Measuring the industrial firm's image

This article addresses the auditing of the firm's current marketing position. The corporate image of a medium-sized industrial manufacturing company is analyzed to determine how the company is perceived in the market by its own management and by its existing and potential customers relative to competition.     

Purchasing's role in computer buying: A comparative study

The sale of Electronic Data Processing (EDP) equipment represents a large and growing market both in number of dollars and products. This article analyzes the purchaser's perceived role in the EDP acquisition process from both public and private sector perspectives. Major public and private sector purchasing differences are discussed in terms of their implications for improving EDP marketing success. Differences discussed include: purchaser influence in the EDP decision process, necessity of seller-buyer interface, method of purchase, and purchasing's organization structure for buying EDP equipment.     

Buying an industrial service warehouse space

This paper reports the results of a study of the industrial buyer of warehouse space. The role of the purchasing agent and the other members in the buy group are identified and evaluated.     

Increase salespeople's prestige with a new title

The public tends to view sales occupations as relatively low in prestige. The authors present the findings of their study that alternative job titles enhance the prestige awarded sales occupations and suggest how sales titles should be changed.     

Rating industrial advertisements

Industrial advertisers can create more effective advertisements if they have some notion about the immediate effect their advertising has on the target audience. Here, a multiple item scale is developed for categorizing an audience's reactions to print ads. The proposed scale is discussed as a copytesting instrument and could be used to evaluate alternative executions in order to indicate which ads may be most effective.     

Increasing the role of direct mail marketing in industrial marketing strategy

Direct marketing has long been a dominant factor in the distribution strategy of industrial goods and services. Yet frameworks for strategy formulation in this area are nearly nonexistent in the literature. Much that has been written focuses on successful techniques, such as how to use a specific type of sales letter to improve results. This article outlines a set of key perspectives that industrial marketers may use to evaluate the potential effectiveness of direct marketing strategies.     

Industrial salesforce satisfaction and performance with Herzberg's theory

Sales managers are seeking answers to facilitate the salesforce motivational process. This study empirically tested one of the most prominant motivational theories, which, some authorities consider the leading work formulated on the idea that satisfaction leads to performance. This study found no support for Herzberg's dichotomy or the correlation between satisfaction and performance.     

Purchasing agent's influence in the buying process

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.     

Factors that influence the length of industrial channels

This article is concerned with the length of channels utilized to market industrial products. Several marketing scholars have proposed that the appropriate channel structure is a function of conditions associated with the market for the product, the nature of the product itself, and characteristics of the producer and middlemen. By means of a survey of industrial product manufacturers, this study identified six characteristics of middlemen, industrial markets, and industrial customers that appear to be significant influences on the length of channels used to distribute industrial products.     

Realigning industrial marketing channels

Dramatic changes are occurring in industrial patterns of distribution. This article provides a structure for analyzing realignments in industrial marketing channels. Specifically, the analysis centers on the channel efficiency and effectiveness dimensions that were generated by a shift from industrial distributors to a public warehouse.     

Developing better industrial advertising

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.     

Evaluating and comparing salesmen's performance

The measurement and evaluation of the performance of salesmen is complicated in most firms by the situational, environmental, and personal variables involved. This complexity is further increased when management attempts performance comparisons among several salesmen or among an entire sales force. Territorial differences, multiplicity of products, and differences in backgrounds among salesmen are just a few of the factors of variability that compound management's performance measurement and evaluation tasks.In spite of these difficulties, the management process requires that the performance of salesmen be measured and compared to predetermined standards. Subjective judgements have frequently taken the place of objective analysis, particularly as to the overall or composite performance of salesmen, because of the difficulties sales managers encounter in the determination of composite measures of performance. Many have discussed the determination and use of objectives or quotas for salesmen, and some have been concerned with the development of composite measures of salesmen performance. However, most have suggested methods that require quantitative skills not possessed by many sales managers and salesmen. The application of computers to the quantitative methods that have been suggested does alleviate the computational problem but not the equally important understanding requirement. Sales personnel, particularly field managers and their salesmen, should thoroughly understand and accept the methods by which standards of sales performance are determined, in addition to the standards or quotas themselves if they are to accept evaluation against these standards [1].The purpose of this article is to discuss the various determinants of salesmen's performance and to present a practical analytical method for calculating and evaluating the overall performance of salesmen that will permit cross-comparison among all members of the sales force irrespective of differences in assignments and objectives. A hypothetical example is then presented utilizing a tabular analysis format equally appropriate for use by home office analysts or by field sales managers and their salesmen.     

The industrial proposal as a promotional tool

The industrial marketer's promotional tool, the formal proposal, has been little more than an informative but relatively dull statement of supplier qualifications and technical specifications. This article outlines the phases of conventional bidding or proposal preparation, employs exploratory research findings to help identify current weaknesses, and introduces the emerging storyboarding process as a stimulus to the increased vitality of the industrial promotional atmosphere.     

A framework for strategic industrial pricing

A model for pricing decision making in an industrial setting is described. Written from the perspective of a price setter, the model starts with an evaluation of the relative strengths and weaknesses of both buyer and seller. These evaluations are then input into a strategic framework, which integrates tactical considerations with several environmental concerns. The article concludes with a set of strategic pricing alternatives, in a matrix form, to be used by price negotiators and pricing executives of industrial companies.     

R & D and marketing dialogue in high-tech firms

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.     

The relative importance of industrial promotion tools

This article describes a survey of the perceptions of organizational buyers regarding the extent to which their purchasing decisions are influenced by various promotional tools. The results of this survey provide some practical implications for industrial marketers regarding the relative effectiveness of various promotional tools and the relative emphasis that they should place on each of them.     

How industrial salespeople gain customer trust

This study investigated how industrial salespeople gain the trust of their customers. Results show that trust increases as the customer gains the impression that the salesperson is dependable, honest, competent, customer oriented, and likeable. Based on the results, a general model of trust building is suggested.