Marketing Science and the Ivory Tower

How much has quantitative "marketing science" contributed to the practice of marketing? In my view, not much. In this article, based on extensive consulting experience, it is argued that well-established quantitative techniques like econometric models and diffusion models have produced little of either practical or scientific value. Other quantitative techniques, such as conjoint analysis, have been more useful for marketing decision-makers. But what is needed is a more pluralistic culture, drawing on a range of complementary disciplines.     

Nadelstichverletzungen: Kleiner Pieks mit großer Wirkung

Arbeitsschutz als Führungsaufgabe - Eine kurze Unachtsamkeit oder unglückliche Verkettung von Ereignissen und schon ist es passiert: Die Kanüle trifft das Pflegepersonal. Aber: Nadelstichverletzungen lassen sich durch die Verwendung sicherer Produkte und Injektionstechniken reduzieren. Dabei ist die Verbesserung des Arbeits- und Gesundheitsschutzes des medizinischen und pflegerischen Personals eine wichtige Aufgabe der Führungskr?fte.     

Market entry in japan—Some problems and solutions 1

Japan is recognised as a major competitor in world markets but is less well‐known as an attractive market in its own right. This paper proposes that with the right strategies it is possible to successfully penetrate the difficult Japanese market. Problems and opportunities presented by the market are discussed, and some of the findings of a survey of Japanese and German managers in Japan and German‐based managers are reviewed. The paper covers the survey findings on market characteristics, barriers to entry, information requirements, factors contributing to success and methods of market entry. German and UK sources of information and advice on the Japanese market are given for those interested in pursuing the matter further.     

Personal value systems of Japanese trainees and managers in a changing competitive system

A study of personal values held by Japanese and foreign students, trainees and managers showed recent Japanese trainees slightly more conservative than their 1979 cohorts. Foreign students and foreign managers held more pro-American work values than either Japanese managers or trainees. Finally, for the Japanese respondents, there was some evidence of specific shifts away from the Japanese employment system in the areas of thenenko compensation and promotion systems in their organisations.Roy J. Adams is a Professor of Industrial Relations in McMaster University; Richard B. Peterson is a Professor of Management and Organization in the University of Washington; Hermann F. Schwind is an Associate Professor in St. Mary's University.