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To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

The topic of “low‐cost product use testing for R&D guidance and early market evaluation” entails four different business concepts. It implies that the most successful path to total new product development incorporates testing that (1) is centered around human use evaluation, (2) is designed primarily to guide R&D scientists and engineers, (3) provides some early marketing strategy development for the brand manager before the product is fully developed, and (4) is inexpensive. That has been precisely the case at Gillette for the past 18 years.

The rapid introduction of new technology and the various needs for human resource development are changing the priorities for vocational and technical training. While the fundamental goals for training remain, emphasis is shifting from a focus on content delivery to a recognition of the importance of a systems approach. As a consequence, professionals involved with training are increasingly aware of the need for more rigour in the process by which training is developed, implemented and evaluated. The chief purpose of this monograph is to introduce training and other interested personnel to the Instructional Systems Development (ISD) approach. Collected in this one document is the essential information on the ISD process for the development and conduct of efficient and effective performance‐based training programmes. For those planning a new training programme, this logical and organised approach provides a road map. Furthermore, the procedural steps presented are useful when modifying and revising existing programmes. Instructional Systems Development methodology is presented in five phases: analyse, design, develop, implement and control.

We all indulge in assessing other people, whether they be our friends, colleagues, superiors or subordinates. Soon after meeting someone for the first time you will probably have made some ort of assessment of the sort of person he is, his competencies, weaknesses and potential.

To explore the appropriateness of statistical significance testing to measure the practical, managerial significance of outcomes in marketing programmes.

An in‐depth analysis of SST's scientific roots is coupled with delineation of a set of general objectives of marketing‐programme measurement to identify the applicability limits of significance testing.

In particular, it is shown that the relatively well known sample‐size dependence of SST and its somewhat lesser known replicability, representativeness and impact fallacies can severely affect the robustness of significance tests. Statistical significance is not the same concept as practical significance.

Comprehensive discussion of principles and practice leads to a set of prescriptive usage recommendations, directed at the goal of establishing much‐needed applicability rules and limits for the use of significance‐testing methodologies in an applied marketing context.

This robust challenge to the efficacy of significance testing in marketing practice should be of interest to any marketing planner concerned with the collection and use of marketing intelligence.

The purpose of this paper is to better understand current concept testing practice and its role in the new product development process; identify the relationship, if any, between concept testing design and perceptions of its effectiveness; determine what evidence product managers or research consultants have for the reliability and validity of current concept testing.

A survey of new product managers collected detailed information on their organization's most recent traditional or conjoint concept testing project. In the study of marketing research consultants, 100 firms were asked to provide the publicly available information about the reliability and validity track record of their concept testing services.

There are differences between practices for incrementally and radically new concepts. Practitioners prefer to keep their information proprietary, so little has been learned about how concept tests should be designed, despite the thousands of concepts tested every year.

The paper identifies current concept testing practice, including which methods/models are used, what is known about their reliability and validity, and the perceived problems and desired improvements.

The paper identifies how concept testing is currently carried out and those issues most in need of future research.

Organizations need to have undertaken an analysis of business risk and to have formulated a recovery plan. However, only a small number of businesses have made any attempt to minimize their risks and even fewer have a recovery plan which has been tested. Most are a token gesture to auditors. An out‐of‐date, untested plan can often be more dangerous than not having a plan at all as it lulls the organization into a false sense of security. But how do you test plans? If the strategy is to use a computer‐processing facility in another place – perhaps a commercial hot and cold site – the costs of regular testing can be high and the disruption to the business great. In tight economic times, senior management is too often prepared to gamble with the organization′s future. Develops a testing methodology, based on many years of designing plans and hands‐on testing, which reduces costs by breaking down the test procedure into components, modules and full tests.

The study seeks to quantify the ability of consumer knowledge (both objective and subjective) and personal self‐confidence to moderate consumer reliance on price and country of origin (COO) when evaluating wine quality, when all intrinsic cues are experienced through sensory perceptions.

Taste testing experiments were conducted (N = 263) using unwooded chardonnay wine as stimulus, in a three (COO) × three (price) by three (acid level) conjoint analysis fractional factorial design. Specific measures were employed to quantify consumer objective knowledge, subjective knowledge and personal self‐confidence as clearly delineated constructs, in order to investigate the ability of each to moderate extrinsic cue usage.

Analysis revealed price and COO were both stronger contributors to perceptions of wine quality than taste, irrespective of knowledge (objective or subjective) or self‐confidence levels. Reliance was found to remain extremely consistent although objective product quality was manipulated to three differing levels in a controlled laboratory environment. The research clearly demonstrates that consumer belief in the price/value schema dominates quality assessment for consumers, with COO also found to be a strong influence. This is in spite of varying knowledge and self‐confidence levels.

Results show that marketers cannot assume that intrinsic product attributes, even when experienced, will be weighted and interpreted accurately by consumers – even those considered “knowledgeable”.

The research significantly advances our understanding of consumer knowledge (type and level) and their use of extrinsic cues (price and COO specifically), in relation to their respective influence in their determination of both expected and experienced quality.

Number five in a series of articles looking at methods and techniques used in further education in an attempt to define ‘progressive’ teaching in this sphere.