Publication records

Eine traditionelle Kernaufgabe von Marketing-Entscheidern ist die Planung und Gestaltung von Maßnahmen zur Bearbeitung umfassender Märkte oder Marktsegmente. Diese Aufgabe findet ihren konkreten betrieblichen Niederschlag oft im Produktmanagement. In "Markt- und Produktmanagement" analysieren namhafte Autoren Methoden und Ansätze zum Management - des Leistungsprogramms, - der Distribution, - der Kommunikation, - des Leistungsentgelts und der Vertragsgestaltung. Die Perspektive ist branchenübergreifend und umfasst die gesamte Breite des Business-to-Business-Sektors, also sowohl klassische Industriebranchen als auch die Bereiche der unternehmensbezogenen Dienstleistungen. In der 2. Auflage wurden aktuelle Entwicklungen aus der wissenschaftlichen und praktischen Diskussion aufgenommen, z.B. zur Netzwerkökonomie und zum Performance Contracting. Die Ausführungen zum Produktmanagement wurden erweitert. Das Buch wendet sich an Dozenten und Studierende der Betriebswirtschaftslehre mit dem Schwerpunkt Marketing sowie an Führungskräfte und Führungskräftenachwuchs aus dem Bereich Vertrieb oder anderen kundennahen Unternehmensbereichen, deren Tätigkeitsschwerpunkt in der Vermarktung von Produkten oder Dienstleistungen an Geschäftskunden liegt.

Purpose - This case study sets out to draw a detailed picture of the business relationships between Gildemeister Lathes Ltd and its two competing in-suppliers, Siemens and Heidenhain. Design/methodology/approach - On the basis of a profound analysis of the relationship context and by identifying the drivers of commitment the reader should identify some starting-points to develop a sales strategy in order to keep and raise Siemens' share of the business with Gildemeister. Findings - The case study enables the discussion of customer value-drivers within a relationship context and puts an emphasis on the assessment of a multi-stage marketing-approach focusing on different units within a complex customer organisation and taking into account the "customer's customer" -perspective. Originality/value - This paper provides a detailed case study of Gildemeister Lathes Ltd, Siemens, and Heidenhain.

With permission of Emerald

There are relatively few empirical studies on the workings of a cartel. The primary reason for this is that cartels are often illegal and therefore data are difficult to obtain. Even though antitrust agencies sometimes compile detailed information on cartels, strict confidentiality rules often keep data from academic research. A notable exception is the seminal work by Robert H. Porter (1983), which investigates price wars in a railroad cartel operating in the United States in the late nineteenth century.' More recently, David Genesove and Wallace P. Mullin (1998) use data from 1892 to 1914 of the American sugar industry, where the American Sugar Refining Company controlled (through acquisition) 95 percent of the U.S. sugar market by 1895. Finally, the so-called Lysine cartel, an industry producing feed additive used to ensure the proper growth of livestock, has provided more information on the workings of cartels' international settings (see James M. Griffin, 2001).

Copyright © 2006 by the American Economic Association.

This key note address examines the future of strategic management theory and practice. Specifically, the speech proposes that six "strategic leadership" tasks will take priority: dual strategies; putting vision and mission ahead of strategy; fit between market opportunity, leadership purpose and firm resources; strategy as the hinge between the changing external world and internal company resources; competition between entire business system; and delegation of strategy making to managers below corporate and business unit levels.

With permission of Elsevier

In general, as part of the ongoing discussion about the importance of business partnerships in industrial markets, specifically the paper seeks to comment on the Hunt et al. paper in this issue.

With permission of Emerald

This case study critically examines the journey that British Airways (BA) embarked upon between 1999 and 2004 when changing the structure of procurement to meet the demands of an increasingly competitive marketplace. It also contains an update of the transformation program up to April 2006. Since 1999, the procurement team at BA has been significantly downsized whilst the nature of their work has changed, which has been partly driven with the implementation of a sourcing methodology. This case study looks at how this has contributed to the revision of fortunes for the business, and what challenges it will have to meet for the future.