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Dive into the research topics where Kenneth B. Kahn is active.

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Featured researches published by Kenneth B. Kahn.


Journal of Business Research | 1998

Marketing’s Integration with Other Departments

Kenneth B. Kahn; John T. Mentzer

Abstract Interdepartmental integration is very much a part of a marketing department’s activities, but what is meant by “integration” is not well defined. Some literature has ascribed to an interaction perspective, where meetings and documented information exchange predicate marketing’s relationships among departments. Other literature has ascribed to a collaboration perspective, where teams and collective goals are prescribed. And a third group of literature has suggested that integration is a composite of interaction and collaboration. An empirical study of 514 marketing, manufacturing, and R&D managers was undertaken to investigate which one of these perspectives may be more valid for achieving performance success. Findings indicate that collaboration distinguishes successful performance and promotes marketing’s satisfaction in working with other departments. Managerial and future research implications are discussed.


International Journal of Physical Distribution & Logistics Management | 1996

Logistics and interdepartmental integration

Kenneth B. Kahn; John T. Mentzer

Suggests that while integration is a term that logistics discusses in an interorganizational context, integration within an interdepartmental integration is not as prevalent. Consequently, a common definition for “integration” is lacking. Literature has provided three characterizations: integration represents interaction or communication activities; integration consists of collaborative activities between departments; and integration is a composite of interdepartmental intraction and interdepartmental collaboration. Adopting the composite view, prescribes that managers and researchers consider integration to be a multidimensional process. Proposes a model is based on this perspective to suggest that different logistics situations will require varying degrees of integration via interaction and collaboration. Managerial implications are discussed for each situation.


Journal of Product Innovation Management | 2002

An exploratory Investigation of new product forecasting practices

Kenneth B. Kahn

To guide new product forecasting efforts, the following study offers preliminary data on new product forecasting practices during the commercialization stage (prelaunch and launch stage). Data on department responsibility for and involvement in the new product forecasting process, technique usage, forecast accuracy, and forecast time horizon across different types of new products are reported. Comparisons of new product forecasting practices for consumer firms versus industrial firms are also reported. Overall, study results show that the marketing department is predominantly responsible for the new product forecasting effort, there is a preference to employ judgmental forecasting techniques, forecast accuracy is 58% on average across the different types of new products, and two to four forecasting techniques are typically employed during the new product forecasting effort. Compared to consumer firms, industrial firms appear to have longer forecast time horizons and rely more on the sales force for new product forecasting. Additional analyses show that there does not appear to be a general relationship between a particular department’s involvement and higher forecast accuracy or greater satisfaction, nor does it appear that use of a particular technique relates to higher forecast accuracy and greater satisfaction. Countering previous research findings, the number of forecasting techniques employed also does not appear to correlate to higher forecasting accuracy or greater satisfaction. Managerial and research implications are discussed.


Journal of Business Research | 1994

Norms that distinguish between marketing and manufacturing

Kenneth B. Kahn; John T. Mentzer

Abstract We report an exploratory study on the norms that distinguish marketing departments from manufacturing departments across organizations. A questionnaire was sent to the marketing managers and manufacturing managers of 125 companies located in Virginia (250 managers total). After two mailing waves, 77% and 68% of marketing managers and manufacturing managers had responded, respectively. The findings of logistic regression analyses indicate certain norms where the two departments have common differences. Most notably, perceptions of dependencies between marketing and manufacturing appear as a significant set of distinguishing norms. We believe that these norm differences should be recognized because they may act as an impediment to the successful implementation of a market orientation. J. BUNS RES 1994. 30.111–118


Archive | 2006

New product forecasting : an applied approach

Kenneth B. Kahn; Martin Joseph; Alec Finney

Foreword, Martin Joseph and Alec Finney Preface PART I. FOUNDATIONS OF APPLIED NEW PRODUCT FORECASTING 1. Introduction to Applied New Product Forecasting Clarifying the Terminology of Product, Service, and/or Offering * A New Product Forecasting Directive * Beginning the New Product Forecasting Endeavor * Types of New Product Estimates * New Product Planning Versus New Product Forecasting * Types of New Products * New Product Forecasting Techniques * New Product Forecasting Strategy: Linking Techniques to Type of New Product * Key Concepts * Discussion Questions 2. New Product Development and New Product Forecasting: Process and Structure The New Product Development Process * Using Teams to Structure New Product Development * The New Product Forecasting Process * Assumptions Management * S&OP and New Product Forecasting * Key Concepts * Discussion Questions PART II. NEW PRODUCT FORECASTING TECHNIQUES 3. Judgmental New Product Forecasting Techniques Jury of Executive Opinion * Sales Force Composite * Scenario Analysis * Delphi Method * Assumptions-Based Modeling * Using Assumptions-Based Models to Identify Critical Assumptions and Examine Risk * Decision Trees * Markov Process Model * Key Concepts * Discussion Questions 4. Customer/Market Research Techniques for New Product Forecasting Concept Testing * Product Use Testing * Market Testing * Conjoint Analysis * Quality Function Deployment * The Kano Model * Key Concepts * Discussion Questions 5. Time Series Techniques for New Product Forecasting Look-Like Analysis (Analogous Forecasting) * Diffusion Modeling * Composite Curve Approach * Key Concepts * Discussion Questions 6. Regression Analysis for New Product Forecasting Correlation * Regression Analyses * Final Comments on Regression Analyses * Key Concepts * Discussion Questions PART III. MANAGERIAL CONSIDERATIONS FOR APPLIED NEW PRODUCT FORECASTING 7. Special Topics in New Product Forecasting Understanding the Launch Phenomenon * The Launch Cycle * Pre-Launch Preparation: Launch Control Protocol * Launch Tracking and the Launch Scorecard * Special New Product Forecasting Issues * Key Concepts * Discussion Questions 8. New Product Forecasting Benchmarks Review of Literature on New Product Forecasting Practices * New Product Forecasting Benchmarks * Final Observations * Implications for Your Companys New Product Forecasting Process * Key Concepts * Discussion Questions References * About the Author * Index.


The Journal of Marketing Theory and Practice | 1996

EDI and EDI Alliances: Implications for the Sales Forecasting Function

Kenneth B. Kahn; John T. Mentzer

While literature has noted EDI’s effect on channel management, one overlooked area is how EDI may impact the sales forecasting function. This oversight is surprising since EDI helps to reduce uncertainty between the customer and supplier to improve demand prediction, which is a primary responsibility of sales forecasting. This article discusses EDI’s implications for the sales forecasting function, as well as how channels entirely linked via EDI might diminish the need for the tactical sales forecasting function. Propositions are developed to outline implications, stimulate thinking, and encourage further study by practitioners and researchers alike.


Journal of Business Research | 2004

Sales-distribution interfunctional climate and relationship effectiveness

Kenneth B. Kahn; Richard C. Reizenstein; Joseph O. Rentz

Abstract The sales–distribution relationship represents a critical interfunctional relationship, which has been mostly overlooked. A study was therefore undertaken to investigate how interfunctional climate, comprised of the two elements of communication ease and cooperation, might affect sales–distribution relationship effectiveness. Unlike prior interfunctional studies, the present study also examined the impact of management and subordinate levels within each respective function. The guiding research question was to ascertain whether interfunctional climate and relationship effectiveness are generally reflected at the function level, at a particular level in the organization hierarchy, or both. Results from a company study of 865 sales and distribution personnel reveal that differences can lie at both function and hierarchical levels. Results further highlight that cooperation is an important element for sales–distribution effectiveness across both functions and across management levels. Implications for managing the sales–distribution relationship and conducting future interfunctional research are presented.


International Journal of Innovation Management | 2010

THE NATURE OF R&D-MARKETING INTEGRATION IN CHINESE HIGH-TECH COMPANIES

Helen Perks; Kenneth B. Kahn; Cong Zhang

This study offers continued insight into R&D-marketing integration with particular attention to the Chinese context. Examining the responses of 200 Chinese R&D and marketing managers, an exploratory investigation of marketing and R&D integration in Chinese high technology firms was undertaken. Study results find that Chinese high technology firms with higher levels of achieved integration perform better. It was also found that R&D involvement in screening new product ideas, designing communication strategies for the customers of new products, training users of new products and analysing customer needs appear to be top priorities for R&D integration in Chinese companies. These and other results are compared to prior findings in US and Japanese samples to support general propositions for R&D-marketing integration. We offer explanations for the results and discuss theoretical development of the R&D-marketing integration construct. Future research considerations are presented to spur continued focus in this area.


Archive | 2015

How are Service Firms Measuring and Managing Service Quality/Customer Satisfaction?

Carol C. Bienstock; John T. Mentzer; Kenneth B. Kahn

A survey of firms marketing consumer and/or industrial services was undertaken to determine the extent to which they are incorporating recommendations from services marketing research. Results of the survey reveal that services marketing research and the strategy recommendations generated from that research appear to have had some influence on service quality/customer satisfaction measurement and management. An encouraging number of the firms surveyed are incorporating services marketing research findings in their measurement of service quality/customer satisfaction, as well as utilizing guidelines suggested by services marketing research in the management of service quality/customer satisfaction measurement information, i.e., the dissemination and use of the results of these programs.


International Journal of Innovation Science | 2012

An Investigation of Centers for Innovation

Kenneth B. Kahn; Jaycee L. Dempsey

The center for innovation model is a growing and prominent phenomenon across corporate, government, nonprofit, and university contexts. Based on the name, one would infer an aim is to serve as a mechanism that catalyzes innovation. A further aim would be to serve as exemplars of technology development, knowledge development, and knowledge dissemination in the course of delivering a given mission. To date, little work has examined the center for innovation phenomenon and so there is a need to investigate these inferences and provide an understanding for the basis and rationale for why organizations across various contexts are pursuing centers for innovation. Examining mission statements followed by an electronic survey of 66 centers for innovation, we characterize the practices, rationales, success factors, challenges, and other descriptors of these centers in an effort to understand their operating characteristics. Results suggest four archetypes for the center for innovation model based on constituency. ...

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Helen Perks

University of Manchester

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Roberta Moss

American Cancer Society

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