Table of contents
A MARKETING OUTLOOK FOR U.S. BUSINESSES
Dennis P. Yeskey, C. Don BurnettMany CEOs are turning their attention to the advantages of marketing. But the author contends that the corporate focus should not be narrowed. To have a successful strategic…
COST CONTAINMENT IN MARKETING
A.J. Magrath, Kenneth G. HardyAsking probing questions about marketing costs is another way of asking whether what one does for customers matters to them.
THE STRATEGIC VALUE OF PRICE STRUCTURE
Andrew A. SternAll pricing strategies are composed of two elements: price structures and price levels. Price levels are the actual dollar prices that are set within the structure. But managers…
MARKETING‐LOGISTICS OPPORTUNITIES FOR THE 1990s
Roy Dale Voorhees, John I. CoppettTechnological advancements and deregulation in the transportation and communications industries have opened a host of new opportunities for nearly any business to improve its…
SEGMENTING INDUSTRIAL AND HIGH‐TECH MARKETS
James D. Hlavacek, B.C. AmesSegmenting a marketplace is one of the most important strategic moves that can be made by high‐tech companies, industrial firms, and firms that sell services to other businesses…
TURNAROUND STRATEGIES FOR AN INTERNATIONAL ORGANIZATION
Richard R. ColinoINTELSAT, the International Telecommunications Satellite Organization, was besieged by a number of major problems when the author took the helm three years ago. These problems…
MANAGING BUSINESS RISKS OF NEW TECHNOLOGY
Philip N. SussmanWhen a new technology is positioned correctly, financial and market risks can be kept low. As a result, the technology's introduction will be more likely to succeed.
SELF‐DEFEATING LOBBYING: HOW MORE IS BUYING LESS IN WASHINGTON
Ian MaitlandThe business community has greatly stepped up its political involvement. But the fragmented form of that involvement—in which each business interest lobbies separately for its own…
How Management Should Use R&D to Set New Directions
Donald W. CollierTechnology, defined broadly as know‐how, is the raison d'être for any business. The only reason a customer will pay a company money is that the company knows how to do something…
Strategic Compensation Designs That Link Pay to Performance
Mark R. HurwichSome companies are now seeking to design compensation plans that not only reward performance but also improve it. They want techniques that look forward, beyond their current…
The Potential Overreliance on Break‐Even Analysis
Thomas E. ConineThe creation of value for shareholders, the central theme of contemporary financial theory, is generally regarded as the ultimate goal for management. The uncertain outlook for…
Involving the Board of Directors in Strategic Planning
John W. HenkeOn the surface, things haven't changed. In 1971, Professor Myles L. Mace, in his seminal study, Directors: Myth and Reality, reported that the typical board does not get involved…
ISSN:
0275-6668Renamed from:
Business Strategy SeriesOnline date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Ms Nanci Healy