Michael Bendixen

Compositional perceptual mapping using chi‐squared trees analysis and correspondence analysis

The construction of compositional perceptual maps is an important aspect of the management of brands. The use of correspondence analysis to construct such maps is not new, nor is the subsequent use of conventional hierarchical and non‐hierarchical cluster analysis to segment the brands. However, the application of chi‐squared trees analysis can be used to cluster both brands and attributes using the same principle of decomposing the χ2 statistic of the matrix of frequency of responses as in correspondence analysis. Used in conjunction, these two techniques allow the construction of an enriched compositional perceptual map.

Cross-Cultural Management Philosophies

Abstract The results of this international survey indicate that distinct management philosophies exist and that these correlate to perceived management and organizational effectiveness. In addition, combinations of these philosophies result in distinct management cultures.

Ethical perceptions of South African retailers: management and sales personnel

Reports on the ethical beliefs of retail salespeople, managers and executives in South Africa. Little is known about the ethical perceptions of retailers despite the fact that retailing plays a vital role in the economy. A review of the ethics literature regarding retailing and sales is presented. A survey of 579 retailing employees was undertaken. Findings indicate differences in the ethical beliefs of salespeople when compared to managers. The specific differences are discussed, as well as implications and recommendations for retailers.

The behavioral consequences of internal brand management among frontline employees

Purpose The purpose of this study is to develop and test a comprehensive model for the outcomes of internal brand management (IBM), linking it to brand citizenship behavior (BCB) and intention to stay (IS) through job satisfaction (JS) and brand commitment (BC). Design/methodology/approach A comprehensive literature review is undertaken to develop the proposed model. The sample consists of three separate cases, a financial services firm, a multinational telecommunications company, both based in South Africa, and a regional grocery chain operating in the USA. Useable samples of 154, 96 and 241 were achieved for the three cases, respectively. In all cases, the majority of the respondents were customer contact employees. Findings The structural models showed some surprising results, the major one being that brand proselytization is not a component of BCB. Despite using the same instrument, the levers that drive IBM were different in each of the three cases and different from previous studies. Research limitations/implications The results of this research indicate that IBM and BCB are contextual. This implies that a universal instrument to measure these constructs has yet to be developed, representing an interesting avenue for future research. Practical implications Regarding employees as internal customers and including them in various marketing initiatives and brand-orientated human resource practices (recruitment, induction and training) are key to a successful IBM program. Originality/value A comprehensive model for the outcomes of IBM was developed and tested, linking it to BCB and IS through JS and BC. It is the first time that research has been conducted with customer contact employees only.

Manufacturer and retailer perceptions of in‐store promotions in South Africa

The objective of this article was to investigate the perceptions of retailers and manufacturers with regard to in‐store promotions A literature review of in‐store promotions was undertaken in the context of channel conflict between manufacturers and retailers In this study, the perceptions of a sample of 133 manufacturers and 144 retailers in South Africa were measured Perceptions of these two groups were obtained about the promotional activities conducted, promotion objectives, price and non‐price promotions and the effectiveness and evaluation methods for promotions The results indicate that there are differences between the two groups, with the retailers being the dominant group Also there is a lack of sound measurement of in‐store promotion Implications for manufacturers are discussed