Clint B. Tankersley

THE STRATEGIC MARKET PLANNING-IMPLEMENTATION INTERFACE IN SMALL AND MIDSIZED INDUSTRIAL FIRMS: AN EXPLORATORY STUDY

When marketing strategy objectives fail to materialize, is it because the strategy was unsound or the implementation was ineffective, or both? Findings from a two-stage exploratory study of marketing implementation in smaller industrial organizations suggest that the complex interactions between planning and implementation processes, and planners and implementas, impact eventual marketing effectiveness. Depth interviews with fifty managers most knowledgeable about their firms marketing implementation processes shed light on the different ways in which the interactions are managed. Findings suggest that promoting closer interactions between market planners and implementas, or assigning the responsibility of both functions to a person or a group improves likelihood of strategic marketing success. Several implications likely to interest scholars and practitioners are discussed.

Social character and the structure of behavioral intention

Measures of attitude and behavioral intention have played a significant role in the study of consumer behavior. Since behavioral intention may function as a precursor to a behavioral act, its component elements suggest approaches to marketing mix development. In marketing, the most widely used measure of behavioral intention is the Fishbein model, and it is this models requirement for data aggregation which is the focus of this research. Findings suggest that differences in individual consumers may seriously impair the usefulness of data derived from this model.

How managers in high technology organisations perceive the usefulness of information shared during new product development

This study surveys managers in high technology organisations throughout the USA to determine the role of the perceived usefulness of information shared between functional areas during new product development. Marketing, manufacturing and R&D managers were asked to rate the perceived usefulness of information shared between functional areas during a specific new product development program. Managers rated the perceived usefulness of shared information on the basis of sixteen characteristics describing the information, the relationship between workers in different functional areas, and the overall effectiveness of integration in the organisation. The results reveal similarities and differences in the perceived usefulness of information shared between different functional areas. The paper discusses these results and their implications for managers involved in new product development in high technology organisations.

Attitude And Brand Loyalty: A Longitudinal Study Of Multiattribute Attitude Models And Intervening Variables

Brand loyalty has been a major concern within marketing circles, both business and academic. This research goes beyond the traditional end brand-loyal behavior. In addition, the effect of several variables which may mediate this attitude/behavior association was analyzed. Attitude was represented by Fishbeins AB and BI models while brand loyalt) was measured by actual purchase data. Diaries of consumer purchases were kept over a two month span, during which several measures of attitude and intervening variables were collected. Correlation and regression analysis indicated that an association exists between attitude and brand-loyal behavior, with very little difference between the AB and BI models. While the effects of intervening variables were equivocal, the attitudinal approach to brand loyalty appears to a viable alternative to ex post facto measures.

Differences in Information Characteristics for Information Shared During Successful and Unsuccessful New Product Development

Integration between functional areas is an important determinant of organizational effectiveness. Communication and information sharing are key elements of integration. This study examines the role of information sharing between functional areas during new product development. New product development success is related to information shared between Marketing, Manufacturing and R&D.

Perceptions Toward Implementation of Microcomputers: a Study Of Public Radio Stations

The purpose of this paper is to measure perceptions regarding the degree of implementation of microcomputers within public radio stations. Four measures of implementation, representing two dimensions of the phenomena were utilized. A national sample of managers of public radio stations responded to a questionnaire concerning microcomputer implementation within their station. The results suggest that implementation is a complex phenomena that should be addressed from more than one perspective.

Information Usefulness as a Function of Information Quality: Differences among Functional Areas

The increased specialization of functional areas within organizations has increased the need for maintaining and improving effective integration between functional areas. Information sharing is a key component of integration. This study examines the perceived usefulness of information shared between functional areas during new product development. The study asks Marketing, Manufacturing and R&D managers to evaluate the perceived usefulness of information received from other functional areas. The results suggest that there are specific improvements that can be made to increase the usefulness of information shared during new product development.

Characteristics of an Adopting Unit and Implementation of an Innovation

Much of the research on innovations has considered adoption the end point of the marketing effort. This study focuses on implementation of a product within an organization as the goal. Public radio stations were surveyed concerning their implementation of microcomputers along with characteristics of their organization. Four different measures of implementation were analyzed. The organizational variables related to implementation were consistent across all measures.

Useful Information Exchange in New Product Development: Differences in Definition

In spite of the improvements made in information sharing between functional areas, organizations continue to experience difficulties linked to less-than-effective information sharing. The importance of more than simply sharing information is demonstrated in a study by Rise, et al. (1990). These researchers found instances where increased communication between functional areas was dysfunctional. The desired outcome is not to simply increase the sharing of information, but rather to increase the usefulness of information shared. According to Schrage (1990), information sharing between people with diverse, specialized backgrounds result in innovative solutions and innovative products. Schrage envisions information sharing as a much richer process than communication or teamwork. Information sharing results in the creation of value that maximizes the creative inputs of each member of the group involved. As stated by Schrage (31):

The Marketing Planning and Implementation Interface: Some Empirical Evidence

Forty managers involved in implementing marketing strategies shed light on the marketing planning-implementation interface. Findings highlight the need to revise current conceptions of the boundaries between the two functions, and for conceptualizing them as an inclusive gestalt. Implications of the findings are discussed, and propositions for future testing generated.