Lawrence H. Wortzel

Privatization: Not the only answer

Abstract Governments in many developing countries created state-owned enterprises (SOEs) to produce goods or provide services the private sector seemed unwilling or unable to offer. In many cases, SOEs have turned out to be problem children—at best, inefficient and, at worst, unable to fulfill their original functions. Now the recommended solution to the problem of state-owned enterprises is privatization. But privatization is no more a solution to the problems of SOEs than SOEs were a solution to the problems they were created to solve. The problem of SOEs is not ownership, but rather a lack of explicit goals and objectives, and an absence of organization cultures and systems that support and encourage fulfillment of those goals and objectives. In some circumstances, privatization may aid in fulfillment of an enterprises goals and objectives because of the culture and systems it fosters; in other cases not.

Importer purchase behavior: Guidelines for Asian exporters

Abstract Exporters from the Asian developing countries face ever increasing competition as they try to penetrate the United States market. To compete successfully, exporters must understand the purchasing behavior of U.S. importers. This article presents the results of an empirical study of the supplier selection criteria used by U.S. importers in three merchandise categories when selecting an Asian supplier. In all three categories, the most important criteria were price and product quality, followed closely by on-time delivery. Geographical location of the seller and sellers brand name were both unimportant in the supplier selection decision. The results offer guidelines for potential exporters who want to penetrate markets in the industrialized countries.

The Emergence of Free Market Retailing in the People's Republic of China: Promises and Consequences

There has long been a debate as to whether economic development is best accomplished when led by market forces or when centrally planned and directed. This article looks at an important sector of an economy that has experienced both by examining the introduction of free market retailing into the Peoples Republic of China. It contrasts the emerging free market retail sector with the state-owned sector in China and with the retail sectors in market-based developing countries. It then discusses the potential effects of free market retailing on Chinas economic development.

Technology profiles and export marketing strategies

Abstract This paper defines four different profiles which reflect the nature and level of a firms technological involvement in exporting and foreign sales. It is also possible to characterize a firms export marketing strategy along a reactive-proactive continuum. Technology profiles and marketing strategies are then linked together to suggest the optimal approach to developing overseas markets for a given type of firm. A number of essential requirements for successful export marketing are also described. It is suggested that success requires a combination of innovation, adaptation, and an appropriately selected marketing strategy.

Strategic marketing fit in manufacturer-retailer relationships: Price leaders versus merchandise differentiators

Abstract The traditional channels paradigm suggests increasing one s relative power within the manufacturer/ retailer dyad. Manufacturers should focus instead on increasing total marketplace power of their dyads against other manufacturer/retailer dyads. Retailers and manufacturers are interdependent, and can compete best by harnessing the interdependence. We propose and test a model of manufacturerretailer relationships based on interdependence, called the Strategic Marketing Fit (SMF) model. Our study confirms the relationships hypothesized in the SMF model. Retailers pursuing merchandise differentiation retail strategies are better partners than retailers pursuing price leadership strategies