The Flexible Executive Mindset: How Top Management Should Look at Tomorrow’s Markets

The need for management to better anticipate the future is the urgent message currently being advocated by consultants in strategic market planning. Uses a survey of high-level managers from Fortune 1,000 corporations to illustrate the advantages of cultivating a flexible mindset concerning environmental trends and their strategic marketing implications. Reviews projected developments in the economy, technology, ecology and the social/political environments that are expected to occur by 2005. Discusses appropriate marketing responses to these trends

The Business Environment of 1995 as Seen by Wisconsin Business Executives

Like many states, particularly those in the so-called rust bucket of the industrial north, Wisconsin is concerned about its business climate. A number of different steps with the potential to make Wisconsin\u27s business environment more hospitable have been taken. For example, the state income tax has been reduced; the state has partially funded a business development organization, Forward Wisconsin, to attract new companies to the area; and a state-appointed panel, the Wisconsin Strategic Development Commission, has filed its recommendations concerning the actions that should be considered in revitalizing the region\u27s business community. This article provides another perspective. It reports upon the views held by a sample of Wisconsin business executives concerning the nature of the business environment in 1995. Specifically, this paper reports on the perceptions held by 24 executives (mostly vice presidents of planning or marketing) from Wisconsin corporations. Because vice-presidents of planning and marketing are most responsible for translating environmental trends into strategic actions, we believe their vision of the general business climate in 1995 will be of keen interest to those concerned about the future of Wisconsin\u27s economy

Marketing in 1985: A View from the Ivory Tower: How will the business environment of 1985 affect competitive marketing strategy?

Inflation and recession, resource shortages, a web of ecological problems, changing social values, a proliferation of business regulations, and other developments of recent years have taken their toll on American business. Such changes in the external environment of business have stimulated academicians and writers for the general media to address questions such as: Can Capitalism Survive: ; Can Marketing Survive? ; Will Shortages Bankrupt the Marketing Concept? Others are directing their efforts to forecasting the uncertain future and the burgeoning discipline of futures research. This article reports on the application of one futures research technique-the solicitation of expert opinion-to the field of marketing. Its purpose is to examine the major dimensions of the future of marketing as seen by marketing education leaders

Macroenvironmental Forces, Marketing Strategy and Business Performance: A Futures Research Approach

A method of futures research is used to empirically test a structure-conduct-performance (SCP) model in a marketing setting. It is proposed that within the macroenvironment there exist, varying levels of resource constraints and structural fluctuations which are positively correlated. Increased resource constraints and structural fluctuations, which are characteristics of a turbulent environment, are expected to increase the competititive intensity in an industry. This higher level of competitive intensity is hypothesized to result in increased use of nonprice marketing strategies. Nonprice marketing strategies are also expected to increase business performance because of the contingency relationship be tween conduct (strategy) and performance. The possible role of "blind" luck or stochastic processes in determining suc cess is also discussed.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Monocyte chemotactic protein-1 (MCP-1) as a predictor of prolonged urinary incontinence after radical prostatectomy

Objectives: To investigate monocyte chemotactic protein-1 (MCP-1) as a novel urinary biomarker to predict prolonged post prostatectomy incontinence. Methods: Men submitted urine samples prior to robotic radical prostatectomy. MCP-1 values were derived using an ELISA test. Pad usage at 7, 30, and 60 days were documented by patient post cards mailed when zero pads was reached. The primary outcome was defined as no incontinence pad usage at 30 days at prostatectomy. Results: After exclusions, 76 patients were included in analyses. Continence was reached by 29% (22/76), 56% (42/76), and (75/76) 98% at 7, 30, and 60 days, respectively. The average MCP-1 (p=0.258) was not different between the continent and incontinent groups. Highest quartile of MCP-1 (MCP > 166 pg/mL) and normalized MCP-1 (MCP-1/TV >0.53) noted a significant delay in continence at 30 days (p=0.050 and p=0.003). Only 26% (5/19) in the highest MCP1/TV quartile were continent, whereas 65% (37/57) of men in the 3 lower quartiles reached zero pad continence (p=0.003). In a logistic regression model the highest quartile of MCP1/TV had a significant chance of being incontinent at 30 days (OR 0.22; 95% CI 0.058-0.80; p=0.022). Conclusion: MCP-1/TV is a urinary biomarker that may predict prolonged urinary incontinence after radical prostatectomy

Does Co-Creation of Service Recovery Create Value for Customers? The Underlying Mechanism of Motivation and the Role of Operant Resources

International audienceThis study focuses on the underlying mechanism that leads to co‐recovery behaviour and favourable co‐created value as response to a service failure. It argues that consumers’ ability to integrate their operant resources (e.g., knowledge and skills) to co‐recover from a service failure motivates them to express higher value co‐recovery in‐role behaviour and hence enjoy higher hedonic and utilitarian values. To test this claim, our study investigates the impact of consumers’ ability to co‐recover on value co‐recovery in‐role behaviour by taking into account extrinsic and intrinsic motivation as mediators. The results reveal that extrinsic motivation only partially mediates the relationship between ability to co‐recover and value co‐recovery in‐role behaviour. Furthermore, the outcomes demonstrate that value co‐recovery in‐role behaviour increases utilitarian value but decreases hedonic valu

Principles and principals: Do customer stewardship and agency control compete or complement when shaping frontline employee behavior?

This article introduces customer stewardship control (CSC) to the marketing field. This concept represents a frontline employee's felt ownership of and moral responsibility for customers' overall welfare. In two studies, the authors show that CSC is a more encompassing construct than customer orientation, which reflects a frontline employee's focus on meeting customers' needs. They provide evidence that the former is more potent in shaping in- and extra-role employee behaviors. Moreover, they highlight how CSC operates in conjunction with an organization's agency control system: Stewardship's positive influence on in- and extra-role behavior is weaker in the presence of high agency control. They offer actionable advice about how to solve the resulting managerial control dilemma. Finally, the authors show that CSC depends on drivers that reside at the individual level (employee relatedness), the team level (team competence), or both levels of aggregation (employee and team autonomy). These findings show how to effectively design a frontline employee's work environment to ensure optimal frontline performance

Servitization, digitization and supply chain interdependency

This study draws on literature at the intersection of servitization, digital business models and supply chain management. Work empirically explores how digital disruption has affected Business-to-Business (B2B) interdependencies. Dematerialization of physical products is transforming the way firms are positioned in the supply chain due to a reduction in production and transport costs and the different ways business engage with customers. Specifically, we propose that these new market conditions can empower downstream firms. We further propose that upstream firms can still capture additional value through digital service if their servitized offer includes difficult to imitate elements. The context of the analysis is the publishing industry. The Payment Card method employed is used to test UK and US consumer’s perceptions of digital formats (eBooks) and assess their willingness to pay in relation to printed formats. The method undertaken enables us to elicit aggregated consumer demand for eBooks which in turn identifies optimal pricing strategies for the digital services. Analysis demonstrates that during digital servitization upstream firms should seek to deploy unique resources to ensure their strategic position in the supply chain is not diminished