Search results

So far there has been a lack of consideration of core philosophies in the literature on Marketing Information Systems Design. Three possible paradigms which could be used are discussed, namely the prescriptive approach, positivism and phenomenology. The possibility of combining paradigms is also investigated. A case study of an application developed by the authors for a buying group of Scottish retailers is described as two sub‐systems, one using the prescriptive approach and the other phenomenology. Mixed scanning and proto‐typing, as complements to the phenomenology paradigm are outlined.

Argues that a good marketing information system can make decision making more efficient and effective. It can be used to help create a competitive advantage, and can even substitute for expensive assets. Analyses data from a survey conducted by the authors in Queensland, Australia, and finds that even though SME managers recognize the value of marketing information systems, they have generally done little to develop them so far. This is true for services as well as other industry sectors. Identifies exceptions and outlines one example. Finds that this network of firms derives considerable benefits from its marketing information system. Concludes by presenting seven maxims for the development of a sound marketing information system.

Questions whether the traditional US model of management education which currently underpins many management courses in Australia and around the world is appropriate for Australian conditions. The analysis suggests that there is a need for a management education model which is tailored to the needs of Australia and which is vastly different from the characteristic of the traditional US mode.

Guanxi is the foundation of Chinese business negotiations. The paper explains the meaning of Guanxi and uses it to differentiate between the characteristics of Chinese and Western negotiations in the marketing context. Guanxi is a characteristic of Chinese culture and provides a starting point for understanding the Chinese negotiating style. Western cultures have inherently different characteristics. As culture is so important in the negotiation process, the paper also reviews the five dimensions of culture as outlined by Hofstede (1991) and places these in the Chinese context.

Two pillars of Western culture are the free market doctrine and democracy. The ability of these pillars to generate behavior that converges to a global ethical system is investigated. The market mechanism is no longer as described by Adam Smith, it is oligopolistic. Strategic architecture is outside the resources of many firms, a value free morality prevails, and government intervenes in the market. People believe that they are better off than in the past. However, the gap between the “haves” and “have‐nots” is widening. Market doctrine does not conform to ethical principles. Market freedom requires choice; it benefits corporations giving rise to three diverging classes in society. This type of imperialism potentially contains the seeds of its own destruction.

Many of the recent cases of corporate collapse might have been avoided had company leaders been in a position to interpret the early signs of collapse. Existing financial models provide some indication of how to avoid failure, but these need to be supplemented by a holistic, strategic management approach. Recent experience in Australia underscores the importance of this integrated approach, and suggests that specific reforms to directorship and auditing practices might militate against failure.

Relationship marketing is currently an important topic in the marketing literature. The use of relationships in marketing and business generally varies around the world. In the Chinese‐based economies much is made of Guanxi which provides the relationship building for interpersonal relationships. In this paper the foundations of Guanxi are described in the form of a four‐stage model. As Guanxi is a particular form of relationship in the Chinese culture and underpins much of the business carried out in China‐based economies, it is compared to relationship building in Western cultures. The paper adds to the literature on relationships and how they are developed and is important to the literature on relationship marketing applied in the Chinese context. It also helps the practitioner, who wishes to develop relationships in Chinese‐based economics, by providing guidelines on how the Chinese like to do business.

Economic rationalism is a major driver of the education system in many parts of the world. In the scramble to facilitate economic rationalism, the education needs required at national level to keep nations, like Australia, competitive into the twenty‐first century have not been fully considered. Such countries have ignored the needs of education for the first‐tier requirements of global organisations. First‐tier decision making is that aspect of centralized decision making activities, usually in highly developed countries, undertaken by those who can direct and control organizations, confining the rest of the world to lower levels of activity and income. Income, status, authority and consumption patterns radiate out from this tier along a declining curve. Neglecting the needs of the first tier has relegated education users to a follower, second‐ or third‐tier position. This paper considers this three‐tier system and how it relates to the Australian context that aspires to a first‐tier position.

Machiavellian principles are deemed to be applicable to our modern enterprises and have been said to offer critical advice to, and decisive discourse on, management thought and education. The paper revisits Machiavelli’s original arguments and examines these in the light of modern management theory. In particular, the paper scrutinizes the theory for relevance to today’s enterprise given that it was conceived in an era of competitive fragmentation of the Renaissance. The authors comment on a number of topics on which Machiavelli has offered advice, including takeovers of principalities, change, alliances, governance, and leadership principles for applicability to business. The paper concludes that the best way to manage complex business organizations is not through corrupting best management practice with the ideology of Machiavelli but to foster visionary well communicated business principles and practices.

Compares the extent to which management decision support systems (MDSS) technology is applied in a country like Australia with a relatively small population, with countries with much larger populations such as the USA and UK. Combines the highlights of a literature review with an empirical study of Queensland firms. The empirical study yielded 708 usable responses. Results suggest that the stage of development of MDSS in Australia is clearly behind those in the northern hemisphere. Suggests that there is a need to develop training for people in the area of marketing information design, and that governments at the federal and state levels should develop ways of informing Australian business people of the value of MDSS along with the potential for developing a distinctive competence compared with firms which do not have an MDSS. Government and trade associations are in a unique position to stimulate through information, training and finance these important areas of a marketer′s strengths.