Eric N. Berkowitz

The marketing audit: a tool for health service organizations.

Recent articles have explained the philosophy of marketing health services. Highlighted here are the important concerns in the “hands-on” development and implementation of a marketing plan.

Media and message strategies: consumer input for hospital advertising.

A large segment of consumers view advertising as an appropriate way to communicate about hospital services. It is unclear whether current advertising by hospitals is responsive to consumer information needs or acceptable to specific target audiences.

Organizational perceptions of sales managers

Abstract The field sales manager is an important member of any organization that has a field sales force. Field sales managers are critical from an operations and human relations point of view [14]. It is at this position that marketing plans meet field implementation. In addition, field sales managers embody management to the salesmen and in turn represent the salesmen to top management. Because of the boundary nature of this position, it is essential to have field sales managers who work harmoniously with both organizational levels. The man-in-the-middle nature of the position makes the field sales manager susceptible to the performance expectations of two diverse groups—sales and managerial personnel.

The frequency of monetary compensation for salesmen

Abstract Sales managers have recognized that money is the primary means for motivating salespeople. Although much has been written about compensation plans, the focus of these efforts has been on objectives, type of plan, and size of reward. Little emphasis, however, has been directed to the frequency with which salespeople actually receive compensation. Research from nonmanagerial disciplines suggests the use of different schedules of compensation may positively affect sales-force motivation. The article outlines alternative compensation schedules and discusses the potential implications on sales-force productivity.

A diagnostic study of sales managers' efficiency

Abstract The importance of the sales manager to industrial marketing organizations has long been recognized. Consequently, much attention has been directed to alternative approaches for evaluating his performance. Yet, effective evaluation requires being able to suggest approaches to improve ones performance. In order to recommend corrective actions and diagnose performance problems, an understanding of the operating environment is necessary. Little understanding exists, however, on how variables in the sales managers environment are interrelated. The focus of this study is an empirical identification of the interrelationships of variables in the sales managers environment. This approach leads to diagnostic models of the sales managers role along three dimensions: (1) Over-all performance; (2) administrative responsibilities; and (3) personal selling. Data from one division of a large industrial chemical company are utilized in this investigation. Information was gathered from internal records and questionnaires to the sales managers. Significant empirical results are found along the three dimensions of the sales managers job. The managerial implications of the findings are reviewed in depth.

Food Ingredient Labeling: The Effects of Disclosure on Consumer Product Evaluation

Food ingredient labeling has been a controversial topic in recent years. Current proposed regulations are aimed toward greater specificity in food ingredient information by using chemical names. Industry representatives believe this approach ineffective and likely to heighten consumers’ negative attitudes toward preservatives and additives contained in a product. This study examines the effects of alternative food ingredient labeling information on consumer product evaluations. Three different products and three levels of food labeling specificity are employed to measure their impact on consumer product perceptions.

A Market Model of an Instructional System in Management Education

In recent years, greater attention has been paid to the role of continuing management education. Successful competition in the management education market requires identification of segment-specific appeals. This paper reports the application of a three-stage model to the healthcare management education market. Results suggest specific program, pricing, distribution and promotional strategies.