To touch or not to touch; that is the question. Should consumers always be encouraged to touch products,and does it always alter product perception?

It has previously been suggested that consumers' product evaluations are positively affected by tactile interaction. However, it is not known if it is applicable to products that people usually touch for brief periods of time. This study sets out to explore whether it is possible to influence consumers' tactile perception of fast‐moving consumer goods by altering the surface texture. In this study individual tactile sensing and visual appreciation were compared with the combined visual and tactile sensing of surface textures for two types of products (soap and biscuits). Three types of textures on the outside of either a soap or biscuit box and three separate sample swatches of the textures used on the boxes were used in the study. The three soap or biscuit boxes were visually presented to the participants. This was followed by a blind haptic evaluation of the three textures, and then by a combined visual and tactile evaluation of three differently textured boxes (either soap or biscuit boxes). The results suggest that a consumer's perception of the packaging of fast‐moving consumer goods is affected more by vision than by touch, which raises some questions with regard to when marketers should encourage consumers to engage in extensive tactile interaction prior to purchase. © 2011 Wiley Periodicals, Inc.     

Organisational context and behavioural problems as determinants of the effectiveness of the strategic marketing planning process

This paper continues the authors’ recent work on organisational behaviour by arguing that the differences between theory and parctice in marketing planning can be better understood by analysing the corporate environment for marketing management. Thus, variables such as organisational structure, the configuration of corporate decision making processes, patterns of managerial behaviour and the impact of corporate culture, can help us to understand how marketing planning processes operate in practice.

The authors contention is that the real problems associated with the strategic marketing planning process should be grounded in the realities perceived by executives. They go on to discuss a number of common pitfalls in the planning process before reporting on an exploratory empirical study of UK firms with over 100 employees. The implication of the results is seen as reselling the management agenda with regard to the process of marketing planning.     

Mixed-effects models for health care longitudinal data with an informative visiting process: A Monte Carlo simulation study

Electronic health records are being increasingly used in medical research to answer more relevant and detailed clinical questions; however, they pose new and significant methodological challenges. For instance, observation times are likely correlated with the underlying disease severity: Patients with worse conditions utilise health care more and may have worse biomarker values recorded. Traditional methods for analysing longitudinal data assume independence between observation times and disease severity; yet, with health care data, such assumptions unlikely hold. Through Monte Carlo simulation, we compare different analytical approaches proposed to account for an informative visiting process to assess whether they lead to unbiased results. Furthermore, we formalise a joint model for the observation process and the longitudinal outcome within an extended joint modelling framework. We illustrate our results using data from a pragmatic trial on enhanced care for individuals with chronic kidney disease, and we introduce user-friendly software that can be used to fit the joint model for the observation process and a longitudinal outcome.     

The role of the market in transforming training and knowledge to superior performance: evidence from the Australian manufacturing sector

Training and development of employees increases the value and breadth of employee capabilities and knowledge, although this improvement, we suggest, cannot drive improved competitive performance in the absence of effective commercialisation of these capabilities. We propose and test a model of training and organisational performance, mediated by effective market engagement and transformation by firms. We find, as we anticipate, no direct link between training and performance, although there is a significant and positive path between training and performance when mediated through effective and contemporaneous market engagement.     

Stakeholder theory and internal marketing communications: a framework for analysing the influence of new media

Effective two‐way communication is widely viewed as an essential component of successful internal marketing strategies, yet little research has so far been conducted on the relative merits of different communication media in an internal marketing context. Since the mid‐1990s Internet technologies have revolutionized internal communications in many organizations. However, the impact of these new forms of electronic media on internal marketing communication remains relatively unexamined. This paper draws on stakeholder and communication theories to provide a framework for understanding the dimensions of effective internal marketing communications and presents the results of an empirical study on the relationship between these dimensions and the use of new media in the workplace.     

The role and function of the chief marketing executive and the marketing department: A study of medium‐sized companies in the UK

The unification of “marketing” functions under the control of a chief marketing executive has long been regarded as central to implementing the marketing concept. While not accepting the logic that suggests that marketing orientation implies any particular set of organisational arrangements, this article examines new empirical data concerned with the role and status of the chief marketing executive and the marketing department, in a sample of manufacturing firms, to suggest that they function very differently in different companies.

Such distinctions have important implications for our understanding of how marketing operates in organisations, and the different ways in which it may be developed, both in manufacturing and in other sectors.     

The impact of low cost airline operations to Malta

In 2006 the controversial step was undertaken by the Maltese government to provide incentives for new routes with the intention of attracting low cost carriers to fly to the Islands. This paper examines the impact that low cost airline operations are likely to have on the volume and profile of passengers visiting Malta. The focus is on whether the low cost carriers are merely facilitating existing custom in terms of tourism flows, or whether they are attracting a different kind of visitor. The analysis uses data from a number of air transport and tourism sources and concentrates on the UK; the largest tourist market and where the low cost carriers are likely to have the greatest impact. Initially the effects of low cost carriers to date are examined and then there is an assessment of the longer-term impacts investigating recent developments of other low cost routes from the UK. The evidence shows that traffic to Malta increased significantly in 2007 but these additional travellers do not seem to be more interested in history or culture, nor do they take shorter trips or travel more in off-peak times. This is unlike the situation at a number of other European destinations where the introduction of regular low cost services has provided the flexibility for short break cultural tourism to develop.     

Marketing implementation: The implications of marketing paradigm weakness for the strategy execution process

Reviewing the marketing strategy implementation issue in an era of a weaker marketing paradigm contrasts traditional sequential flow models of implementation with the “strategy formulation/implementation dichotomy” and leads to the emergence of a processual view of implementation. The processual view clarifies the underlying behavioral and organizational factors that build strategy implementation capabilities. These underlying factors are at risk from a weaker marketing paradigm. The weakening of the marketing paradigm is discussed in terms of the downsizing and disappearance of the marketing function, but more fundamentally in the loss of strategic influence for marketing in the face of competing management paradigms such as the “lean enterprise” and “lean thinking.” The conclusion is that the impact on implementation capabilities is being felt first in companies where the marketing paradigm has been traditionally weak, but that this may be prototypical for other companies in the longer term. A number of important areas for conceptual and empirical attention are indentified. Nigel F. Piercy, Ph.D., is Sir Julian Hodge Chair in Marketing and Strategy with Cardiff Business School, at Cardiff University in the United Kingdom, and has held visiting positions at Texas Christian University, the University of California-Berkeley, and the Athens Laboratory for Business Administration. He has published widely in the area of marketing strategy and implementation in the international literature and has had articles published in theJournal of Marketing, theJournal of the Academy of Marketing Science, theJournal of International Marketing, and theJournal of World Business. He has published eight books, most recently the executive textMarket-Led Strategic Change: Transforming the Process of Going to Market (Oxford, UK: Butterworth-Heinemann).     

Interactions between marketing and quality at the SBU level: Influences and outcomes

The management of quality and development of effective cross-functional cooperation have assumed a new strategic importance over the past decade. However, many companies have reported that quality strategies have failed to deliver anticipated performance benefits and that ineffective interfunctional relationships may be to blame. This study explores marketing-quality interfunctional relationships as a potential source of quality strategy implementation failure at the strategic business unit (SBU) level. This study focuses on interdepartmental connectedness, communication and conflict between marketing and quality, and the antecedents and consequences of these dimensions of interfunctional interaction. Using data from a pooled response mail survey, the results suggest that marketing-quality interactions are associated with senior management quality leadership, strategic quality planning process, and control system characteristics. Interfunctional interactions between marketing and quality are found to be only weakly related to relative quality, market performance, and financial performance outcomes. Neil A. Morgan is a university lecturer in marketing and strategy at the Judge Institute of Management Studies, University of Cambridge, England. His research interests focus on strategic issues concerning marketing strategy formulation, marketing implementation processes, and business performance. His work has appeared in theJournal of Business Research, Industrial Marketing Management, British Journal of Management, and other journals. Nigel F. Piercy is Sir Julian Hodge professor of marketing and strategy and chair of Marketing and Strategy at the Cardiff Business School, Cardiff University, United Kingdom. His research interests focus on the organizational context of marketing management, market-led strategic change, and the role of process in marketing strategy implementation. His work has appeared in theJournal of Marketing, theJournal of the Academy of Marketing Science, theJournal of Advertising, and other journals.