Estimating potential for aftermarket requirements

This article will focus mainly on utility electric plant maintenance with particular emphasis on steam (nonnuclear) turbine-generator maintenance. Our objective has been to identify and examine relationships between the target market and other recorded key operating parameters that would be useful for future forecasting of trends in the target market.     

Criteria used by venture capitalists to evaluate new venture proposals

A questionnaire was administered to one hundred venture capitalists to determine the most important criteria that they use to decide on funding new ventures. Perhaps the most important finding from the study is direct confirmation of the frequently iterated position taken by the venture capital community that above all it is the quality of the entrepreneur that ultimately determines the funding decision. Five of the top ten most important criteria had to do with the entrepreneur's experience or personality. There is no question that irrespective of the horse (product), horse race (market), or odds (financial criteria), it is the jockey (entrepreneur) who fundamentally determines whether the venture capitalist will place a bet at all.The question is if this is the case, then why is so much emphasis placed on the business plan? In a business plan there is generally little to indicate the characteristics of the entrepreneur—it is generally devoted to a detailed discussion of the product/service, the market, and the competition. To us, the implications are obvious—such content is necessary, but not sufficient. The business plan should also show as clearly as possible that the “jockey is fit to ride” —namely, indicate by whatever feasible and credible means possible that the entrepreneur has staying power, has a track record, can react to risk well, and has familiarity with the target market. Failing this, he or she needs to be able to pull together a team that has such characteristics and show that he or she is capable of leading that team.Factor analysis of the results indicate that venture capitalists appear to assess ventures systematically in terms of six categories of risk to be managed. These are: risk of losing the entire investment: risk of being unable to bail out if necessary; risk of failure to implement the venture idea; competitive risk; risk of management failure; and risk of leadership failure.Finally, three clusters of venture capitalists were identified: those who carefully assess the competitive and implementation risks: those who seek easy bail out; and those who deliberately keep as many options open as possible.     

Creating Brand Names That Work

When it comes to brands, what's in a name is everything—a product is not a brand until you name it. What you call your product makes a difference. In addition to making the product yours and no one else's, a good brand name can create a competitive edge by being memorable, by communicating the special qualities of the product, and by setting the stage for a line of future products. Lorna Opatow brings practical experience to this article in which she identifies the problems and the promises in choosing brand names, and then provides guidelines for creating, developing, and evaluating them prior to testing for market acceptance.     

Impact of internal and external environmental stability on the existence of determinant buying rules

The environment of the buying center is conceptualized as having two components. One is external to the buying center but internal organization. The other is external to both the buying center and the organization. The stability of these environments explains a significant amount of variation in the existence of organizational rules that determine the outcomes of organizational buying decisions. A comparison of global and attribute- specific measures of environmental stability indicates the environmental attributes that underlie respondents' global judgements about stability.     

From Experience: The Corporate Black Hole

There is a lot of creative potential lying dormant in corporations because too many managers fail to see innovation as a process to be deliberately managed. C. Joshua Abend sees innovation connected to virtually everything that happens—or doesn't happen—in an organization. He offers in this article ideas that managers can use to remove the impediments to increased innovation and productivity.     

Organizational Obstacles to Innovation: A Formulation of the Problem

A large corporation is a complex social system that seems to take on a life of its own quite apart from the purpose for which it is intended. When one of the purposes of the organization is innovation, the social system can produce obstacles that are not easy to overcome. In this article, Professor Volney Stefflre provides a refreshing look at the problems of keeping an organization innovative enough so that it can survive and thrive in a changing environment. Professor Stefflre's view is an unusual and creative one. It comes partly from his many years of working with a variety of manufacturers as they attempted to adapt to their changing environments through innovation. It also comes from his background in psycho-linguistics—the area, he says, where psychology and anthropology meet. It may not be surprising then that his article includes a brief look at empires and civilizations as part of the support for his thesis. This article is adapted from one of the chapters of Professor Stefflre's new book: Developing and Implementing Marketing Strategies . New York: Praeger Publishers Inc., 1985.     

Parameter nonstationarity in retail choice models

The question of spatial nonstationarity in retail choice models generally has been ignored in the literature. This paper discusses why such nonstationarity might arise and presents an empirical test of nonstationarity in grocery choice data collected from a midwestern city. Based on these findings a nonstationarity retail choice model is proposed. The nonstationary model predicts data from a hold-out sample better than the stationary model.     

The costs of complying with a government data collection program: the FTC's Line of Business Report

The Federal Trade Commission's Line of Business Report Program requires some 440 of the largest U.S. corporations to gather and report detailed data. The program's compliance costs were and are a major issue between the reluctant respondents and the FTC. Analysis of the estimates made by the parties reveals why and how a government agency tends to underestimate costs severely. Principally, the agency does not recognize that a company must prepare data that can withstand hostile scrutiny: inexpensively prepared estimates will not do. The analysis reveals that the estimates used by the FTC are based on very questionable procedures and evidence. A procedure is suggested to avoid or resolve differences in cost estimates claimed by the parties.     

Experience seeking: A subjectivist perspective of consumption

The present research examines consumer behavior from a subjectivist perspective. In a phenomenological sense consumption consists of the generation of internal thoughts and|or sensations, which constitute the content of experience. The sociopsychological characteristics of consumers who primarily seek cognitive stimulation (cognition seekers), sensory stimulation (sensation seekers), novel stimulation (noveltry seekers), or are seekers of all three forms of experience (experience seekers) are delineated. Preliminary causal rationales for each type of consumption are put forward based on these findings.     

Effective selling approaches to buyers' objections

Approaches for responding to an industrial buyer's indecision and price objections were uncovered. When an industrial buyer refuses to make a purchase decision or objects to price, an effective salesperson will seek understanding of the buyer's indecision, consciously look for common underlying objections, address the buyer's specific concern, and establish a decision deadline for the buyer.