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11 – 20 of 170Paul A. Herbig and Hugh E. Kramer
Examines the relationship and importance of cross‐culturalnegotiations to successful international marketing activities. Providesexamples of differing cross‐cultural behaviour…
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Examines the relationship and importance of cross‐cultural negotiations to successful international marketing activities. Provides examples of differing cross‐cultural behaviour, and its potential impact on multinational (multi‐cultural) negotiations and hence on international marketing success or failure.
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Paul Herbig, William Koehler and Ken Day
Examines the implications of the Baby Bust generation, the postbaby boom generation of American society, on marketing. Describes theBaby Bust generation and provides the authors…
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Examines the implications of the Baby Bust generation, the post baby boom generation of American society, on marketing. Describes the Baby Bust generation and provides the authors′ views of the marketing implications resulting from this phenomenon. Also provides recommendations to marketers on how better to market to the Baby Bust generation.
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Paul A. Herbig and Ralph L. Day
Of the three ingredients required for a commercially successfulinnovation to occur – the technological feasibility, theentrepreneur, and the customer need/want – the most…
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Of the three ingredients required for a commercially successful innovation to occur – the technological feasibility, the entrepreneur, and the customer need/want – the most important is customer need. The notion of customer acceptance of a technological innovation prior to its diffusion has largely been neglected in research on marketing. However, marketing personnel and the entire business community need to understand the reasons behind customer acceptance or rejection in order to become more efficient in research and development and to contribute to the competitiveness and profitability of the firm. Examines the determinants of diffusion; those factors which determine whether or not an innovation is accepted, with special note of determinants of customer acceptance of an innovation.
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The success of Europe 1992 has compelled both the Pacific Rim and the Americas into examining economic unions. The United States has entered into a Free Trade Agreement with…
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The success of Europe 1992 has compelled both the Pacific Rim and the Americas into examining economic unions. The United States has entered into a Free Trade Agreement with Canada and has begun serious negotiations with Mexico for a like treaty. What are the possibilities of the formation of a Common Market of North America? What are the necessary prerequisites for this to occur? And what would it look like? What are the business implications of such a Free Trade Area? In this paper we examine these issues.
Paul A. Herbig and Frederick A. Palumbo
The Japanese typically demand much higher levels and quality of service than expected elsewhere in the world. Extensive after‐sales support, service, and personal attention are…
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The Japanese typically demand much higher levels and quality of service than expected elsewhere in the world. Extensive after‐sales support, service, and personal attention are required to obtain and keep the Japanese customer. This paper examines the following questions and their ramifications for Marketers: what are the service requirements in Japan ? How did they evolve? What do they cost the Japanese customer in time and money? What does the future hold for service in Japan?
Paul A. Herbig and John Milewicz
Examines the power of market signalling through a marketsimulation. Finds that use of marketing signals by firms within anindustry is positively related to the profitability of…
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Examines the power of market signalling through a market simulation. Finds that use of marketing signals by firms within an industry is positively related to the profitability of the industry and the profits of the individual firms within the industry. The marginal contribution by the addition of another signaller to the industry is significant. However, there is a negative incentive for a firm to be the only signaller within an industry. This “lone man out” phenomenon puts a firm at a competitive disadvantage to the other firms within its industry. A “temporal pattern recognition deficiency” also seems to exist which inhibits managers from finding patterns of behaviour over time.
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Paul Herbig, Brad O’ Hara and Frederick Palumbo
Industrial trade shows are the second most widely used promotional tool in the marketing mix for industrial firms, ranking after personal selling but well a head of advertising…
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Industrial trade shows are the second most widely used promotional tool in the marketing mix for industrial firms, ranking after personal selling but well a head of advertising and direct mail. Use of this medium continues to grow in number of shows, number of companies exhibiting, and dollars spent by vendors. Yet, with few exceptions, little research has been performed on trade shows. This paper reports results of a study, discusses the value of trade shows to an industrial firm’s performance, and offers recommendations.
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Paul Herbig and Laurence Jacobs
Explores the cultural differences between Japan and the USA as they influence in the practice of creativity. Western logic reflects its Cartesian heritage of a clear, linear path…
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Explores the cultural differences between Japan and the USA as they influence in the practice of creativity. Western logic reflects its Cartesian heritage of a clear, linear path of reasoning or the “scientific method”. The western approach to creativity is innovation through sponteneous originality. The Japanese approach, by contrast, is through the adaptive process. Implementing the innovation for effective production and marketing is their greatest strength. Japanese value the consensual more than differences. Proposes that US‐Japanese partnerships would be the merging of opposites, the perfect complement of two diameterically opposite ways of creative thinking. If these partnerships are properly conceived and implemented, a highly efficient combine would result.
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Hugh E. Kramer and Paul A. Herbig
Since the nature of marketing is meeting the needs and wants of one′scustomers and those needs and wants are culturally based, it is ofespecial importance for the marketeer to…
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Since the nature of marketing is meeting the needs and wants of one′s customers and those needs and wants are culturally based, it is of especial importance for the marketeer to understand another culture and the differences inherent before he attempts to market goods or services to a foreign county. Culture preconditions a people to perceive, think, feel and act in the norms of their own culture. Norms and values between two cultures frequently clash. Yet it is the understanding, respect and acceptance of another culture and the ability to put aside one′s own cultural mores which separate the successful international marketeer from all others. Utilizes the experience of the authors and discusses examples of cultural differences between the German and the South Pacific Island cultures, their implications in the marketing and business decision‐making function, and provides recommendations for the conduct of a successful business arrangement between Germans and Pacific Islanders.
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Paul A. Herbig and Bradley S. O′Hara
Examines the traditional adversarial relationship between originalequipment manufacturers and their larger corporate customers andcompares it with the new partnership arrangement…
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Examines the traditional adversarial relationship between original equipment manufacturers and their larger corporate customers and compares it with the new partnership arrangement which is now overtaking much of manufacturing industry. Describes the advantages and disadvantages of these long‐term, trust‐based relationships and suggests ways to make them work successfully. Shows how partnerships are critical to the success of just‐in‐time purchasing on which competitive ability so often depends. Concludes that partnerships will continue to increase in number and that OEMs will certainly reap the benefits of what is necessarily an open, shared approach to business.
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