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Two trends confront managers in the 1990s. Technology will become increasingly important, and firms will tend to become more “market‐oriented”. This will pose considerable challenge to managers responsible for the development and commercialization of new products. Argues that traditional approaches will not work because time‐to‐market will have to be reduced, product technology content will have to be increased, and competitive intelligence will have increased impact on development efforts. Discusses traditional approaches to product development and commercialization and presents a model which integrates engineering concepts and market‐oriented perspectives.

Marketing, the discipline, has failed to deliver on its promise as a central corporate philosophy because it has failed to adapt its concepts to corporate concerns. Marketing has ignored non‐customer stakeholders and is less influential on corporate strategy than a decade ago. A framework is provided and examples of how better to integrate marketing into corporate‐wide concerns are presented. It is argued that to accomplish this, corporate management must take on a navigational dimension and marketing must make its mix tools relevant above the business unit level.

During the last decade a substantial number of empirical research studies on export performance have been conducted. This article reviews 55 of these studies, summarises the findings according to a “strategic export model”, synthesises current knowledge, and suggests directions for future export research activities.