Buying in a matrix organization

A study of 32 purchase situations within a large research organization organized under a matrix form confirmed that members from both functional and project groups were participants in the buying center. Another finding was that the influence of buying center members across five stages of the purchase process remains the same. Significant differences in influence were found however, among the different functions with program representatives having a greater influence than project ones.     

Improving mail survey responses from industrial organizations

A considerable amount of evidence has shown that some of the techniques that enhance response in mail surveys of industrial respondents differ from those that increase response rates in mail surveys of the general public. In this article a number of suggestions are offered for obtaining, on a consistent basis, a 50% to 70% response within two to five weeks in mail surveys of industrial respondents.     

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.     

Increase response to industrial surveys

The results of this article support the contention that a prenotification telephone call increases the probability of response to a mail survey request. The article also discusses the practical problems associated with the use of a telephone prenotification in an industrial setting and provides a step-by-step procedure to help overcome these problems.     

A critical review of industrial market segmentation

This article reviews approximately 30 articles over the past 20 years that have addressed the topic of industrial market segmentation. The pursuit of a normative model to guide practitioners in segmenting industrial markets has made some progress with three identifiable models. There are a host of problems with the work done in the area both conceptual and methodological.     

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.     

Key problems facing industrial distributors

This article reports on a survey of the problems faced by industrial distributors. Five major problem categories are identified and managerial implications are derived from the findings.     

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.     

Measures used to evaluate industrial marketing activities

Given the importance of controlling marketing efforts, a study was conducted of industrial manufacturers to determine the extent of their use of various measures to evaluate different marketing activities. The predominate measures used for evaluation were sales volume with much less utilization of profitability, productivity, and expense measures.     

A dynamic industrial product model

This article reports on the development of a marketing model for industrial products to aid marketing managers in developing marketing programs on a quarterly and yearly basis. The system incorporates a market response model which relies heavily on the involvement of managers in providing inputs. The model was parameterized and tested in the context of a large manufacturer of capital goods. The results were supportive of the conceptual soundness of the moral and its utility in decision making.     

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.     

A comparison of opinion and regression forecasting for an industrial product

Opinion-based forecasting techniques are widely used by industrial marketers. Rarely, however, are the results of these forecasts compared with alternative forecasting techniques and/or evaluated against actual operating results. In this study, opinion-based forecasting results for an industrial equipment manufacturer are evaluated against actual sales data. Further, the opinion-based predictions are compared with the predictions of a naive regression model. The results of these analyses suggest that the current opinion-based forecasting system is deficient.     

Managing the cost-service relationship through backorder control

The backorder holds considerable promise as a supplementary measure of distribution system performance. The backorder can be viewed as the “fine-tuning” mechanism, linking distribution costs and services.     

Guidelines for marketing a new industrial product

This article presents an illustration of what evaluations and obstacles a new product can face in an industrial market. Guidelines are also suggested which will hopefully better prepare industrial marketers for more success in marketing new products.     

Critical path method for introducing an industrial product

New product development continues to be a vital evil for most organizations. Considerable attention has been directed toward this function in the consumer goods field but relatively little research has been directed toward this critical task for producers of industrial goods. Industrial goods marketing managers seem to agree that error at the announcement/ introduction phase of the new product development process is responsible for the greatest number of new product failures. This article suggests use of the critical path method to ensure success at this crucial stage.     

The key issues and procedures of industrial marketing research

Industrial marketing research has failed to receive its due attention in marketing books and journals, even though the volume of transactions in industrial goods and services is more than twice that of consumer goods and services. This article provides a systematic and wide ranging review of the issues, procedures, and opportunities found in industrial marketing research.     

Competitive intelligence practices of industrial marketers

This paper explores two ideas: that the competitive inteligence-gathering efforts of industrial marketers differ in purpose from those of consumer marketers, and that the scope of those efforts can be explained by a model incorporating purpose, size, competitive environment, and strategy. Based on data provided by employees of 151 firms, support is found for both of the basic ideas explored.     

Marketing versus public relations in selling nuclear power

All too often, the terminology and practices of public relations are used when marketing is what is really needed. This misapplication appears most often when a concept, an idea, or an intangible product is involved. Webster defines public relations as: relations with the general public through publicity; those functions of a corporation, organization, branch of military service, etc., concerned with informing the public of its activities, policies, etc., and attempting to create favorable public opinion.This definition implies a general, ongoing effort to supply information supporting the image of an organization. There is, however, a considerable difference between this kind of activity and the specific, overt process of marketing. This difference has been particularly apparent in attempts of public utilities to “sell” nuclear power plants. Utilities, of course, are monopoly suppliers and, as such, must seek a favorable image in the community. Thus, when public opposition to nuclear power plants mounted, many utilities responded with stepped-up public relations programs; the method they knew best. This article examines the experience of several utilities in locating nuclear plants and suggests how marketing techniques might be used in selling this intangible product.     

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.