Segmentation: Identification, intuition, and implementation

This paper concerns the implementation of segmentation within a business-to-business organisation. There is wide agreement that segmentation is a fundamental component of marketing strategy. Numerous methods are identified, but there is little guidance on how segmentation can be applied in practice. Four barriers to implementation are identified. The notion of intuition has been applied in the segmentation of emerging markets for technologically based products. This work is extended into established markets using an inductive methodology and adopts an action learning approach to incorporate managerial experience into the process, illustrated by a case study. Several opportunities for further research arise.     

Implementing: Alternatives,costs, and benefits

This essay provides a conceptual framework for thinking about the problem of implementing (i.e. getting things done) as part of the larger process of managing. We shall isolate some alternative approaches to that implementing problem and briefly examine the underlying beliefs, the accompanying technologies, and the attendant costs/benefits of those alternatives. We shall then make a few suggestions about appropriate alternatives for the decade ahead.     

权威创意流行--2004年国际流行纱线展成功举办

2004年国际流行纱线展(SPINEXPO 2004)3月6日～9日在上海国际会议中心华夏厅举行,来自法国、意大利、韩国、日本、西班牙、德国、中国、台湾、香港等国家和地区的纱线生产商参加了此次展览.     

Southeast Asian capitalism: History,institutions, states,and firms

This paper examines the structures of capitalism in Southeast Asia. Following the lead of Gordon Redding and others, it argues that parallel to varieties of capitalism elsewhere, there are distinctive features to the Southeast Asian business system, but that institutions play a relatively large role compared to firm specific resources or industry structures. Historically, with the exception of Thailand all the countries in the region are former colonies. All including Thailand share a distinctive style of nationalism, and partly as a result of this, all are governed by states that claim to be strong and lay wide claims but whose capacities are low. Typical features of the region, particularly the roles of large business groups and the Chinese minority, also can be interpreted as a result of this history. One of the outcomes of the analysis is an extension of the varieties of capitalism approach along the dimensions of state capacity and state direction, and of the approach to the internationalizing firm along the dimensions of dynamic capacity and control of subsidiaries. A further outcome is a questioning of the traditional picture of indigenous Southeast Asian business people as lacking in entrepreneurial skills, or more broadly of Southeast Asian nations as lacking in entrepreneurial values. Rather, the past history of these countries has resulted in a set of structures that militate against successful entrepreneurial activity.