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

Entrepreneurship and Creative Destruction

The study deals with reasons for the inefficient operation of the business sector in the economy through the analysis of the relationship between disruptive innovation and creative destruction. The research is carried out in the following logical sequence: the first stage presents William Baumol’s hypothesis about why entrepreneurship makes some societies richer and some poorer

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

Towards a service system ontology for service science

Service Science is a new interdisciplinary approach to the study, design, implementation, and innovation of service systems. However due to the variety in service research, there is no consensus yet about the theoretical foundation of this domain. In this paper we clarify the service systems worldview proposed by Service Science researchers Spohrer and Kwan by investigating its foundational concepts from the perspective of established service theories and frameworks. By mapping the proposed service system concepts on the selected service theories and frameworks, we investigate their theoretical foundations, examine their proposed definitions and possible conflicting interpretations, discover their likely relationships and general structure, and identify a number of issues that need further discussion and elaboration. This analysis is visualised in a multi-view conceptual model (in the form of a UML class diagram) which we regard as a first step towards an explicitly and formally defined service system ontology

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