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Quality Function Deployment (QFD) proposes to take into account the “voice of the customer,” through a list of customer needs, which are (qualitatively) mapped to technical requirements in House One. But customers do not perceive products in this space, nor do they not make purchase decisions in this space. Marketing specialists use statistical models to map between a simpler space of customer perceptions and the long and detailed list of needs. For automobiles, for example, the main axes in perceptual space might be categories such as luxury, performance, sport, and utility. A product’s position on these few axes determines the detailed customer requirements consistent with the automobiles’ position such as interior volume, gauges and accessories, seating type, fuel economy, door height, horsepower, interior noise level, seating capacity, paint colors, trim, and so forth. Statistical models such as factor analysis and principal components analysis are used to describe the mapping between these spaces, which we call House Zero.

This paper focus on House One. Two important steps of the product development process using House One are: (1) setting technical targets; (2) identifying the inherent tradeoffs in a design including a position of merit. Utility functions are used to determine feature preferences for a product. Conjoint analysis is used to capture the product preference and potential market share. Linear interpolation and the slope point formula are used to determine other points of customer needs. This research draws from the formal mapping concepts developed by Nam Suh and the qualitative maps of quality function deployment, to present unified information and mapping paradigm for concurrent product/process design. This approach is the virtual integrated design method that is tested upon data from a business design problem.

Describes the uses and advantages of perceptual mapping, a consumer‐based modelling technique having both diagnostic and strategic applications, particularly in determining the threat posed by substitute products and in developing competitive strategies. Uses a case study approach of analysing companies in traditional manufacturing industries who are attempting to move from basic commodities to faster growing “value‐added” products. Concludes that perceptual maps are effective in developing new products and product positioning and can be easily used by managers in developing actions.

There is good evidence that the shift in global sourcing is toward so‐called “low cost country suppliers.” Yet conditions in these countries are often not well‐known. At the same time, best practices in integrated supply dictate a multi‐faceted decision, rather than basing supplier location on a single attribute say, labor cost alone. With these issues in mind, a research project was formulated with two primary objectives. First, the authors wanted to compile the knowledge and perceptions of purchasing managers regarding low cost regions and their capabilities and to reflect the multiple factors involved in current sourcing strategies and supplier selection decisions in these low cost geographies. Second, the authors wanted to compare managers' subjective perceptions with objective data regarding attributes of sourcing locations to identify the relationship between perceptions and reality. This paper aims to explore the issues.

The authors surveyed over 100 sourcing professionals on their perceptions of various low cost sourcing alternatives. Perceptual mapping techniques were used to combine the rankings on some 12 different attributes to visualize how the various attributes relate to each other and how the low cost regions compare when rated against sourcing managers' ideal perceptions.

The research results show that procurement managers select regions for low cost sourcing based on both specific measures and individual and/or group perceptions of the region, whether these perceptions are correct or not. This paper probes these perceptions. Also the paper compares these subjective perceptions with objective data to show that cultural stereotypes may bias managers' perception of location‐specific characteristics. The paper closes with implications for procurement managers and opportunities for further research.

The authors have demonstrated that purchasing managers choose sourcing locations using multiple criteria instead of only focusing on cost. But some perceptions are biased by cultural stereotypes and do not reflect reality. This suggests that managers have to be careful when using their subjective judgment in choosing sourcing locations.

The authors believe that visual representations of alternative sourcing options have great potential to improve the efficiency of cross‐disciplinary and multi‐company teams that are increasingly responsible for global sourcing strategies. Comparing managers' perception with objective data of location attributes shows that mangers' perception may be biased by cultural stereotypes.

Multidimensional scaling (MDS) has often been utilised in retail store positioning and repositioning research. However, MDS results constrain store movement to existing perceptual dimensions. This work indicates that an assessment of higher level preference functions should be conducted before utilising MDS results in store positioning. Despite this limitation, the ability of MDS to reveal current perceptual criteria means that it can serve as a very useful diagnostic. In this regard, MDS can be utilised to determine if a new dimension has emerged from a given positioning, or whether consumers have changed the salience of their perceptual criteria, as a result of a positioning. It can also reveal if a referent store has moved in the appropriate direction (e.g. away from competitors and towards a gap that evidences utility).

While marketers want to drive higher repurchases for better business sustainability, repeat shopping experiences may change customer perceptions of the online channel, resulting in the emergence of new segment typologies. Therefore, the purpose of this paper is to explore the segmentation of online clothing shoppers using a repeat online clothing shopper base. Further, it analyses segment positions in a perceptual space to derive relevant positioning insights for the various segments.

Segmentation is done using dual bases of e-lifestyle and website quality factors for which the scales are derived from literature and then adapted and validated using a two-phase process across two samples of 271 and 644 experienced shoppers, respectively, in India. Positions of the segments are explored using the discriminant analysis-based perceptual mapping technique.

Three segments are found, namely disengaged averse online shoppers, interactive convenience seekers and adept online shopping optimists with the latter two having a higher propensity to purchase clothes online. Perceptual mapping of the segment positions reveals dimensions, which can be used for appropriate positioning.

The research methodology may be replicated for other products and country contexts, and additional factors may be explored for further insights.

The study reveals insights on the evolving nature of segments as shoppers gain experience of online shopping for clothes and highlights the varied reasons for the growing acceptability of the online channel. The findings reveal key targeting and positioning strategies for e-marketers.

This is one of the first studies of its kind in India, which explores the segmentation of repeat online clothing shoppers in India using dual bases. Another distinctive feature of the study is its use of the perceptual mapping technique to draw inferences about factors that differentiate multi-segment buying behavior.

Knowledge of how consumers perceive alternative banks on important attributes provides a foundation for understanding market structure. Market structure analysis can assist the bank in identifying potential opportunities in differentiation and in assessing the viability of low cost as a competitive advantage. This paper presents the results of a study that utilized perceptual mapping to assist in analyzing market structure and in developing marketing strategies based on this knowledge. The success of the strategies was tracked and assessed by a replication of the market structure analysis five years later.

The purpose of this study was to develop pre-exposure prophylaxis (PrEP) education materials that directly address the needs of trans women. PrEP medication is an effective HIV prevention strategy, but some groups at high risk of HIV, such as transgender (trans) women, have suboptimal uptake and adherence. Most PrEP marketing has been aimed fat men who have sex with men (MSM) and include trans women as part of that audience, but this strategy ignores important differences in perceptions of and barriers to PrEP.

This study used a social marketing approach grounded in exchange theory to systematically develop and pretest PrEP messaging and communication materials for trans women through qualitative (focus groups: n = 5, 34 participants) and quantitative (surveys: n = 128) methods in Philadelphia and the San Francisco Bay area. Segmentation analysis, perceptual mapping and vector message modeling techniques were used to create three-dimensional visualizations of PrEP perceptions to identify highly targeted messaging. Working with trans artists, the authors developed prototype materials using the targeted messaging and pretested these (n = 11) in both locations for feedback on content, look and insight on appropriate intervention strategies.

Using segmentation and perceptual mapping, this study identified key PrEP messaging across different subgroups, including by demographic and psychographic variables. Differences by group were determined to not be significant and overall messages that would resonate with all groups were built into the materials. Pretesting sessions indicated high acceptability of the messaging and trans women-centered approach to increase PrEP uptake.

To the best of the authors’ knowledge, this is the first study to use a social marketing framework to create targeted PrEP communication materials for trans women in partnership with trans women.

The tools and techniques of strategic planning are being increasingly used in many parts of the world. Suggests that, although the planners in Bahrain appear to have limited awareness, there is a clear need for them to become more familiar with various tools and techniques to enhance their planning ability. Reports on recent research into the use of ten of the most common planning techniques: SWOT analysis, the product life cycle, the experience curve, the growth‐share matrix (BCG), the directional policy matrix, the PIMS study, gap analysis, perceptual mapping, financial analysis and SPACE analysis.

The purpose of this paper is to describe a multi‐method approach for examining collaborative relationships.

Collaborative relationship performance is examined by combining narratives, structured questionnaires, and perceptual mapping within a case‐based approach.

Details associated with case selection and subsequent analysis are discussed. Themes emerging from the study are used to illustrate the depth of insights that were gained.

The findings demonstrate the value of the approach in discovering insights that would not have emerged from more commonly utilised methodologies.

The methodology described in this paper captures the detailed dynamics of collaborative business relationships. As such, it allowed us to identify specific steps that managers can take to improve the performance of their collaborative relationships: in particular by ensuring that everyone involved in the relationship shares an understanding of the purpose of the relationship, and the roles of the participating individuals and organisations.

The paper describes a new approach to studying collaborative business relationships, which is needed since the overall performance of collaborative business relationships is not improving in spite of extensive previous research trying to uncover the factors that influence performance.

This paper suggests that in the context of complex organizations, operating in complex environments, new ways need to be designed to develop effective management and organizational learning. Based on work conducted with middle managers in three large global corporations, the paper argues that management is largely concerned with sense making. The more managers feel and think that decisions made by “top management” do not make sense, the more difficult it is for them to make sense of these decisions as they affect their own area of complexity. The paper further suggests that by mapping the perceptions of managers organizations can better develop organizational learning.