共查询到20条相似文献,搜索用时 0 毫秒
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The purpose of this article is to focus on one aspect of the marketing mix for industrial firms. Specifically, the control of promotion centers on the promotional mix, which includes personal selling, advertising, and sales promotion. The personal sales mix model (Figure 1) highlights those factors that are controllable by the industrial sales representative. Also, the uncontrollables involved in industrial selling are discussed. An understanding of the personal sales mix model should aid industrial marketers in satisfying buyer's needs through effective selling. 相似文献
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Steven J. Skinner Alan J. Dubinsky Thomas N. Ingram 《Industrial Marketing Management》1983,12(2):139-143
This study reports the results of an investigation of the use of humor to stimulate response rates in a mail survey of sales executives in 1000 firms. Results indicate that humor has little effect on response rate, response speed, or response bias and completeness. 相似文献
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In the day-to-day operations, a sales manager must solve a multitude of problems. One such problem is dealing with behavior resulting from employees' frustration. Frustration-instigated behavior is different in kind from motivated or goal-directed behavior. Failure to recognize frustration-instigated behavior in a salesperson and to respond appropriately can have serious consequences. Because a salesperson often has little control over factors affecting his performance, he is particularly susceptible to frustration. This article tells how to recognize frustrated behavior and then describes six of the most common frustrating sales situations and how to deal with them. 相似文献
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The failure of management to recognize frustration in sales personnel, or management's failure to manage frustration appropriately, can result in salespersons engaging in counter-productive behaviors that may lead to low sales productivity, a failure to achieve sales objectives, or customer ill-will. Salespeople must be equipped to work successfully in potentially frustrating situations. This article reports the results of a study that suggest which selling techniques can assist salespeople in reducing or avoiding commonly occuring frustrating sales situations. 相似文献
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It has become part of the traditional wisdom that good relationships between the R&D and marketing departments are essential for effective new product development. But in so many firms it still just doesn't happen. How come? In this article, three pragmatic researchers, Professors Gupta, Raj, and Wilemon, take another look at what causes the significant barriers that exist at the interface of two of the key product innovation functions. What they discover is disagreement between marketing and R&D people about what they should do together. They also find that R&D people are the more reluctant cooperators. They draw some interesting opinions from the parties as to why the barriers exist. 相似文献
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A. Parasuraman 《Industrial Marketing Management》1980,9(1):59-62
This article describes a new conceptual approach, called “vendor segmentation,” which will be useful to industrial marketers in making their vendor evaluation and selection procedures more customer oriented, and hence more profitable, than conventional procedures. A practical approach for doing vendor segmentation analysis is outlined as a stepwise procedure, and the potential benefits and limitations of using this approach are discussed. 相似文献
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Several factors are investigated as possible contributors to market share for capital equipment business: product quality, service quality, a business's image for quality, and marketing communications. Cross-lagged correlations with PIMS data imply that product quality and image for quality influence market share, marketing communication influences image, and service quality results from all of these sources of influence. 相似文献
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Robert E. Spekman 《Industrial Marketing Management》1981,10(1):43-48
Organizational type is presented as a potentially important company specific characteristic that affects the organizational buying process. Factor analysis and multiple discriminant analysis are utilized to demonstrate that differences in the importance associated with purchasing related factors exist among purchasing managers from commercial, non-for-profit, and government organizations. Finally, the managerial usefulness of organizational type as a macrosegmentation variable is discussed. 相似文献
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Alan J. Dubinsky 《Industrial Marketing Management》1980,9(1):37-45
Recruiting college students is a problem because of their negativism towards selling. To overcome student negativism towards selling as a career, recruiters—in their recruitment messages—could present selling in a favorable light by indicating to students that a sales job can satisfy their vocational needs. The article provides several suggestions for improving sales recruitment programs directed at male and female college students. 相似文献
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Performance is the primary concern of industrial channel members; yet, marketing researchers have focused their attention, not on performance, but on other aspects of channel relations: power, control, and conflict. This study investigates performance and the sources of the power-performance relationship in an industrial distribution channel. 相似文献
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Charles M. Futrell 《Industrial Marketing Management》1980,9(1):27-30
Men and women salespeople of two National companies were found to differ in the way they view their jobs. This is contrary to other research. Implications for the practicing sales manager are presented. 相似文献
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As in previous studies the role of the purchasing agent can here been seen to vary throughout the buying process. The results both support and reject previous findings. This study finds that while purchasing agents are heavily involved in some buying stages, such as the selection of an order routine as suggested by previous studies, they may not be heavily involved in such other buying stages as post-sale performance feedback. This is contrary to previous findings. This study was conducted in the commercial construction industry. 相似文献
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Charles M. Futrell 《Industrial Marketing Management》1979,8(4):301-304
The motivation of sales people is partly achieved by matching pay or compensation to performance. This study addresses itself to the effects of publicizing or keeping the pay raises confidential. 相似文献
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Shelby H. McIntyre 《Industrial Marketing Management》1981,10(4):283-286
Predicting market share can be difficult for industrial firms whose sales occur in the form of a few large contracts received at irregular intervals during the course of a year. This article discusses the problems that this type of sales pattern may cause and provides a solution for determining probabilistic share forecasts. 相似文献
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James M. Comer 《Industrial Marketing Management》1985,14(4):239-244
This article examines some key variables that affect managerial satisfaction and performance. Some specific supervisory actions are suggested that may improve the field sales managerial satisfaction. 相似文献
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This paper reports on various factors that should be applied by industrial advertisers in order to improve their advertising effort. Topics on setting objectives, developing copy, designing the layout, and selecting media are covered in an applications-oriented way. The result is a concise approach of how industrial advertising can be more effective. 相似文献
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Life-cycle stages require changes in both operations and management styles. Different personnel sales skills, qualities, and motivation are optimum for the various phases of industrial product life cycles. Early phases require creativity and informality. Growth phases require emphasis on operational planning, staging, training, optimism, problem solving, and stamina. Mature phases demand emphasis on efficiency, administration, judgement, and conservatism. Cutback phases place a premium on “hard-nosed” decisiveness, objectivity, judgement, and courage. 相似文献
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Based on an empirical study of more than 200 R & D and marketing managers from high-technology companies, we conclude that (1) there is a great deal of consensus between R & D and marketing managers on the relative importance of the areas requiring integrated efforts; (2) companies successful in their new product program achieve a significantly greater degree of R & D marketing integration; (3) company size does not affect the level of integration achieved; and (4) the companies that achieve a high degree of R & D/ marketing integration do so by concentrating on all 19 areas proposed in the article and do not merely focus on a few key areas. 相似文献