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This special “Anbar Abstracts” issue of the Journal of Business & Industrial Marketing is split into seven sections covering abstracts under the following headings: Marketing strategy; Customer service; Sales management; Promotion; Product management; Marketing research/customer behavior; Sundry.

Past research into new product screening criteria have largely centered on industrial new products. This study investigates the criteria that managers use for screening and evaluating new grocery products or brands. Theory suggests that the branding, promotional, and trade needs of grocery brands mean that screening criteria for grocery product development will differ from those applied to industrial goods. Our methodology departs from earlier research in gathering information on the accept/reject criteria during new product development rather than examining the reasons for success and failure after launch. The results endorse many findings from the extant literature on new product development. However, we highlight a set of factors that new product managers regard as important to the go/no‐go decision in new grocery product or brand development that differs significantly from previous studies. From a research perspective, our study findings make an important contribution to the field by developing measurement scales for addressing NPD in the grocery sector.

A case study is given of International Distillers & Vintners (UK) Limited (IDV (UK)) and an assessment made of the viability of translating theory into practice in the real world – the importance of having a strategy, of strategic planning, and having a success factor as a key component of an organisation′s competitive advantage. Following the appointment of a new managing director at IDV (UK) in 1982, three goals were established: (1) to more than double profits within five years; (2) to increase return on capital employed by almost 50 per cent within five years; and (3) to be the outstanding wine and spirit company in the UK. A sound strategy was required to achieve these goals. The historic background of the organisation is given and the strategic position of IDV (UK) in relation to its competitors and market share is described. A review of the state of the market is given and possible areas for expansion discussed. The quality and pedigree of certain brands and the quality and strength of leadership are proposed as the success factors upon which IDV (UK) could build. Details are given of how the organisation built upon these factors to achieve strategic success; the lessons learned; and the level of achievement and success in the marketplace.

Target markets of new product brands (niche customers) differ from those of existing product brands (mainstream customers) using conventional new product brand development strategy. The purpose of this paper is to contend that acculturation in the form of cultural pluralism exists in the marketplace and substantiates that contention through an investigation of consumer behavior outcomes resulting from the development of new product brands that target both mainstream and niche consumers through product brand crossover, an alternative product brand development strategy that leverages on cultural pluralism.

A between-subjects experiment was conducted to test whether consumers differ in their behavioral intentions toward existing and new product brands developed through product brand crossover. The experiments include marketing situations of matching and mismatching product brands and marketing communications in the form of marketing messages and advertising images.

The results show that consumers – in general and in segmented groups – do not differ in behavioral intentions toward existing and new product brands as a result of product brand crossover. Matching and mismatching product brands and marketing communications in the form of marketing messages and advertising images do not produce significant effects on behavioral intentions.

This paper offers fresh evidence showing that acculturation in the form of cultural pluralism exists in the marketplace and introduces a new concept in the form of product brand crossover that acknowledges and leverages on cultural pluralism as an alternative approach for new product brand development.

Most new product development (NPD) studies focus on manufacturer brands; few consider distributor brands. The purpose of this paper to investigate whether NPD processes and outcomes differ between manufacturers and distributors.

Interviews within the grocery industry in Norway and analysis of sales numbers from an AC Nielsen ScanTrack database illustrate that through different NPD processes manufacturers and distributors reach different outcomes.

Distributors differ from manufacturers in the NPD process in several ways: more in‐store interaction resulting in very market‐driven products. They usually outsource technical development, and launch brands with substantially less market communication through fewer marketing channels. Distributors, who mostly develop copycat products of large volume manufacturer brands, have lower failure rates. More surprisingly, the paper reveals that distributor brands achieve faster growth in market share than manufacturer brands when brand concentration is low, and some low volume distributor brands have a higher average retail price than manufacturer brands, indicating that different private label categories exist.

The sample has only three product categories (pizza, juice, and jam). Replication with other categories in other industries would help validate the results. The distributor NPD process and outcomes are still not well understood, and as distributors move into more value‐added products it will evolve, requiring further research.

This is one of the first empirical investigations of differences in NPD processes and outcomes between manufacturer and distributor brands. It also shows the effect of brand concentration on distributor brand growth.

This paper aims to adopt a consumer behaviour perspective and investigate the extent to which BMW has repositioned the new “Mini”. It builds on a previous paper that explored perceptions of the “Mini” brand.

The study adopted a two‐stage approach to data collection, consisting of 66 in‐depth interviews with a cross section of important stakeholders with high brand awareness and knowledge. The paper develops a conceptual framework and offers a novel way for firms to consider the effects of their repositioning strategies on consumers perceptions of a brand.

The findings reveal a substantial repositioning of the brand's functional appeal, moving away from the car's price as an appeal towards product build quality. Furthermore, the Mini's symbolic appeal, which is based on its fun and sporty image, has largely remained in place.

Firms need to recognise the importance of repositioning at both the symbolic and functional level.

The paper presents a novel conceptual framework for viewing repositioning strategies and presents evidence of repositioning at both the functional and symbolic level.

The second part of a case study of the marketing strategy of International Distillers & Vintners (UK) Limited, the first part of which was published in Vol. 3 No. 1 of this journal. A wide‐ranging and detailed description is given of the company's success factors, strategic direction, brand strategies, new brand developments, acquisitions and disposals. An assessment of the lessons and achievements of the company's strategy and an action checklist for strategic planning is provided. The conclusion is that one of the smallest top management teams in the business has quadrupled the company's profits within seven years by creating a strategic blueprint for the rest of the industry to follow, with its emphasis on concentrating management time and attention on premium brands.

This study aims to examine the critical role of types of coopetition (upstream/downstream), market structure (concentrated/competitive) and innovation (low vs high degree of innovation) that can affect the way consumers perceive the resulting price (un)fairness of new offerings.

Three between-subjects experiments involving different participant populations and product categories were conducted to test the research hypotheses.

The valence of the effect of types of coopetition (upstream/downstream) on price fairness is conditional on the market structure and the degree of innovation associated with the new product offering. Downstream (as opposed to upstream) coopetition is much more detrimental to perceptions of price fairness in a concentrated market than in a competitive and fragmented market. However, within a competitive market, downstream coopetition may lead to greater price fairness perception than upstream coopetition when the new product offering is highly innovative.

The current study uses lab experiments with fictitious scenarios and focuses on two moderating variables: market structure and innovation perceptions. Future research may use field experiments and explore additional moderating variables that may annihilate the negative effect of downstream coopetition on price fairness perception, especially in a concentrated market.

In concentrated markets, firms should opt for upstream rather than downstream coopetition to limit the negative effect the announcement of coopetition has on price fairness evaluation. However, within a competitive market, when the new product offering resulting from coopetition is associated with a high perceived degree of innovation, firms should opt for downstream rather than upstream coopetition because of its positive impact on price fairness evaluation.

To the best of authors’ knowledge, this study is the first to demonstrate that new product development from coopetition has important implications for the perception of price fairness, leading to positive or negative effects depending on market structure and the degree of innovation of the new product offering. It then explores the conditions under which types of coopetition (upstream/downstream) might backfire.

The purpose of this paper is to investigate how new wines are introduced to and adopted by the consumer within the grocery retail sector in Ireland.

Semi‐structured interviews were carried out with eight wine buyers/distributors for the grocery retail sector in Ireland and two retail store managers. Interviews were conducted early in 2004. Observation of wine displays in stores was used to confirm marketing communications and promotional techniques employed.

The findings confirmed a market that is growing, especially in the grocery retail sector and at the lower end of the pricing points. Competition and a desire for growth create the demand for new products and all the elements of the marketing mix are used to support the market entry and adoption of the product by the consumer.

This is an exploratory study with a small sample size; further studies could be carried out to confirm the findings of this study or to replicate elsewhere in the UK or in the non‐wine‐producing countries of Europe.

The findings highlight the strength of competition within the grocery sector and the continued use of discounting as a promotional strategy; this has implications for wine producers in the longer term. There is a need to educate the customer with a view to encouraging them to trade up.

The paper provides some insight into the distribution and marketing of wine in the grocery retail sector in Ireland.

Although managers can use panel data to monitor their brands’ performance in fast‐moving‐consumer‐goods categories, the regularities researchers have documented apply to stationary and unpartitioned marketplaces. However, the introduction of a new brand may alter the structure of a marketplace and thus the behaviour patterns consumers display. This paper discusses the regularities typically observed in stable markets and considers these in the context of a market that had just experienced a new brand launch. It is concluded that the new brand behaved as an established brand very quickly and that the generalisations used to benchmark existing brands provided accurate predictions of the new brand’s performance.