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This article explains the concept of market orientation in a new unconventional way. It helps the reader to understand that market orientation is a process with distinct characteristics and much more than "being or getting close to the customer." It stresses data gathering, the nature of the decision making process, and implementation.

Describes four kinds of selling: 1) transaction, 2) systems, 3) major account management, and 4) strategic account relationships. Explains the advantages, disadvantages, and risks of each. The second half is devoted to a discussion of strategic account relationships which embody importance, intimacy, and longevity for both the vending and the buying companies.

Supplements the (A), (B), and (C) cases. A glossary of terms.

Describes an interfunctional approach to product mix management and account selection. The approach uses a matrix of products and accounts. Also describes the concepts and implementation of the approach.

Many companies have found that high sales volume does not automatically mean high profits. Among the factors that do affect customer profitability are geography, order size, and extra attention to keep the account. Some customers simply cost more to serve. Others will pay any price to get a certain product. If companies want profits and not just sales, they should start by understanding the differences among their customers. Careful analysis of customers and products will steer sellers into more profitable markets. Sellers should: know the exact amount and origin of costs; understand their profitability dispersion and set prices according to the value customers place on each product; focus strategy according to their knowledge of customers and their own strengths; install information and other systems to support a chosen strategy; and analyze profit dispersion and rethink strategy continually.

Describes how close relationships with customers require close interfunctional and interdivisional coordination. Explains where the closest vendor/customer relationships arise and how they stress internal coordination. Also enumerates and briefly describes the way in which interfunctional coordination can be achieved.

Explains the need for functional integration and the four ways to obtain it. A bibliography is provided. The note is managerial rather than scholarly in tone.

Asks where in the Hewlett-Packard (HP) network of groups and sectors the Manufacturing Productivity Division should be placed. Provides a great deal of background regarding marketing, sales, and engineering at HP. It is thus possible to expand and broaden the discussion of the integration of the sales, marketing, and engineering functions at the division, group, sector, and corporate levels.

Focuses on the development of a "market driven" culture at Hewlett-Packard (HP); the conflict between autonomous, well integrated divisions making products responsive to their own markets and a greater degree of systems integration at the corporate level; and the integration of the sales, marketing, and research and development functions.

Helps casewriters and their supervisors to understand the basics of developing cases for classroom use.

The marketing mix concept is an essential part of marketing theory. It has endured because it is both effective and simple. Now there are several ways managers can add more strength to the concept while maintaining its simplicity. By applying such ideas as consistency, integration, and leverage, managers can see how a marketing program must fit the needs of the marketplace, the skills of the company, and the vagaries of the competition. To meet such disparate demands, the elements of the marketing mix must make the most effective use of company strengths, take aim at precisely defined segments, and protect the company from competitive threats.

Provides hints for successfully teaching with cases. Intended to encourage thought and discussion about case teaching.

Reviews important concepts related to the marketing mix, and summarizes key relationships within the mix and between the mix and other parts of the company's marketing approach.

A brief introduction to the nature and scope of marketing.

Introduces students and executives to the case method and provides a generalized approach to cases.

Describes and explains the marketing process and its six phases: implementation, programming, allocating and budgeting, analysis and research, marketing planning, strategy formulation, and monitoring and auditing.

In April 1984 Deborah Raymond, president of Raymond Mushrooms was deciding whether or not to raise prices on Raymond canned mushrooms in conjunction with an advertising promotional program to build consumer preference.

The difficulty of segmenting industrial markets has dissuaded companies from trying, despite the benefits they lose in terms of market analysis and selection. The problem is to identify the most useful variables. One way to do this is to arrange the five general segmentation criteria of demographics, operating variables, customer purchasing approaches, situational factors, and personal buyer characteristics, into a nested hierarchy. The segmentation criteria of the largest, outermost nest are general characteristics about industries and companies. Innermost nests are specific, subtle, and hard-to-assess traits.

Supplements the (A) case.

Provides background information for the (B) case, in which a young sales person is asked for a bribe by an experienced children's wear buyer.