European Journal of Marketing

Dove Izraeli

1991 European Journal of Marketing

doi: 10.1108/03090569110136510

A model of intrachannel co‐ordination strategies is presented. These strategies are analysed and then classified along three dimensions: locus of co‐ordination, degree of specificity, and laterality of decision making. These dimensions are treated as parameters to develop a 2 by 2 grid, articulated as four co‐ordination mechanisms for managerial application.

Jacob Naor; Olaf Schmutzler

1991 European Journal of Marketing

doi: 10.1108/03090569110136547

The process of consumer goods planning and demand research in a centralised socialist system, that of the German Democratic Republic (GDR) is presented and analysed. The system′s degree of centralisation and performance record; and its effectiveness in meeting consumer needs are evaluated and suggestions for improvements are proposed. As recent events in the GDR have indicated, the system, while adequate for meeting “basic needs” is not as yet able to meet dynamically evolving consumer needs and expectations. The latest available reform proposals designed to overcome the system′s inadequacies, are provided.

Wilton Thomas Anderson; Wayne D. Hoyer

1991 European Journal of Marketing

doi: 10.1108/03090569110143053

Revolutionising advances in computer and communication technology have pushed intelligence about the environment to the top of an organisation′s resource priorities, and organisations into the “Age of Intelligence”. Marketing is increasingly defined and driven by a managerial philosophy that explicitly acknowledges the intelligence dependence of the organisation in controlling relationships with key people who control critical demands and constraints in an environment of ceaseless change. The core concept of the emerging new managerial philosophy is the control concept.

Richard Lee Miller; William F. Lewis

1991 European Journal of Marketing

doi: 10.1108/03090569110003553

The stakeholder approach and two value exchange models are offered as tools to assist market managers to strategically manage the marketing function. The stakeholder concept is introduced to aid in identifying all of the constituents and other stakeholders of marketing, both internal and external, and to more completely recognise the various stakes involved. The Corporate Value Exchange Model provides the means for integrating and quantitatively measuring the most important direct value exchange relationships with the constituents and/or indirectly among them; and the Individual Value Exchange Model is suggested for use in analysing interpersonal and other one‐on‐one value exchange relationships.