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In recent years the importance of market‐related information obtained by the sales force and used in marketing decision making has been recognized, but seldom studied. Where investigations have explored the sales force intelligence‐gathering function, researchers have focused on selected aspects of this activity and generally ignored the overall system in which information collection and transfer take place. This article attempts to satisfy the need for such a system by presenting a model of the sales force intelligence‐gathering function.

Describes the experiences of an American professor who taught a graduate course in cross‐cultural management at a Portuguese university. Outlines the overall experience before detailing several pedagogic issues which were unforeseen/problematic. Proposes ten axioms to guide similar future internal exchange experiences. Emphasizes four areas of difficulty, preparation, expectations, conduct and relationships.

In this study, perceptual mapping was used to identify the post 9/11 positions of ten, competing Middle Eastern nations as foreign direct investment (FDI) options. The perceived position of the “ideal” nation also was identified. FDI executives indicated that a limited number of Middle Eastern nations are positioned to benefit from future foreign direct investments. However, none of the nations studied hold a strategically superior position. The stability of a nation’s political and economic risk, economic opportunities, and natural resources contributes to a nation’s perceived position. Some nations face more significant FDI obstacles than others.

In this study, perceptual mapping was used to identify the collective and individual positions of ten emerging Central American countries with respect to their attractiveness potential for FDI. The perceived position of the “ideal” country also was captured in the study. FDI executives surveyed indicated that some of Central America's emerging countries have positioned themselves strategically in terms of the available market opportunities and advantageous business incentives. The stability of a country's economic and political systems contributes significantly to a country's perceived position. Some countries, such as Guatemala, Honduras, and Nicaragua, appear better positioned to take advantage of their strengths, whereas others, such as Guyana, French Guyana, and Suriname, face significant obstacles.

Information obtained from a Purchasing Management Intelligence System (PMIS) can provide the valuable input into a firm's strategic planning process. Because of scarce resources and the criticality of market mistakes, it is even more essential that small firms take advantage of this information resource. This articles reports the results of a study undertaken to determine the status of purchasing intelligence systems in small manufacturing firms. The results indicate that while purchasing intelligence systems exist in most small manufacturing organizations, their focus is on conventional rather than strategic activities. The results also indicate that numerous obstacles limit the effectiveness of purchasing intelligence systems. In addition to a lack of preparedness respondents identified procedural problems, a lack of resources and a weak effort/outcome relationship.

In this study of industrial recruitment and economic development, perceptual mapping was used to identify the collective and individual positions of ten competing south‐eastern cities. The perceived position of the “ideal” city also was captured by the study's findings. Industrial real estate executives who were surveyed indicated that some cities have positioned themselves strategically in terms of quality of life, whereas others are recognized because of their resources and markets or pro‐business environment. Some cities appear better able to take advantage of their position, whereas others face economic development obstacles.

Examines the mature market, defined as consumers age 50 years or older, and reviews 33 segmentation methods for the mature market and identifies five key segmentation criteria: discretionary income, health, activity level, discretionary time, and response to others. Integrates methods devised by other researchers and provides marketers with a step‐by‐step, actionable segmentation method based on these five criteria. Offers implications for managers.