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This study addresses a long-standing debate in the literature regarding the appropriateness and performance consequences of marketing strategy standardization vs. adaptation. Much of the relevant literature represents the headquarters' viewpoint and broadly assesses antecedents of standardization or adaptation across widely varying markets. Using strategic fit as the theoretical platform for analysis, the study investigates international marketing strategy for a specific product or line within subsidiaries of U.S., Japanese, and German multinational corporations (MNCs) operating in the U.K. The results indicate that degree of strategy standardization is significantly related to similarity between markets with respect to regulatory environments, technological intensity and velocity, customs and traditions, customer characteristics, a product's stage in its life cycle, and competitive intensity. On the critical question of performance consequences, the findings suggest that superior performance results from strategy standardization only to the extent that there is fit or coalignment between the MNC's environmental context and its international marketing strategy choice. Copyright © 2006 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

This paper reports the results of research into the range of actors involved in the marketing of urban places as shopping destinations and the processes by which this marketing activity is planned. The paper highlights the differences between the process of marketing planning in this context (at the interface of the public and private sectors), as opposed to processes in private sector organizations from which the majority of current marketing theory was developed. It suggests various implications as to the characteristics of what Ashworth (1993) has termed a 'special type of marketing' to be applied to urban places. [ABSTRACT FROM AUTHOR]

The operation of provider units, both NHS Trusts and Directly Managed Units, as competitive organizations in the market place, is as yet rudimentary. Although some have achieved notoriety through radical "business" behaviour, there is little evidence that they have adopted scientific business practices in order to strengthen or re-orientate their position in the market place. Neither is there as yet any hard evidence that such behaviour would be beneficial in the long term. This paper describes an exercise of strategic market analysis used as a device to lead and inform the business planning process for an NHS Trust. The primary objective of the analysis is to identify hitherto unrecognized strategies which would enhance the position of the organization in the market place and also to identify areas where business development is possible and desirable. [ABSTRACT FROM AUTHOR]

Trade show exhibiting is an important marketing activity that has received relatively little empirical attention. Previous findings are few and generally not British. Drawing on a survey of British engineering companies this paper provides new insights of exhibiting objectives, trade show selection criteria and budgeting techniques. Reasons why some firms do not exhibit are also presented. Data on UK and overseas exhibiting practices are compared although few differences are apparent. It is concluded that exhibiting practices of many companies accord well with recognized prescriptive advice. [ABSTRACT FROM AUTHOR]

The emergence and persistence of modern countertrade (CT) is attributed to many factors including circumventing credit and foreign exchange problems, surmounting barriers to otherwise closed markets, hiding price cuts or simply exporters' need to remain competitive. Because CT arrangements comprise bundles of buying, selling and financing contracts, explaining why firms conduct CT requires explanation of why a package deal is preferred to a set of component contracts. Examination of domestic CT stripped of "international ramifications" reveals the inherent rationale for CT as a desire to hide price discounts and to overcome cash shortages. Questionnaire data obtained from UK and Canadian firms broadly support this. If CT is worth undertaking, it requires effective management. The paper concludes by discussing the implications of CT for marketing strategy and planning. [ABSTRACT FROM AUTHOR]

This paper examines the impact of these trends on the role of the marketing department in the 1990's. Essentially, when the buying habits of consumers are being strangely influenced by green and other environmental issues, the paper argues that the marketing concept and subsequent strategies need to be rethought. The paper then imaginatively develops the concept of societal marketing within this framework, arguing for the need for a long term marketing perspective rather than the short term window dressing approach taken by many marketing departments. [ABSTRACT FROM AUTHOR]

EPOS is an established and rapidly growing feature of the UK retail scene with a wide range of potential impacts across the whole value chain. This paper focuses upon the more immediate impact of EPOS on the marketing strategies of retailers and their suppliers and on the retailer-supplier relationship. Emphasis is given lo the potential which EPOS presents for the development of new approaches to channel co-operation and for the building of new patterns of strategic alliance. [ABSTRACT FROM AUTHOR]

A method of measuring rivalry through a combination of marketing mix elements and importance of market share is outlined, based on marketing managers' perceptions of competitiveness in the UK Fork-lift Truck Market. An overall lack of correlation and synergy between market share and marketing strategy was discovered together with underutilisation of mix elements--this in turn created gaps for overseas importers to fill with competitive offerings. While the research instrument and quantitative analysis are capable of further refinement, the measures outlined should prove useful as an adjunct to market share and concentration measures. [ABSTRACT FROM AUTHOR]

Reviews development of marketing planning literature and the success of its prescriptive advice, based on an empirical study of marketing planning practices. The authors call for a change of perspective, from the present state of concentrating almost exclusively on the "medicine" rather than on the "patient". Stresses the need to recognise that there is a symbiotic relationship between the patient and the cure. The stages of development of a company are outlined, together with the role of "culture carriers". One of the main results of the actions of culture carriers is that they can determine the level of acceptance of marketing planning--four levels are identified and illustrated. [ABSTRACT FROM AUTHOR]

The history of the evolution of strategic marketing planning in one medium sized but highly profitable British firm over a period of nineteen years is discussed. The development from production based corporate planning to a marketing oriented system is shown to be in response to external influences with which management coped using such concepts as were available to them at various times in the story. The key element in any system of corporate planning is considered to be the generation of objectives and the case history is used to illustrate the practical problems of formulating meaningful statements of objectives. At the latest stage of evolution the marketing concept is shown to be the organising principle of the system. [ABSTRACT FROM AUTHOR]

This article presents the results of a comprehensive investigation into the practice and effectiveness of marketing in the UK, and provides an overview of the state of the marketing art in the UK. The survey compares and contrasts the marketing practice of the best performing companies in the sample, the "high-fliers" against the remainder of the sample, the "also rans" in order to isolate the special marketing characteristics of an organisation which outperforms its rivals in a competitive marketplace. The authors have identified the "high-flier" characteristics and summarised them in a six point plan for marketing excellence. [ABSTRACT FROM AUTHOR]

Purpose- This paper seeks to investigate the use of town centre guides as a device for the representation of urban shopping destinations. Design/methodology/approach - Following a review of the relevant academic literature in the areas of cartography and place marketing, the paper considers the use of graphic interface elements of scale, projection and symbolisation in the specific context of maps in town centre guides. The guides are drawn from various UK locations reflecting different levels of the retail hierarchy and different locational "archetypes" as identified by URBED. Findings - The level of detail and content of maps in town centre guides studied varied significantly. All the graphic interface elements of scale, projection and symbolisation were incorporated. Projection was usually oblique, and in some maps isometric. Regarding symbolisation, the most important variables were shape and hue. Research limitations/implications - This is an exploratory investigation using a limited number of town centre guides. An agenda for further research, focusing on issues in relation to the production and consumption of maps in this context, is presented. Practical implications - The paper provides place marketing practitioners with guidance as to the development of town centre marketing/promotional material, which may incorporate maps. Originality/value - Town centre guides are an important and commonly used promotional mechanism for urban retail provision. This paper considers issues relating to the use of a crucial component of these guides, namely cartographic representations of the town cente. [ABSTRACT FROM AUTHOR]

Purpose — The paper aims to investigate the problems encountered in retail international joint ventures (IJVs). It synthesizes and applies transaction cost economics and strategic management theories to help explain the dynamics within the international retail joint venture (IRJV) process. Design/methodology/approach — Applies a multiple case study approach based on a sample of UK-based retailers during the retail internationalisation process. Findings — Highlights the key problem areas encountered by retailers involved in IJV activity. Concludes that in contrast to production-driven joint venture activity, retailers appear to have a shorter and intensive adjustment period to effectively co-ordinate operational activity and bridge the corporate and behavioural differences between themselves and the partner. Research limitations/implications — Focuses on a sample of UK retail companies only. Given the intensive instantiation process, a predetermined approach may be more appropriate for retail firms to avoid problematic outcomes in IJV management. Practical implications — Retail companies may experience post formation risk in joint ventures, arising from partner resource limitations. Differences in management capability between the partners may lead to ineffective collaboration and poor operational performance. Originality/value — Addresses a previously neglected area of research and provides insights into the management of IRJV. Examines the relevance of key theoretical perspectives in relation to the problems encountered in IRJV activity. [ABSTRACT FROM AUTHOR]

Purpose — The paper aims to analyse the reasons behind the leadership shown by a case study retailer through the introduction of factory gate pricing (FGP) within the grocery sector. Further, there is an evaluation of the transport management techniques used to support FGP and the operational benefits gained. Design/methodology/approach — The research is based around a single case study of a UK grocery retailer, which has adopted FGP. A range of data sources has been collected during a project with the retailer. Techniques used include process mapping, interviews, workshops and company presentations. Findings — Strategically, the introduction of FGP has provided economies for the retailer strengthening its position in the market. Four main transport management techniques have been deployed to achieve this, generating reductions in transport and inventory costs while improving customer service levels. There are also some issues that need addressing, in relation to the need for a single point of control, who manages this point and the technological capabilities of transport providers. Research limitations/implications — Only a single case study is presented, and the research was carried out during the early phase of implementation. Practical implications — FGP requires a certain degree of scale to be effective, and should complement current processes within a business. There is a need to manage relationship issues with suppliers and transport providers. Originality/value — The paper presents a detailed case study of FGP within the grocery sector, which is more complex than previous application of the concept. The strategic rationale for pioneering FGP is considered, along with its tactical deployment and operational benefits. Concerns are also highlighted, to provide a balanced evaluation. [ABSTRACT FROM AUTHOR]

Purpose — The purpose of this case study is to provide information on the practical aspects of British companies establishing and developing business in Poland. Design/methodology/approach — The case study is based on the author's experience, assisting and working with British companies to establish businesses that have developed successfully in Poland. Findings — Investing in Poland has been a success story for Beck & Pollitzer Engineering Ltd. The move to Poland has been in line with the European market expansion strategy of the company and has benefited from developing business operations in a market with high growth potential. The access to qualified and comparatively cheap labour force in Poland has reduced the overall cost of the investment. Moreover, the market access to the Russian buyers via the Polish company has provided an additional value-added to the British company. Research limitations/implications — The single case study and related managerial experience give company specific information that is difficult to be generalised. Practical implications — Shows that a medium-sized British company can succeed in a volatile foreign market. Originality/value — The case study provides a manager's perspective of a company's expansion into the dynamic Polish market. [ABSTRACT FROM AUTHOR]

The article reports on the exploration of the ways British owner-managers of small firms influence if those firms have a business plan. It focuses on antecedent influences on owner-managers such as education and prior experience. Antecedent influences on owner-managers showing a significant association with the possession of a business plan include a high level of education.

Purpose - The purpose of this paper is to identify current marketing initiatives undertaken by UK chain booksellers and analyses them in the context of established retailing and marketing theory. Thus, established scholarly theory is being examined in a novel research setting. Design/methodology/approach - The paper includes evidence and findings from semi-structured, in-depth interviews with various book trade experts working at different levels within the trade. Findings - Focusing on the strategies behind the chains' marketing techniques, the paper concentrates in particular upon the new emphasis by UK chains upon serving a wider clientele and their efforts to establish individual identities and be ‘community responsive’. This has resulted in a re-emphasis both upon customer service and on the relationship between bookseller and customer. New developments in the facilities to be found in chain bookshops, such as coffee shops and the proliferation of sofas and browsing areas are analysed as to their contribution to bookshop ‘atmosphere’. Originality/value - This research is both timely, responding to calls from the trade for research and original, given the dearth of research on the book trade. The findings are examined within the context of academic theory in related fields, such as retailing, marketing and consumer behaviour. As such, findings from this highly original research are relevant both for the trade and for the wider academic community regarding their application and consideration in other scholarly settings. [ABSTRACT FROM AUTHOR]

A review of the literature highlights that strategy analysis of business relationships based on the industrial organization perspective does not fully account for network characteristics. The present study proposes a model to integrate the industrial organization perspective with the resource‐based view, and to account for cross‐relational impacts of strategy analysis on relationship performance in a business network context. A total of 358 business relationships from UK‐based food service sector companies were examined on four levels of relationship: focal, portfolio, industry and network relationships. The results indicate the presence of cross‐relational impacts of industry and network relationship effects on focal relationship performance. Whilst the results show the industrial organization perspective accounts for relationship performance mostly at the focal and portfolio level relationships, the resource‐based view shows a strong positive relationship of industry and network based resources with relationship performance. The results suggest that strategic action occurring between a dyadic or focal relationship and in networks of relationships have wider implications for relationship performance. [ABSTRACT FROM AUTHOR]

This article reviews the introduction and development of business planning in Great Britain's National Health Service. It presents a guideline for writing a business case for service development that would form part of a pathology business. Appropriate discussion with managers in either service development or planning may identify a way of targeting a business case to an appropriate source of funding. Business planning and the development of a successful business case in pathology present a challenge to all those working in that service. Time needs to be taken to prepare well, collect accurate information, and gain support from colleagues for any plan to be successful.

Countries have been shown to be competitive in specific industries. This paper contends that this industrial specialization can be understood in terms of an affinity between national 'models of capitalism' and the characteristics of industrial task environments. Put differently, industry-specific competitiveness is conceived to arise out of a fit between patterns of national business systems and patterns of industrial task environments. Specifically, the paper will propose a relationship between the communitarian or individualistic nature of national business systems and the organization-specificity of knowledge in an industry. More communitarian business systems are thought to enjoy a competitive advantage in industries with a high organization-specificity of knowledge, i.e. in industries that rely more on the long-term accumulation of organization-specific knowledge within tightly-knit corporate communities. More individualistic business systems, on the other hand, are thought to enjoy a competitive advantage in industries with a low organization-specificity of knowledge, i.e. in industries that thrive more on the speedy dissemination or reallocation of company-unspecific knowledge through a constant reconfiguration of social relationships. The paper will offer some illustrations of these proposed relationships in terms of the competitive profiles of the United States, Japan, Germany and Britain. [ABSTRACT FROM AUTHOR]

Reviews a variety of academic and practitioner opinions on different types and definitions of lobbying and the purposes for which it is used, ranging from government relations to marketing communications. Distinguishes between what is termed loud lobbying, typically a highly visible media relations campaign providing an information subsidy to carefully targeted media, for marketing purposes; and quiet lobbying, discreet use of links with legislators, in order to encourage or block legislation. A model is given to aid clarification. The distinction is illustrated using examples of loud and quiet lobbying, including a case study of the campaigns for and against resale price maintenance (RPM). This shows Asda`s lobbying campaign to have been essentially a key element of the company's marketing strategy. Concludes that the objectives of a lobbying campaign are crucial in determining whether loud or quiet lobbying would be more appropriate. [ABSTRACT FROM AUTHOR]

This article is concerned with the marketing of the service of incoming tourism, tourists being defined as non-resident visitors to a country for the purpose of leisure, visiting friends and business. It focuses upon the results of a survey, carried out by the authors, to investigate the marketing orientation of the companies who supply the service of incoming tourism relative to Great Britain. The impetus for the survey was threefold. First, the authors had carried out a previous study of problems in the marketing of incoming tourism, which indicated that perhaps the companies involved are not marketing-orientated[l]. Second, although the marketing of other services is reported in the literature, such as Berry and Capaldini[2] on banking, Cowell[3] on leisure services, and Doyle and Newbould[4] on building societies, we cannot find any evidence of an assessment of marketing orientation in the service industry of incoming tourism. Finally, there has been a trend in the literature to question whether or not the marketing of services requires special attention. Such arguments have been recently highlighted by Blois[5], who also suggests that approaches to the marketing of services advocated within the literature have been producer-orientated rather than market-orientated. From the results of the survey, there are indications that there are low levels of marketing orientation within the respondent companies in the service industry of incoming tourism relative to Great Britain. These results are offered as being an early and additional contribution to the incremental understanding of the marketing of the service of incoming tourism, as well as being a contribution to the debate on the marketing of services per se. However, although the evidence does indicate a lack of marketing orientation in this service, a value judgement is not placed on the outcome. Therefore we do not conclude that the companies should, or indeed should not, be marketing-orientated, but merely t [ABSTRACT FROM AUTHOR]

What makes for export success at national, industry or company level has long been a subject for research. Conceptual and methodological problems encountered by Panic and Rajan (1971, 1976) in their research into the structure of UK exports using aggregated data, and Cooper, Hartley and Harvey (1970) in their study of export performance across four industries, have led these authors to recognise the benefits of a disaggregated approach to export research. Moreover, they suggest that further research into company-specific policies and factors affecting export performance will give valuable insight into reasons for differences in both company and country export performance. It appears that there are at least three basic conditions for more fruitful research into exporting: (1) the use of disaggregated data on individual companies; (2) the investigation of specific company policies and factors affecting export performance; (3) the design of an homogeneous sample of exporting companies. The study reported here is based on research using a micro-level or company-based approach to exporting. Specific company export marketing policies and company characteristics are systematically related to export performance in a sample of companies selected from one industry, the British clothing industry. [ABSTRACT FROM AUTHOR]

The article presents results of a research into marketing planning in the manufacturing companies of Great Britain. The aim is to get an initial and broad understanding of the approach that firms take in the planning of their marketing function. A major result of this first stage is that just over one half of the respondent companies prepare a marketing plan, with only 14 per cent giving a plan which is considered to be both comprehensive and adequate. All companies set sales objectives, but in other areas of marketing objectives are neglected by many firms. With regard to marketing strategy, the most important element was given as the selling function. In the control of the performance of the marketing plan the emphasis was placed on product sales and profits, although many firms do not attempt to control expenditure on the individual marketing functions. The results reported in the article are presented in five sections. The first gives the respondent profile, the second relates to marketing objectives, followed by marketing strategy, which is then followed by a section on the marketing plan. The final section is concerned with marketing control.

Interest in marketing has permeated a wide spectrum of commercial activities. Although UK theatres have not been slow to utilise professional marketing techniques, many have clone so in a piecemeal fashion and little research has been undertaken into hove marketing techniques interweave with marketing planning and how the latter is intimately related to general objectives[I]. The study is based on research undertaken in the grant-aided sector of UK theatres. The extent of aid for this group of theatres is often in the order of 70 per cent of total operating costs. Theatres participating in the research exercise can be subdivided into: (a) receiving theatres--organisations with theatre premises usually comprising a main auditorium and a smaller studio, which offer a variety of productions to the public and programmes contain items of both general and specific interest. (b) touring theatres--organisations which have developed material and market their productions to receiving theatres. The distinction is often blurred when theatres/arts centres have their own resident, acting company which, as well as staging productions in the theatre, also tours elsewhere. Research is based on a group of theatres active in Wales and was initiated with the collaboration of the Welsh Arts Council. This organisation is funded by the Arts Council of Great Britain (ACGB). The aim of the research programme was to assist theatres in the development and implementation of marketing plans. This article concentrates on the role of objectives in the planning process and how they need to be refined through an analysis of the present state of the business before they can be made operational and provide guidelines for marketing planning. [ABSTRACT FROM AUTHOR]

Despite the importance of market orientation in the marketing and strategic management literature, it has been the subject of few conceptual and empirical studies. Also, the latter have addressed only the degree of market orientation and not its nature or form. The empirical study reported in this article focuses on the form of market orientation. Five different forms of market orientation were identified, along with three factors that discriminate between them. Although there are some performance differences between the forms of market orientation, the market environments that they are associated with are not significantly different. As well as providing additional empirical evidence, the results provide empirical support to, and extensions of, the conceptualization of market orientation given in the literature. [ABSTRACT FROM AUTHOR]

The article discusses a diagnostic framework for the formulation of strategy, developed by Leontiades (1983), and uses case method to illustrate its application to four manufacturing companies in Great Britain. The framework is based on strategy alternatives, organizational level (corporate or business), management style (steady-state or evolutionary), and the company's stage of growth. Strategy alternatives are from the portfolio management matrix, which assigns a position of build, hold, sell, or buy to individual business units. Strategic business units, the rationale for research methods, and the firm's environment as a change agent are mentioned.

This article presents a surveys of the evolution of marketing strategies in British general insurance from 1720 to 1980. Marketing has never received the same attention as production in British business history.' Its evolution is sometimes seen in terms of clever ideas and devices that are inherently less susceptible to careful analysis and interpretation than the now far more analytical approach to change in the technology and organization of production. This analysis implies a series of evolving market structures in which these developments form appropriate competitive strategies for individual firms. This must provide the essential dynamic which moves industries from one stage to another. Mass production and distribution, for example, allow firms to use price competition based on cost to invade previously protected local markets. The competitive framework of general insurance has demonstrated continuity, as well as change. Its markets have exhibited an oligopolistic market structure that has held the potential for fierce premium rate warfare because of the difficulty of differentiating the product.

The article refers to a survey of medium-sized firms in the textile engineering industry in Great Britain and focuses on the ineffectiveness of their export marketing strategy. Many executives on the boards of directors have technical expertise and a major role in the organization's decision-making process. However, they have little experience in export management, which results in a failure to identify market potential and develop promotional strategies for different parts of the world. These companies need to formalize the planning process, so they will be able to develop an export marketing strategy which is based on market research, technical requirements, appropriate advertising, and identification of profitable markets to be exploited.

The article presents information about Telefónica SA. The company is planning to buy Great Britain-based mobile operator O2 and also has 57.2 percent stake in the telecommunication firm Group 3G. It decided to enter into the European mobile market after obtaining third-generation licenses. After stabilizing its financial position in 2004, the company also tried to consolidate its position in South America. The article also includes information on the business strategy that the company adopted for Asian countries.

Business games have come a long way since G.R. Andlinger introduced his epoch-making Harvard game in 1958. Not the least step was the substitution of mathematical models for Andlinger's framework of chance. The major obstacles to the total acceptance of management games are those of relevance and realism. The game concentrates on the principal general management decisions such as production volume, price levels and marketing strategies rather than going into too much detail on particular technical specialisations such as production control, quality assurance, industrial relations, research and development and distribution. At the same time all of these features (and many more) can be incorporated into the bespoke adaptations which can be prepared to reflect the particular situation of individual companies and industries. The key decisions on price and the level of marketing expenditure will be based on the known market demand level, production capabilities, one's own and competitors' stocks and an assessment of competitors' pricing and marketing policies.

The article presents author's views on arrival of new drugs in the market and the marketing strategy for the new drugs. He discusses the arrival of dapoxetine in the market of Great Britain. He feels that it is important to find what drugs become available and by which route they reach the patient. He also discusses the marketing strategy for over the counter drugs.

The article reports on the impact of global economic crisis on the pharmaceutical industry in Great Britain. It indicates that pharmaceutical firms are under pressure in increasing their revenues due to the recession which forced them to be involved in mergers or restructuring to cut costs and manage their portfolios. It also mentions on the plan of Eli Lilly to establish a Development Center of Excellence which is designed to enhance the late-stage development of new medicines.