disciplines, food, pharmaceuticals, insurance, construction and chain‐store retailing. The findings are based on 28 viable responses, and a further 21 (different) responses from companies which were personally visited. Although the research techniques need to be refined they conclude that the management of resources invested in marketing activities can never be refined to the point where an incremental investment in any specific marketing application can be measured with great accuracy. Yet a great deal of measurement is possible and marketing managers can be well enough informed about the behaviour of marketing inputs so that allocation decisions in future periods will benefit.?
Reviews two books and one journal article. All three are concerned with the future of marketing in a rapidly changing environment. The first book and the article strongly challenge the conventional wisdom while the second book reviews best practice in the oldest profession in the marketing world.
Reviews two volumes which represent the invaluable contribution which marketing intelligence can make to marketing decisions: the first documenting nine case studies from a variety of fields, the second containing 20 detailed case studies in five categories. Also reviews an article which explores the issues involved in arts marketing.
Are nations successful because of their national characteristics or because of the characteristics of the companies located there? The subject is discussed in a new book review. Secondly, an article is reviewed, offering a number of research propositions, which ideally should be observed if an organisation is to gain competitive superiority and a third review focuses on marketing planning, in which theoretical planning tools are shown actually to work in practice (i.e. from concept to operation).
Three approaches to marketing are reviewed: new tools for evaluating marketing performance in an organisation offer a practical guide; applying the principles of niche marketing to larger companies can be successful and profitable; today′s technology has transformed customer choice and marketing is now an integral part of how a company functions.