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This paper aims to develop a theoretical approach to place market analysis that aims to identify the ways in which specific places are used and to further enable the identification of distinct segments and products.

Typology construction was chosen as the main study method. Eight polar place demand patterns were classified on the abstract level, using a set of binary variables of spatial behaviour (migration, natural growth and settling). Based on this typology, eight abstract places were deductively described. In conjunction with this deductive study, the authors conducted focus groups, and the results showed considerable similarity in the interpretation of the achieved types.

This paper arrives at interdependent typologies of place demand, place product and place use patterns that allow the ways of using specific places to be identified and distinctive segments and products to be distinguished as particular, consistent combinations of the achieved types.

The typologies obtained expand the scope of competitive analysis and planning in framing place marketing. Distinct uses of specific places unambiguously point to the features of certain segments and could thereby enable a lucid marketing strategy.

Empirically driven place market research has not precisely defined the distinct ideas and concepts of investigated places, which might reflect the different segments of the population that have different intentions for the use of these places. This paper offers important insights into product differentiation and market segmentation in the frame of simultaneous product use.

An updated version of the original (1985) text, the book covers all aspects of marketing and selling bank services: the role of marketing; behaviour of customers; intelligence, planning and organisation; product decisions; promotion decisions; place decisions; price decisions; achieving sales. Application questions help to focus the readers' minds on key issues affecting practice.

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

This paper attempts to contribute to an expanding body of literature that critically engages with both the theory and practice of market segmentation. Through the theoretical lens of liminality and its implicit elements, the notion of boundary creation inherent in age‐based market segmentation of the youth market is explored.

Using empirical data collected as part of a longitudinal study on liminal consumers, marketing's attempt at laying down parameters and constructing borders is presented as a strategic exacerbation of liminal zones already replete with tension and ambiguity.

It is concluded that theoretical consideration of this data highlights the fluidity and porous nature of such constructed boundaries, rendering attempts at creating discernable, knowable segments, potentially futile. Thus by critically viewing this segment, not just as a marketing demographic, but as a liminal zone, an alternative consideration of the theory and practice of age segmentation is presented.

The longitudinal study spanned a period from midway through the participants' final months of primary education and early stages of secondary education. Research that focused on their completion of a year in secondary education would perhaps have yielded further insights.

This research offers tangible insights into the social worlds of a burgeoning market segment, albeit a liminal one, offering actionable realities based on the inextricable intertwining of their consumption practices and lived experiences.

Rather than view children as socio‐cultural non‐descripts who are of interest to marketers purely for their ability to be located along a continuum of cognitive development, this research aims to understand and explore the specific intricasies of the tweens' mediation of their liminal world using consumption practices

Consumption practices emerged that highlighted the attempted resolution and mediation of such tensions while also pointing to the clear mutability and ambiguity of supposed borders between child, tween and teen segmented groups. Age‐segmentation, conceptualised by marketers as a strategic creation of borders so as to enhance product offerings little reflects the realities of how age is perceived, experienced and acted out by those categorised within the margins and parameters of targeted marketing. By viewing this segment, not just as a marketing demographic but as a liminal zone where liminars “elude or slip through the network of classifications that normally locate states and positions in cultural space”, an alternative consideration of the theory and practice of age‐segmentation is presented.

A consumer survey of a probability sample of 1,628 married adult consumers residing in Beijing, Guangzhou, and Shanghai, China was used obtain basic knowledge on market segments of Chinese consumers with the potential to buy foreign apparel. The paper used conjoint analysis to identify the product attributes salient to consumers' apparel purchase intentions. With cluster, multiple regression, and other statistical analyses, six market segments prioritizing similar product attributes were identified and profiled. The six market segments were then described by their demographic and geographic characteristics, apparel expenditures, and perceptions of US‐made pants. Suggestions are provided for apparel marketers wishing to pursue two especially promising market segments with the potential to buy US‐made and US brand apparel.

Examines the selection and diversification of market segments for robotics products with respect to application areas and customer sectors.

This study attempted to investigate the selection and diversification of market segments by 50 robotics firms in the US with respect to application areas and customer sectors that they serve. Based upon the concept of strategic groups, we classified those robotics firms into three distinct strategic groups along the dimensions of application area diversification and customer sector diversification. The three strategic groups were identified as high, moderate, and low diversification groups, with respect to both application areas and customer sectors.

The results show that robotics firms vary in their selection of application areas and customer sectors, and more importantly in the degree of diversification of application areas and customer sectors. Also, three distinct strategic groups are observed among them, based upon the degree of diversification of application areas and customer sectors.

A few limitations are recognized in this study. First, we used only the dimensions of market segment diversification in classifying the strategic groups in the US robotics industry. Given the important role of technology in the industry, we may consider pairing market dimensions with technology dimensions in exploring any strategic groups in the industry. Second, we only tested for the existence of strategic groups in the industry. We may further consider investigating the factors or reasons for the differences between the strategic groups, as well as any performance differences between the strategic groups. In studying the firm's performance, it is desirable to utilize financial performance measures such as sales growth and profitability. But securing such financial performance measures for individual robotics firms is hampered by the consolidated financial results of diversified firms and the presence of privately held firms in the industry. Third, we used data compiled from a secondary source. We may consider collecting time‐series data directly from robotics firms. These limitations are not certainly exhaustive but rather important ones for future research.

Given the limited studies on robotics firms and their strategy, the results should be of interest to those who formulate product strategy in the robotics market.

The issues of diversification of market segments and the resultant strategic groups that we examined are well worth trying to understand for more viable market strategy in the field. Particularly, the identification of such strategic groups in the industry would help robotics firms evaluate their competitive positions, as well as competitors' approach to the market place.

Issues such as managing brand image, assessing advertising medium effectiveness and collecting market intelligence are common practice for higher education institutions (HEIs). Consequently, understanding the information needs of potential students to the HEI when they make their decisions is paramount. The aim of this survey is to analyse the decision‐making criteria of new undergraduates enrolling at a UK HEI on their first day in terms of marketing activities employed throughout the decision‐making period during their last 12 months. Focusing in particular on the effectiveness of the dissemination of information with the influences on their decisions of whether or not to keep this HEI in their preferred set and to enrol (purchase) will be investigated.

The research was designed to establish the key marketing communication activities that contribute to the student decision‐making process. A survey of 318 students enrolling on their first day at a Welsh (traditional) university was achieved from a sampling frame of 469. In order to supplement the literature, four semi structured in‐depth interviews with university staff (the School Manager, School Admissions Tutor, Head of Central Marketing, and Head of Central Recruitment) were also held. These interviews identified the key marketing communication themes (information sources with the application of new technologies in disseminating information during the decision‐making period) that acted as the foundation for the questionnaire. The respondents were asked to consider each phase of the decision‐making process and rank the information sources that had the most impact upon them. Hence a critical incident approach was employed.

The results show that the respondents did receive adequate information, with details of the programme of study being most important, but they would have preferred greater use of electronic sources and especially from current undergraduates on a regular basis. If the HE senior management knows the impact in terms of the timing and content of marketing activities on potential HE students, there is a better chance of matching the information sources to the needs of the students.

HEIs can do more for potential HE students by trying to offer the most relevant information that will satisfy each of their information needs. It is beneficial for all parties concerned that potential students are better informed and prepared to make those decisions. This is especially true as potential students are frequently young and living at home, planning to consume this “good experience” over a relatively long period of time, and the financial risks with opportunity costs involved are substantial. By addressing potential students' concerns and offering more “tailor‐made” communication strategies to suit them, HEIs can easily segment the market place and then position themselves within the competitive environment.

Reviews hospitality research relating to the themes of business development and service improvement. Relates this to five sub‐theme areas: market sensitivity and competitiveness; segmentation; branding and service customization; service quality and customer retention; product design and internal marketing.

Proposes and tests a new approach for developing message themes and segmenting markets, termed the message development through personality segmentation – MDPS. This new tool, based on Mowen’s 3M model of motivation and personality, is used to identify a network of key personality traits that may be used as segmentation and message development variables. The approach addresses several criticisms that have been leveled against personality research in marketing. The approach includes four distinct steps that managers can follow to create message themes and segment markets based on motivational networks of personality traits. Provides an empirical example that tests the process in an automotive industry context.

Considers the importance of implementing a market orientation, highlighting the difficulty in focusing on competitors rather than customers. Offers an approach to competitive analysis taking into account the validity of both competitor and customer orientations. Argues that this type of method can help managers to maintain or build their position in relation to competition. Illustrates the stages involved in customer‐based competitive analysis with a case example.