Describes the situation confronting Giovanni Buton, an Italian distiller and beverage distributor, in 1989. The market for distilled spirits was declining and the spirits industry was consolidating via mergers and acquisitions on a worldwide basis. "Global brands" such as Dewar's Scotch were gaining share at the expense of local products. The process of market integration in the EC was scheduled to be completed by the end of 1992. In the face of these changes in the marketplace, what should Buton's strategy be for improving its position in Europe?

Over the last decade, power in the retailing of packaged goods has shifted from manufacturers to wholesalers and sellers. One result has been an increase in consumer and trade promotion. But many trade promotion practices are costly to manufacturers, retailers, and eventually consumers. The authors single out forward buying in the grocery trade and offer evidence of the costs of this practice to the distribution system as a whole. They suggest a policy called "everyday low purchase price", designed to smooth the peaks and valleys of demand and reduce the costs of distribution.

In late 1977, Fisher-Price was considering terminating its distribution in Belgium and Holland and establishing its own sales company. Illustrates a common problem in multinational marketing and raises issues of relative costs, motivation, and dealer relationships. In addition, there was a risk of possible liability for damages under a Belgian law governing manufacturer-distributor relationships.

An analysis of more than 1,200 businesses participating in the Profit Impact on Market Strategies (PIMS) program shows that gains in market share relate to product quality improvements, new product introductions, and marketing budget increases. Successful strategic approaches for strengthening market share usually involve a balanced, consistent marketing program or a mix of several competitive factors.

Outlines the problems involved in defining "markets" for purposes of 1) developing competitive strategies, 2) measuring market share, and 3) evaluating the extent of competition. The primary focus is on strategic planning--specifically, the questions of delimiting the served market for a business unit and identifying potential segments within it.

Discusses several changes in the motorcycle industry: the emergence of Japanese competitors; the growth in demand for light motorcycles; and the emergence of recreational uses; and how these changes have affected older United States and British manufacturers.

Evidence from an ongoing study of 57 companies to determine the profit impact of market strategies (PIMS) shows that one of the main indicators of business profitability is market share. By presenting evidence on the nature, importance, and implications of the connection between market share and profit performance, a group of business experts attempt to answer such questions as why market share is profitable; what the observed differences between low- and high-share businesses are; and what implications the profitability/market share links have for strategic planning.

The profit impact of market strategies (PIMS) project is a study of 57 North American corporations representing 620 diverse businesses. The three factors in the PIMS profit model that substantially influence the return on investment (ROI) in a corporation are market share, investment intensity, and company factors. The market share of a corporation relates to its profitability; corporations with a large market share and a superior quality product average the highest return on investment. Investment intensity (the ratio of total investment to sales), also relates directly to profitability. A high ratio of investment to sales results in a low ROI. Company factors, such as size and diversity, also influence ROI.

The prevailing view of multinational companies (MNCs) is that marketing strategy is a local problem which differs from country to country. There are, however, potential benefits in standardizing multinational marketing strategy. Significant cost savings, consistency in dealing with customers, improved planning and control, and the exploitation of good ideas represent potential gains with an integrated approach to marketing strategy. In view of the trend toward at least partial centralization of marketing management, the right balance between local autonomy and central coordination is essential if marketing strategy is to encompass a multinational perspective.