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Discloses that the concept of the unique selling proposition (USP), as defined, means every advertisement has to propose a specific benefit to the consumer, that competition could not or did not offer. Warns it is much more difficult nowadays than 40 years ago to maintain a product difference or benefit. Looks at differentiators — some that don’t work and some that do. Examines the four steps to differentiation stating differentiating ideas must be simple, visible and delivered again and again.

The study aims to identify salespeople’s challenges while selling newly launched products in the fast-moving consumer goods (FMCG) sector by examining the holistic environment in which they perform their selling tasks. Furthermore, it develops a hierarchical model mapping the interrelationships between identified challenges to explore their dependence and driving power through qualitative research techniques.

The current study is exploratory and inductive in its research design. It used focus-group discussion (FGD), semistructured interviews and thematic content analysis (TCA) to identify new-product selling challenges in the FMCG sector. The identified factors were then worked into a hierarchical model using total interpretive structural modeling (TISM) to analyze their relationship. The factors were further classified into clusters based on their driving and dependence power, with the help of the Matrice d’Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) technique

The TISM and MICMAC results identified salespeople’s most critical new-product selling challenges in the FMCG sector: product innovation, product differentiation, customer perception and market turbulence. An enhanced organizational focus on these factors will ensure that salespeople get adequate input to tackle the challenges they face while selling newly launched FMCG products.

The study was confined to identifying challenges in the FMCG sector alone but offered scope for application in other sectors.

This study will help organizations to identify and close gaps in the new-product selling process, thereby improving the performance of salespeople and contributing to a new product’s success. The study findings have a bearing on various stages of product development, management and life cycle. They also highlight the need for greater synergy between an organization’s sales force and other departments.

To the best of the authors’ knowledge, this research is unique in identifying new-product selling challenges in the FMCG sector. It also delineates the complex Web of interrelationships between them and classifies the identified factors based on their driving and dependence on power. The research results can help in organizational decision-making and sales practices, empowering salespeople in their new-product selling tasks.

Outlines a new approach for managing brands that brings the process into line with recent advances in the management of flatter, customer‐facing organizations. Argues that the traditional marketing and brand‐building approach, characterized by a narrow, product‐focussed selling proposition, no longer adds sufficient customer value. As a result, a gap has arisen between the value offered by the brand and the value expected by its customers. The factors which contribute to this value gap are discussed in the context of the changing customer and the changing organization where customer value is increasingly generated by business processes traditionally outside the remit of brand management. Introduces a management tool, the Unique Organization Proposition (UOP) to bridge this value gap by integrating the company’s core business processes into a visible set of credentials that adds customer value through the supply chain. Identifies and discusses the ways in which the UOP links with each of five core business processes. In conclusion argues that if marketers are to regain their role in the heart of the value‐adding process, they must lead in the management of the UOP and relegate their traditional brand engineering tools to an appropriate place in the overall UOP architecture.

The aim of this paper is to consider place as a value proposition, in the context of Resource-Advantage Theory, by analysing the concept of terroir, including its antecedents and consequences.

The authors conceptually analyse the role of place in marketing by contrasting terroir to three other approaches: “in the style of […]”; “made in […]” and Protected Designations of Origin. They explore the impact of terroir on a range of products, offering a series of terroir value propositions.

Versus other place links, terroir offers a more specific Resource-Advantage, operating at environmental, philosophical and commercial levels. It offers a unique form of value to both consumers (e.g. identity, authenticity, cultural rootedness) and producers (e.g. irreproducibility, potential legal protection).

Propositions address the antecedents and consequences of the terroir designation, the impact of consumer engagement, perceived authenticity and the added value offered to other regional goods. Additionally, how terroir may form a barrier to market entry, the relationship it has with the territorial brand, whether it offers greater product longevity and how it can be used as leverage for other related place-based brands and tourism are examined.

This is the first paper to address terroir as a marketing concept and to situate it within other forms of place marketing. It provides a definition, outlines the ways in which terroir creates value and provides a research agenda for future engagement with the concept.

Finance theory proposes that consumers require information about the risk‐return trade‐off credibility information to relieve principal‐agent conflict concerns, and transaction cost information – for investment decisions. This paper aims to investigate whether or not such information is present in advertisements for one investment vehicle – mutual funds.

All advertisements in Barron's and Money over two years were content‐analysed to determine the degree to which mutual fund advertising practice adheres to theories regarding information necessary for optimal investment decisions. Use of techniques known to influence advertisement noting (i.e. advertisement size and colour) and copy readership (i.e. visual size, text length, unique selling proposition/brand‐differentiating message, celebrity endorsements, direct or indirect comparisons with competitors, and emotional appeals) was also investigated. Finally, because mutual funds are a financial service, the presence of convenience information (e.g. investment minima, access to agents or account information, and liquidity) was studied.

Mutual fund advertisements are not providing the information necessary for optimal investment decisions. Mutual funds use techniques known to increase the likelihood that their advertisements are noticed, but they also use techniques known to decrease the readership of their advertisements. Also, they rarely included convenience information.

Mutual fund advertisements attempt the activation of the advertised brand‐quality and the long copy‐quality heuristic. However, future research must determine whether or not consumers are applying these two heuristics on seeing mutual fund advertisements.

Mutual fund advertising is not serving consumers. Regulators should require all mutual fund advertisements to include an easy‐to‐read table summarizing necessary investment information to assist consumer decision making.

A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.

This paper aims to provide an opportunity to study organization buying behavior, specifically buying and selling in the B2B context. The case demonstrates the need to understand the expectations of the buyer’s decision-making unit and the challenges involved in acquiring and retaining customers based on the articulated value proposition of the product. The case also provides an opportunity to explore the critical issues related to an organization’s buying process, while emphasizing on the importance of customer relationship management and the challenges involved in sales conversion.

The case is a filed-based study that aims to provide insight on differences between buying and selling in B2B & B2C and an understanding on customer value proposition in B2B buying context.

The case provides a comprehensive overview on the key role of decision-making units and decision-making process in B2B context.

This is an India-specific field-based case study on B2B selling situation. The case provides a framework on salesperson B2B selling approach, techniques and skills in view of the changing business selling environment in the age of technologically advanced digital world.

This paper embraces the e‐business model concept as the unit of analysis for investigating the ASP market. It develops three constructs of the ASP business model: strategic positioning; product/service portfolio; and customer value proposition. Using a case study method, it discusses the findings from four ASP firms; each having attempted to develop a unique ASP business model. The findings suggest the ASP business model is fundamentally flawed as ASP firms fail to provide the customer with an attractive value proposition.

The purpose of this paper is to describe the attributes and benefits of branded bread as perceived by the consumers.

Previous research on bread is illustrated briefly. The concepts of brand identity and image are introduced, and the brand as a product is presented and subsequently a value proposition is described and used as a theoretical model.

The findings indicate that nine types of attributes and six types of benefits as perceived by the consumers were found. The types of attributes were related to raw materials, taste, manner of baking, characteristics of the bread, outward appearance, quality, origin, package, and comparison with competing breads. The types of benefits were classified as functional, emotional, self‐expressive, and social. Furthermore, two types of price benefits emerged (positive and negative). The targeted brand identity by the bakery and the perceived image of the branded bread by the consumers were compatible. The brand image as perceived by the customers was varied.

The bakery can utilize the findings in its marketing communication, advertising, campaigns, and when planning the assortment. The findings offer valuable information also for the advertising agency when designing the advertising messages and the unique selling propositions for the case bread.

Compared to the existing research on bread, the contribution of the results is that the bread was analysed from the point of view of the attributes and benefits it offers.

This article aims to investigate collaborative procurement as a sourcing strategy amongst competing small enterprises in an effort to reduce their material supply costs through increased efficiencies, bargaining power and economies of scale.

A case study approach is applied to a network of breweries that are regionally clustered. Interview data from producers, suppliers and industry experts is inductively interpreted to understand the viability, organisational impact and benefits/limitations of joint procurement activities.

The craft brewing industry follows a market place strategy of differentiation to achieve competitive advantage. This has supply chain implications that promote raw material diversity, which is in conflict with standardisation – a necessary factor for collective buying. Competition impacts information sharing and governance mechanism, while the structural factors of size asymmetry along and across the supply chain influence returns. These issues impact the potential economic benefits of collaborative procurement.

The research propositions have been developed in a specific industry but are generalisable to other companies with a differentiation strategy, especially in the consumer packaged goods sector.

Enabling conditions and constraints are captured in a framework and capability matrix, which can be used by practitioners to assess industry and product feasibility for collaborative procurement.

Previous studies of collaborative procurement have been in the public sector amongst large organisations. This work focusses on coopetition in the context of small businesses to identify the viability and cost-benefit of this strategy.