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Asserts that for quality to become part of a company′s natural way of working it needs to be accepted by everyone. Describes how J.I. Case, by utilising its people, has turned itself around and is now focusing on the future. Suggests reasons why the implementation of quality is not always successful. Discusses the company′s approach. Asserts that too often quality is seen as product quality only and the benefits of involving everyone are ignored. Concludes the company will look to the future by utilising people to produce quality products and services, on time at competitive costs/prices.

Outlines the foundations and dimensions of marketing myopia and proposes a two‐dimensional classification of its several types. Presents an integrated analysis which is intended to enrich, rather than replace, the existing explanations and to clarify and reinforce a caveat proposed 30 years ago. Makes a recommendation for seeking innovative marketing strategies which are designed to remove some of the myopia‐caused restrictions on the range of strategic options.