Distinguishing market segments to assess price responsiveness

Economists and marketers have developed theoretical constructs which suggest that effective market segmentation can be used to identify differences in price sensitivity among market theory in the industrial marketing literature by using marketing research to distinguish market segments that are useful in industrial pricing decisions. Both macrosegmentation, using characteristics of customers (that is, end-use and usage level), as well as microsegmentation (using behavioral variables) were utilized in a survey of natural gas customers to determine if segments of the industrial market differ in price sensitivity.     

Book reviews

B.G.Dale & J.J.Plunkett (eds) Hemel Hempstead, Philip Allan,1989, 350 pp., £ 18.00

Theories and Technologies of the Knowledge SocietyNiels Ole Finnemann (ed) Centre for Cultural Research, University of Aarhus, Denmark, 1989, 100 pp., DK40

The Internationalisation of Software and Computer Services OECD Paris, OECD, 1989, 180pp., Ff120

Techno-diplomacy. US-Soviet Confrontations in Science and Technology Glenn E. Schweitzer New York and London, Plenum Press, 1989, xiv f 320 pp., $23.00

Strategic Management of Services in the Arab Gulf States: Company and Industry Cases M. Sami Kassem & Ghazi M. Habib Berlin, Walter de Gruyter, 1989, 480 pp.     

A review of empirical studies of aggregate marketing costs and productivity in the United States

This article reviews empirical studies of aggregate marketing cost and aggregate marketing productivity in the United States. A methodological comparison is made of five cost studies for 1929 and seven productivity studies covering a period from 1869 to 1968. The cost studies do not clarify—one way or the other—if marketing costs too much or too little. The productivity studies, on the other hand, despite a variety of methodologies, reveal a rising secular trend over the past century. Thus, it may be concluded that irrespective of changes in cost, marketing is becoming more productive.     

The Influence of Ownership and Compensation Practices on Charitable Activities

Recent accounting research provides evidence that similar profit‐based compensation incentives are used in for‐profit and nonprofit hospitals. Because charity care reduces profits, such incentives should lead for‐profit hospital managers to reduce charity care levels. Nonprofit hospital managers, however, may respond differently to the same incentives because they face a different set of institutional pressures and constraints. We compare the association between pay‐for‐performance incentives and charity care in for‐profit and nonprofit hospitals. We find a negative and significant association between charity care and our proxy for profit‐based incentives in for‐profit hospitals, and no significant association in nonprofit hospitals. These results suggest that linking manager pay to profitability does not appear to discourage charity care in nonprofit hospitals. Apparently, the nonprofit mission, institutional pressures, and ownership constraints moderate the potentially negative effects of profit‐based incentives. Because this evidence partially alleviates concerns over nonprofit compensation arrangements that mirror those used in for‐profit hospitals, it should be of interest to regulators and policymakers. In addition, this study provides insights into accounting researchers about institutional and organizational influences that affect managerial responses to financial incentives in compensation contracts.     

Hospital Numerical Flexibility and Nurse Economic Security in China and India

This article contrasts the flexibility of Chinese and Indian urban hospitals and the security of nurses. The study draws on a survey of 55 urban hospitals, and finds that national context generates different flexibility–security outcomes even when workers with similar skills are considered. Our findings support claims that China is constructing a flexibility–security regime that aims to promote both security and flexibility, and that India remains attached to employer‐based social protection, but challenges the claim that economic growth is higher in China because India's employers have relatively less capacity to utilize labour‐time as they wish.