Timothy L. Wilson

The flexible firm and the flexible co-worker

In the discourse on modern management, the concept of flexibility is often mentioned as a desirable characteristic of firms and employees. Flexible organizations exhibit an ability to change in response to market changes. It should be clear, however, that a range of possibilities exist between “rigid” organizations and truly flexible ones. This range is discussed. Further, a firm’s ability to demonstrate flexibility depends to a large degree on the flexibility exhibited by its employees. Firms exhibiting different degrees of flexibility have different demands on the flexibility of their coworkers, which means that a matching between supply and demand exists. Employee flexibility has several dimensions, which are also discussed as well as some conditions for a flexible work‐ cum lifestyle. The starting point for the discussion is the assumption that neither the firms themselves nor the surrounding society are especially adapted to a lifestyle of flexible work. Some measures to alleviate these conditions are proposed.

Business services 1982–1992: Growth, industry characteristics, financial performance

Abstract A cross-sectional examination of 11 segments of the business service sector indicates all these segments exceeded Gross Domestic Product (GDP) growth, and four grew at least twice as fast as GDP in the 10-year period 1982–1992. Further analysis of this sector suggests that three distinct groupings can be identified-industries that “rent” highly paid personnel for relatively high fees, industries that receive relatively high rents for equipment while employing modestly paid and/or part-time employees, and industries that utilize relatively low paid or part-time employees in relatively standardized service offerings. A single regression was found to explain revenue/employee versus pay/employee across the 10, labor-intensive services studied. Profitability, on the other hand, varied by nearly an order of magnitude between most- and least-profitable segments.

Segment profitability of the US business service sector

“Business” services are those services provided for business customers. As a group, this sector has been the largest single division of the US service sector, comprising 25‐30 per cent of services as defined by the Department of Commerce over the 1982 to 1992 decade. A least squares analysis of cross‐sectional information indicated relative market share and revenue per employee were statistically significant components of profitability in this sector. States that focus on these factors may lend direction to the management of services, especially at the strategic level.

A Comparative Study of Industrial Services in the U.S. and Sweden : Profitability, Productivity and Pricing

Abstract Industrialized countries now depend on the service sector, especially industrial services, for a significant portion of employment and GDP. Despite this importance, there has been little attention given to comparative studies in this area. Cross-sectional, financial data from Swedish and U.S. industrial service sectors were used to assess the dependence of profitability on four strategic factors-relative market share, revenue/employee, investment intensity, and segment growth rate. Both market share and revenue/employee were statistically significant in U.S. performance. Swedish results suggested that market share was not a significant contributor to a profitable strategy. Investment intensity and revenue/ employee, however, were significant contributions to profitability. These results, coupled with structural observations on production sectors, suggest that significant differences may indeed occur in both productivity and pricing in the two systems.

Projects and Proposals in Business Services

“Business services” are those services provided for business customers. History has indicated that this service sector has been the largest and most rapidly growing of all service sectors in the U.S. Of course projects, proposals and planning for projects are important in these services. In-depth interviews with managers thus have been completed in the eight segments that comprise approximately 80 percent of the revenues that are attributed to this sector. Results suggested that two elements were important in arriving at an understanding for a project in these services — the “nature” of the interaction and the “content” that these interactions tended to take. This two-element model is thought to be generally applicable across business services and may be a special case of the application of communication theory as developed for national cultures. Significant differences in detail appear to exist, however, in the eight segments and some of these differences are described. Qualitative association may be made with observations on profitability made in business service segments.

Economic Development: Strategic Considerations on Project Portfolios

Universities have the potential to be a positive factor in economic development, and small business development centers have been established in many US universities to capitalize on the potential that may exist in this area. A model is introduced that permits strategic analysis of development portfolios in such centers. The issue of portfolio balance is discussed from an experiential base. Particular attention is paid to platform projects, which exist between derivative and breakthrough projects, and the potential they have for economic development. Although the treatment apparently presumes an existing portfolio, similar considerations would exist for establishing an initial strategic portfolio.

Mandated Safety Recalls in the U.S. Automobile Industry – 20 Years Experience

In an earlier study, an attempt was made to assess the macro effect of mandated auto recall on the U.S. auto industry. With the amount of information available at that time, recalls were numerically significant and increasing, the industry appeared to be relatively unaffected by their mandated imposition. Out of 248 campaigns, only 15 were 100 percent successful, and overall, less that two-thirds of all cars recalled were actually returned for inspection. Newer automobiles tended to have greater sm:cess rates as did vehicles from larger market share manufacturers. Further, there appeared to be no impact on sales in subsequent years nor did there appear to be any company particularly adversely impacted by recall practice (Page and Wilson 1976, 1979).

Marketing of Economic Development Programs – Expectations and Handling New Offerings

Development centers in a position of marketing new programs to potential users may find themselves confronted with the issue of needing to know what constitutes a reasonable response to efforts as well as how initial introduction might be best handled. Concepts relating to expectations are covered from both the source (supplier) and the receiver (user) sides. A case study is reported that apparently illustrates aspects of general expectations. Previous association with the center and on-site meetings at the prospect clients’ companies appeared to be positive elements in the successful marketing of the case study program.

Automobile Recall Data Treatment: Trend Analysis and Purchase Impact

As a consequence of the National Highway Traffic Safety Act of 1966, there exists a complete data set of safety-related automobile recalls in the US. Attempts to use these data in marketing-related studies have proven to be marginally successful. A data transformation is described that permits better use of this nformation,and its application is illustrated for treating industry trends and subsequent impact on domestic/import sales.

Reflections on Students’ A Priori Expectations of an Introductory Marketing Course and its Development

An exploratory study has been made on an attempt to meet students’ a priori expectations in an introductory marketing course. Student expectations and preferences were incorporated into course emphasis and conduct. Preliminary findings suggest that if expectations are met, both student satisfaction and performance may be improved.