International Journal of Physical Distribution & Logistics Management

Young, Neil

1990 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000362

All company employees in the transport anddistribution industry should be marketingoriented.The importance of PR and marketingpractices and strategies for the industry areanalysed and the concept of competitivebenchmarking is introduced with a stepbystepexercise.

Wittwer, Jacky

1990 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000363

The probable effect of an ageing population on therecruitment of employees in the car rentalbusiness is examined. Fewer young people willbe coming forward. Older workers and womenmay fill the gap but new patterns of employmentmay be needed both fulltime and parttime, jobsharing and second careers. Productivity targetsand insurance and pension costs may need to beadjusted but older employees, in particular, canbe more disciplined and loyal and bring with thema wealth of talent and experience.

Cheesman, L.P.

1990 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/09600039010006259

A successful project in Malawi designed to providea viable method of shorthaul transport, in ruralareas with poor infrastructure, for agriculturalproduce is described. The tractor plus two trailersunit that was developed was not only efficient butcost effective compared to other systems. It wasalso assembled and therefore could be maintainedby skilled workers locally. The problems of raisingcapital for projects of this kind are discussed.

Cooke, Peter N.C.

1990 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000364

Motor manufacturers have begun to change theirway of thinking within their dealership networksthe new development of the provision ofassociated services by the manufacturersthemselves is described within the framework ofvalueadded strategies for the marketing function.Services in the automotive industry are listed andtheir costs and benefits analysed. The implicationsof a valueadded strategy are discussed.

Morgan, Mike

1990 International Journal of Physical Distribution & Logistics Management

doi: 10.1108/EUM0000000000365

Going upmarket is a strategy often proposed forthe ferry industry to compete with the ChannelTunnel. In 1984, Sealink spent 6 million on aluxury service to Jersey and Guernsey, replacinga previous high volumelow yield marketingapproach. Many criticisms can be made inretrospect of the marketing and pricing tacticsused, which contributed to the 11 million lossincurred in the first year. However, given a directchoice between comfort and costsavings, mostcustomers chose the latter. In the light of thisexperience the author argues that reinvestmentin luxury ferries on the short sea routes to retainbusiness in the face of competition will need tobe financed by staff cost reductions rather thanprice increases.