Search results

Strategic marketing is linked to marketing management. The process is presented by a model, the framework of which can be used for understanding the interrelationships between strategic and practice/implementation considerations within marketing. An attempt is made to synthesise existing knowledge on strategic and practice/implementation linkages with a view to identifying fruitful areas for additional research.

This article presents the results of a survey of 202 male Taiwanese consumers. In this study, consumer judgements of two technological products varying in their level of complexity made in highly, moderately, and newly industrialised countries were obtained in a multi‐attribute context. The results show that the country‐of‐origin image of moderately and newly industrialised countries was less negative for technologically simpler products (i.e. a television) than they were for technologically complex products (i.e. a computer). It appears that the negative image of moderately and newly industrialised countries can be attenuated by making Taiwanese consumers more familiar with products made in these countries and/or by providing them with other product‐related information such as brand name and warranty. Newly industrialised countries were perceived more negatively as countries of design than as countries of assembly, especially in the context of making technologically complex products. The image of foreign countries as producers of consumer goods was positively correlated with education. The more familiar consumers were with the products of a country, the more favourable was their evaluation of that country. Consumer involvement with purchasing a technologically complex product such as a computer was positively associated with the appreciation of products made in moderately industrialised countries. Managerial and research implications are derived from these results.

The proposed approach to international segmentation capitalises on the inherent similarities across groups of consumers in different countries. By making the customers and not countries the basis of a firm's international marketing strategy, this approach not only facilitates increased consumer orientation, but also offers the potential to optimise the profits of a multinational firm at a global level.

Although cannibalism is seldom desirable, it can be tolerated under certain conditions. This paper illustrates those conditions and shows that cannibalism may not be so bad after all.

In order to understand why consumers choose certain products over others, marketers study consumer behavior. This concept of involvement is significant in understanding and explaining consumer behavior (Bloch 1981; Bloch, 1982; Zaichkowsky, 1985; Celsi and Olson, 1988; Engel, et al., 1990; Assael, 1995). The term became popular in marketing circles through Krugman's research in television advertising and low‐involvement learning in 1965 (Krugman, 1965).

Considers the response of US firms to the recent decline in productivity, growth etc and the subsequent adoption of just in time manufacturing pioneered by Japanese industry. Examines the concentration on the reduction in time and costs of the early stages of the product life cycle and the flexibility this allows the subsequent pricing strategies. Highlights the emphasis placed on distribution scheduling and the consolidation of transportation services. Concludes that US firms have accepted that JIT and cost and time reduction programs have been necessary in order to compete in the 1990s.

The main focus of marketing strategists is increasingly aimed toward coping with competition, despite continuing challenges in markets themselves. Competition is a key factor that marketing strategists face. Competitors' market moves demand timely and creative reaction. To get usable advance estimates of such probable moves, it is essential to have a system for careful monitoring of competitors. All proactive strategic actions should anticipate the market reactions that competitors are likely to make to them. Unfortunately, ways to cope with actual and potential competition, however, still receive only brief treatment in the pertinent literature. This article examines the competitive features of modern market environments and considers how marketing strategists attempt to cope with them.

Stagflation and persistent balance of trade deficits during the 1970's encouraged government policy makers in many countries to seek improvements in export market performance. Another significant development during the 1970's was the empirical verification provided by the PIMS project of the positive relationship between a firm's market share and its profit ability, or other measures of performance in a particular market. The authors propose that the PIMS findings may also apply for an aggregation of firms — namely, world traders. A market share analysis of the export trade performance of the U.S., the E.E.C., and for Japan is presented, the implications of this research are discussed, and some directions for future research are provided.

The modern company is having to become increasingly international, to look to overseas markets or even to set up operations within them. This internationalisation of the company means that some method must be found which lays down guidelines for formulating an overall international marketing strategy. If different international markets are seen as basic units of investment, the company should seek to obtain a balanced portfolio of markets, to enable it to allocate its scarce resources with maximum efficiency achieving stable growth in the long term.