The implementation of customer profitability analysis: A case study

By using customer profitability analysis (CPA), firms can determine the profit contribution of customer segments and/or individual customers. This article presents an approach for the implementation of CPA. The implementation process is illustrated using a case study of a firm producing and selling professional cleaning products. The case study highlights specific issues related to CPA in an industrial setting, and the results provide examples of the possible benefits of implementing a process of regular CPA.     

Beyond the journey: the lasting impact of culinary tourism activities

In general, food tourism research has focused on tourist behaviour prior to or during trips, as well as food tourism development and marketing from a destination perspective. This exploratory study investigates food tourism from a broader context to determine if food tourism activities may impact attitudes and future behaviours. Data from a nine-country survey indicate that food activities likely impact trip satisfaction and influence intention to return and likelihood to recommend a destination. Food experiences are connected with memory, and these food experiences and souvenirs may influence destination image and lead to future purchases. Suggestions are provided for further research.     

Efficiency in housing markets: Which home buyers know how to discount?

We test for efficiency in the Swedish co-op market by examining the negative relationship between the sales price and the present value of future monthly payments or ‘rents’. If the co-op housing market is efficient, the present value of co-op rental payments due to underlying debt obligations of the cooperative should be fully reflected in the sales price. However, a one hundred kronor increase in the present value of future rents only leads to an approximately 75 kronor reduction in the sales price. These inefficiencies are larger at the lower end of the housing market and in poorer, less educated regions and appear to reflect both liquidity constraints and the existence of more ‘sophisticated’ buyers in higher educated areas. Overall, our findings suggest that there is some systematic failure to properly discount the future stream of rent payments relative to the up front sales price.     

Determinants of IT Usage and New Product Performance*

Explosive growth of information technologies (IT) has prompted interest in examining the role of IT in new product development (NPD). Through desktop software and Web‐based tools, IT has been used to aid idea generation and product testing as well as for NPD activities such as process and portfolio management. Recent research suggests, however, that a gap exists between IT availability and usage. Given the importance of IT in creating business value through the development of new products and services, the present study seeks to identify factors that affect IT usage. Further, anecdotal evidence and conceptual studies intimate that the usage of IT tools for NPD can shorten time to market, can improve product quality, and can increase productivity. However, empirical substantiation of this impact is mostly nonexistent. The current study investigates the relationship between IT usage and two measures of new product performance: speed to market and market performance. Employing a mail‐survey methodology, the study uses data from a sample of practitioner members from the Product Development & Management Association to examine the effect of project risk, existence of a champion, autonomy, innovative climate, IT infrastructure, and IT embeddedness on the extent of IT usage. These data are also used to explore the impact of IT usage on speed to market and market performance. The results indicate that project risk, existence of a champion, and IT embeddedness positively affect the extent of IT usage for NPD. Additionally, IT usage positively and significantly influences the performance of the new product in the marketplace. Surprisingly, and contrary to popular belief, IT usage does not have any impact on speed to market. An important implication of this study is that IT usage influences performance but not in the way managers expect. Specifically, IT usage does not seem to affect speed to market but rather positively impacts the performance of the new product in the marketplace. This result suggests that IT usage in NPD provides far more value to firms than previously thought and provides evidence to support greater investments in IT for product development efforts. Other implications of the study are that unless IT is embedded into the NPD process and champions for IT tools exist, chances are that IT will not be used and its benefits will not be realized.     

The Innovation Threshold

Summary This paper discusses a model for analysing the sales of new products. This model accounts for the fact that, even among those companies with permanent R&D activities, a fraction of the firms did not have sales of innovative products over a two-year observation period. We propose a model in which the fixed costs of introduction are a major concern in the decision-making process. We apply a censored regression model, extended by a firm-specific threshold. We use a structural model to estimate the fixed costs of introducing new products to the market, and explain subsequent sales of innovative products. We examine an indicator of innovative output, i.e. the sales of products ‘new to the firm’. We estimate fixed cost thresholds by using data from the Dutch section of the Community Innovation Survey (CIS) of 1998. R&D intensity, competition, and market structure all have a positive impact on the sales of new products. The most important factors that reduce the fixed cost threshold of introduction are product-related R&D investments, R&D subsidies, and knowledge spillovers. We would like to thank Geert Ridder, Alfred Kleinknecht and two anonymous reviewers for their valuable comments and discussion.     

Managers, Workers, and Industrial Welfarism: Management Strategies at ER&S and the Sulphide Corporation, 1895—1929

This article is a comparative analysis of the labour management strategies of two base metal refineries: the Electrolytic Refining and Smelting Company of Australia (ER&S), Port Kembla, and the Sulphide Corporation, Cockle Creek. During the period 1895—1930 both companies adopted aspects of an industrial welfarist strategy but at different times and in different forms. ER&S developed a broad-ranging industrial welfarism that included workplace and community-based initiatives such as cooperative stores and benefit funds. Long-term financial security, inaccessibility to outside labour, and interest in North American developments propelled ER&S's interest in welfarism. The Sulphide Corporation was less interested in such long-term strategies. The smelter at Cockle Creek was more marginal to the Corporation's business and had less secure markets. The British-owned company was also influenced by a dominant British tradition of management that was less interventionist and less experimental. However, following major economic and political reorganization of the industry brought about by the onset of war in 1914 the Corporation slowly came around to 'on the job' welfarism by 1919. A comparison of these two firms can isolate the specific and general factors that account for this management diversity. Furthermore, it highlights how particular management styles such as industrial welfarism had implications beyond the workplace to the towns and communities where workers lived.