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The purpose of this paper is to address the globalisation/culture issue by comparing two Asian countries in which there has been limited prior research regarding their respective supermarket industries, namely, Singapore and Malaysia.

The research design adopted a case-study approach, with two general cases (the New Singaporean and Malaysian supermarket retail industries), made up of two embedded cases each (retailers and manufacturers operating within each country).

The overall finding is that despite prior assumptions that suitability is reliant on product type or country choice, there are a number of sales promotion techniques that are inherently suited to the supermarket industry as a whole. The majority of these “inherently suitable” techniques are price-based and the conclusion is then that these techniques can be used globally. Value-added techniques, on the other hand, should be localised to fit with the market in which they are being applied.

Tools best suited to the grocery product sales environment appear to be price-based or linked to price reductions (i.e. price discounting and discount-linked point-of-purchase (P-O-P) or end-of-aisle (E-O-A) displays combination and volume offers), suggesting that those tools which are inherently suitable to the industry are likely to meet retailers' shorter-term objectives rather than manufacturers' longer-term ones. The difficulty faced by manufacturers, then, is aligning their sales promotion objectives with the tools that are best able to achieve results in the supermarket environment.

Globalisation of the supermarket industry has also meant that marketers continue to need a better understanding of cross-cultural issues and their effect and national culture frameworks can be used to develop marketing theories which are suited to a particular region. The current research identifies preferences for different sales promotion techniques in the two nationally similar, yet ethnically diverse, countries under study, as well as examining application of these techniques in the retail environment.

Introduction Operations research, i.e. the application of scientific methodology to operational problems in the search for improved understanding and control, can be said to have started with the application of mathematical tools to military problems of supply bombing and strategy, during the Second World War. Post‐war these tools were applied to business problems, particularly production scheduling, inventory control and physical distribution because of the acute shortages of goods and the numerical aspects of these problems.

Expenditures for sales promotion activities have increased dramatically during the past decade. Along with this added emphasis, however, have come some undesirable effects. This article considers some of the key issues that influence sales promotion decisions. It describes current sales promotion activities, identifies some of the negative consequences of these activities, introduces a cost‐benefit philosophy for sales promotion decisions, and proposes a specific method for making those decisions.

Sales promotion is an important element of marketing communication strategy which accounts for more promotional expenditures than advertising in some countries. However, sales promotion has been generally ignored by researchers. This article briefly reviews the criteria used in the US to evaluate sales promotions and these criteria are found inadequate to guide the formulation of sales promotion internationally. Environmental sensitivity factors are identified which are overlooked in domestic sales promotions and an audit approach to planning and evaluating cross‐national sales promotion strategy is presented.

This study evidences the influence that sales promotion has on brand choice behaviour. Establishments wish to influence consumers' buying behaviour, and thus they launch strong promotional campaigns or introduce changes in their price policies, among other actions. However, they are not always capable of achieving their goal, since, although they may reach their objective in the short term, when the longer term is considered there are undesirable consumer actions.

The problem of consumer brand choice can be adequately described with logit models that allow the use of discrete dependent variables. The probability that the consumer chooses a brand depends directly on the capacity of satisfaction that the brand holds for him/her. In this case, the dependent variable is the brand, and the independent variables are price, reference price, losses and gains, and the different types or techniques of sales promotion. With the aim of obtaining the necessary information for the present study, a regional consumer panel was used.

The results show that it is necessary to consider the product's promotional state at the moment of purchase as an explanatory element of the process. Promotion is a tool that can help manufacturers and/or retailers in the achievement of their objectives (try the brand, help to decide what brand to buy, etc.). Immediate price reduction is the technique that exerts greatest influence on the brand choice process. It is possible that the consumer perceives a promotion, for example, coupons or rebates, but does not modify his or her behaviour. In this case, manufacturers and/or retailers will be investing their resources in promotional actions that do not have any effect on the consumer.

Presents a regional consumer panel that has been elaborated and planned by the authors. Because of this, the information collected is just what was necessary for this study. On the other hand, the paper shows that is very important to know the consumer's preferences and the actions that influence his or her behaviour. Considering the results, it seems that promotions based on price have the greatest effectiveness.

This paper seeks to explore whether a wine steward can affect wine sales in a restaurant, and to explore a theoretical framework that may eventually lead to more efficient application of wine stewards.

The authors reviewed ten months of wine sales from Houston‐area restaurants during 2004, and found that restaurants with wine stewards tend to outsell restaurants without wine stewards, sometimes by a wide margin.

To provide a further understanding of this effect, the authors reviewed the literature on personal selling and developed a preliminary model of how the wine steward may provide such a profound impact on sales. Our tentative model proposes that wine stewards have both an indirect and direct influence on sales.

The initial research did not study the effect of the wine stewards' level of education and certification in regards to wine sales; nor were the wine education programs in “non‐wine steward restaurants” accounted for. Future research will control for wine steward certification levels and type of training programs at non‐wine‐steward restaurants.

Restaurant owners/managers may want to consider employing a wine steward to strengthen the restaurant's wine program. This study is the first in a series that will attempt to quantify the sommelier effect and to create a taxonomy of wine stewarding with the objective of creating tools that will allow restaurateurs to identify the prudent level of investment in this activity.

The literature on forecasting makes hardly any distinction between domestic and export sales forecasting. Based on in‐depth interviews with exporting firms, suggests that companies face additional problems when preparing export sales forecasts compared to forecasts for the domestic market. More specifically, using a qualitative data analysis methodology, offers insights into actual export sales forecasting practices and forecast performance. Also links company and export characteristics to forecasting practices, developing a typology of the latter, and offers suggestions for future research in the area.

The purpose of this paper is to review the recent implementation of the Challenger Sales Model (CSM) at Cars.com, an online automotive marketplace that generated $633m in sales in 2016 with a sales force of over 500 representatives, and to identify insights related to the implementation that may be relevant to sales researchers and other organizations considering similar implementations. A more specific aim is to determine whether establishing “constructive tension” between salespeople and their customers, which is a key tenet of the CSM, was perceived as a source of value for Cars.com.

The case study is based primarily on in-depth interviews with 15 employees spanning different sales and/or training responsibilities in the organization, from the current CEO (previously the former Senior Vice President of Sales) to sales representatives from different sales teams.

Five major insights emerged from this research: (1) Because it represents a change in the established norms governing interpersonal dynamics, constructive tension is often more difficult for salespeople to foster when interacting with existing (vs prospective) customers. (2) Whereas leading with insights is more difficult when interacting with prospective (vs existing) customers, sustaining meaningful insights over time is a major challenge when dealing with existing customers. (3 )Products that are more transactional or price-driven are ineffective at creating constructive tension and incompatible with the CSM. (4) Creating value from constructive tension requires the entire sales organization to share a common vision of what it means to be a Challenger and to adopt consistent nomenclature and formal programs for training and coaching. (5) Even more than other consultative sales models, the successful implementation of the CSM demands company-wide integration and makes it untenable for most indirect sales teams.

Although prior academic research has offered critiques of the CSM, the present paper is one of the first to use a discovery-oriented, qualitative research approach to provide a retrospective look at the actual implementation of the CSM within an organization. This approach results in novel insights, such as the identification of conditions when high-pressure versus low-pressure selling techniques are likely to be more successful, that may be of interest to sales researchers and to other companies considering a large-scale implementation of the CSM or related sales methodologies.

The selling of wines is usually performed by a sommelier in the context of an upmarket restaurant. However, many restaurants cannot afford to employ a sommelier and must rely on the food and beverage service personnel to assist customers with the selection of wine. The food and beverage service personnel are generally not qualified to do this. Restaurants usually do not provide training with regard to wine knowledge, wine service skills and wine selling skills. The purpose of this paper was to establish whether wine service training had an influence on the wine sales of a restaurant.

A quasi-experimental research design used two restaurants from the same franchise. One restaurant was the control group while the other was the experimental group. Wine sales were monitored and recorded for a period of three months, the second month being used for the training intervention of the experimental group.

Although the results were not statistically significant, the results indicated that wine service training increased the wine sales in the restaurant of the experimental group.

This study contributes to the literature in the South African hospitality sector and establishes that wine service training is a necessity for wine sales to explore further in the restaurant industry.

This paper introduces the development of a new type of sales promotion strategy to create more value for goods and to avoid price discounting. I use a psychological approach designed by creating consumer insight hypotheses based on in-depth interviews, which are then verified by web-motivation research and text-mining. This innovative sales promotion approach is a very hot topic as a new type of promotion development among large companies in Japan and is useful in avoiding price-discounting sales. This paper explains the concrete process used in this type of promotion and reveals the successful case of a large spice company in Japan. The process uses price sensitivity measurement (PSM) as a pricing technique. In the experiment, conducted in nine retail stores, the most successful sales promotion condition saw an increase of 900% in monetary sales without price discounting during the two weeks of the experiment, and 500% in the two weeks after that.