Perreault−McCarthy: Basic
Marketing: A
Global−Managerial
Approach, 14/e
Back Matter Notes © The McGraw−Hill
Companies, 2002Notes 805Puzzle,” Inc.,March 1990, p. 25. See also William C. Taylor, “Control in
an Age of Chaos,” Harvard Business Review,November–December 1994,
pp. 64–90; Bernard J. Jaworski, Vlasis Stathakopoulos, and H. Shanker
Krishnan, “Control Combinations in Marketing: Conceptual Framework
and Empirical Evidence,” Journal of Marketing,January 1993, pp. 57–69;
Subhash Sharma and Dale D. Achabal, “STEMCOM: An Analytical
Model for Marketing Control,” Journal of Marketing,Spring 1982, pp.
104–13; Kenneth A. Merchant, “Progressing Toward a Theory of Mar-
keting Control: A Comment,” Journal of Marketing,July 1988, pp. 40–44.
9.Ed Weymes, “A Different Approach to Retail Sales Analysis,” Busi-
ness Horizons,March/April 1982, pp. 66–74; Robert H. Collins, Regan F.
Carey, and Rebecca F. Mauritson, “Microcomputer Applications: Maps
on a Micro—Applications in Sales and Marketing Management,” Journal
of Personal Selling and Sales Management,November 1987, p. 83ff.
10.“The Numbers Game,” Business Week,May 14, 2001, pp. 100–110;
“Accounting Gets Radical,” Fortune, April 16, 2001, pp. 184–94; “Kmart’s
Bright Idea,” Business Week,April 9, 2001, pp. 50–52; “Manufacturing
Masters Its ABCs,” Business Week,August 7, 2000, p. 86J; Robin Cooper
and W. B. Chew, “Control Tomorrow’s Costs Through Today’s Designs,”
Harvard Business Review, January–February 1996, pp. 88–97; Robin
Cooper and Robert S. Kaplan, “Profit Priorities From Activity-Based
Costing,” Harvard Business Review,May/June 1991, pp. 130–37; Douglas
M. Lambert and Jay U. Sterling, “What Types of Profitability Reports Do
Marketing Managers Receive?” Industrial Marketing Management,Novem-
ber, 1987, pp. 295–304; Nigel F. Piercy, “The Marketing Budgeting Process:
Marketing Management Implications,” Journal of Marketing,October
1987, pp. 45–59; Michael J. Sandretto, “What Kind of Cost System Do
You Need?” Harvard Business Review,January–February 1985, pp. 110–18;
Patrick M. Dunne and Harry I. Wolk, “Marketing Cost Analysis: A
Modularized Contribution Approach,” Journal of Marketing,July 1977,
pp. 83–94.
11.Technically, a distinction should be made between variable and
direct costs, but we will use these terms interchangeably. Similarly, not
all costs that are common to several products are fixed costs, and vice
versa. But the important point here is to recognize that some costs are
fairly easy to allocate, and other costs are not. See Stewart A. Washburn,
“Establishing Strategy and Determining Costs in the Pricing Decision,”
Business Marketing,July 1985, pp. 64–78.
12.James T. Rothe, Michael G. Harvey, and Candice E. Jackson, “The
Marketing Audit: Five Decades Later,” Journal of Marketing Theory &
Practice, Summer 1997, pp. 1–16; Douglas Brownlie, “The Conduct of
Marketing Audits,” Industrial Marketing Management, January 1996, pp.
11–22; Leonard L. Berry, Jeffrey S. Conant, and A. Parasuraman, “A
Framework for Conducting a Services Marketing Audit,” Journal of the
Academy of Marketing Science,Summer 1991, pp. 255–68; John F.
Grashof, “Conducting and Using a Marketing Audit,” in Readings in
Basic Marketing,ed. E. J. McCarthy, J. J. Grashof, and A. A. Brogowicz
(Homewood, IL: Richard D. Irwin, 1984).Chapter 20- Available from World Wide Web: http://www.itwinc.com; “Rein-
vent Your Company,” Fortune, June 12, 2000, pp. 99–118; “The Ultimate
Nuts and Bolts Company,” Fortune,July 16, 1990, pp. 70–73.
2.For more on Alien Workshop, see 1998 Annual Report, Key Corp.
See also W. Keith Schilit, “The Globalization of Venture Capital,” Busi-
ness Horizons,January–February 1992, pp. 17–23; Nikolaos Tzokas,
Michael Saren, and Douglas Brownlie, “Generating Marketing Resources
by Means of R&D Activities in High Technology Firms,” Industrial Mar-
keting Management, July 1997, pp. 331–40; George S. Bobinski and
Gabriel G. Ramirez, “Advertising to Investors: The Effect of Financial-
Relations Advertising on Stock Volume and Price,” Journal of Advertising,
December 1994, pp. 13–28; Rajendra K. Srivastava, Tasadduq A. Sher-
vani, and Liam Fahey, “Market-Based Assets and Shareholder Value: A
Framework for Analysis,” Journal of Marketing, January 1998, pp. 2–18;
Gary Tighe, “From Experience: Securing Sponsors and Funding for New
Product Development Projects—The Human Side of Enterprise,” Journal
of Product Innovation Management, January 1998, pp. 75–81; Robert C.
Pozen, “Institutional Investors: The Reluctant Activists,” Harvard Busi-
ness Review,January–February 1994, p. 140; Michael E. Porter, “Capital
Disadvantage: America’s Failing Capital Investment System,” Harvard
Business Review,September–October 1992, pp. 65–83; Bill Parks, “Rate
of Return—The Poison Apple?” Business Horizons,May–June 1993, pp.
55–58.
3.“Home Depot: Beyond Do-It-Yourselfers,” Business Week,June 30,
1997, pp. 86–89; 1997 Annual Report,Home Depot.
4.Sorrell Ridge: Slotting Allowances(Cambridge, MA: Harvard Busi-
ness School Press, 1988).
5.Julie H. Hertenstein and Sharon M. McKinnon, “Solving the Puz-
zle of the Cash Flow Statement,” Business Horizons, January–February
1997, pp. 69–76; Amar Bhide, “Bootstrap Finance: The Art of Start-
Ups,” Harvard Business Review,November–December 1992, pp. 109–17;
Marv Rubinstein, “Effective Industrial Marketing with a Piggy Bank
Budget,” Industrial Marketing Management,August 1992, pp. 203–14;
Amar Bhide, “How Entrepreneurs Craft Strategies That Work,” Harvard
Business Review,March–April 1994, pp. 150–63.
6.For more on production flexibility at DaimlerChrysler, see “Amid
the Turmoil, a Rare Success at DaimlerChrysler,” Fortune, January 22,
2001, pp. 112C–O; 1999 Annual Report, DaimlerChrysler, pp. 10–11. See
also David M. Upton, “What Really Makes Factories Flexible?” Harvard
Business Review, July 1995–August 1995, pp. 74–79ff.; John P. MacDuffie
and Susan Helper, “Creating Lean Suppliers: Diffusing Lean Production
Through the Supply Chain,” California Management Review, Summer
1997, pp. 118–51; Robert J. Fisher, Elliot Maltz, and Bernard J. Jaworski,
“Enhancing Communication Between Marketing and Engineering: The
Moderating Role of Relative Functional Identification,” Journal of Mar-
keting, July 1997, pp. 54–70; X. M. Song, Mitzi M. Montoya-Weiss, and
Jeffrey B. Schmidt, “Antecedents and Consequences of Cross-Functional
Cooperation: A Comparison of R&D, Manufacturing, and Marketing
Perspectives,” Journal of Product Innovation Management, January 1997,
pp. 35–47; Roger G. Schroeder and Michael J. Pesch, “Focusing the Fac-
tory: Eight Lessons,” Business Horizons,September–October 1994, pp.
76–81; Andrew D. Bartmess, “The Plant Location Puzzle,” Harvard Busi-
ness Review,March–April 1994, pp. 20–38; Robert H. Hayes and Gary P.
Pisano, “Beyond World-Class: The New Manufacturing Strategy,” Har-
vard Business Review,January–February 1994, pp. 77–87; Victoria L.
Crittenden, Lorraine R. Gardiner, and Antonie Stam, “Reducing Con-
flict between Marketing and Manufacturing,” Industrial Marketing
Management,November 1993, pp. 299–310; Paul A. Konijnendijk,
“Dependence and Conflict Between Production and Sales,” Industrial
Marketing Management,August 1993, pp. 161–68; Kenneth B. Kahn and
John T. Mentzer, “Norms that Distinguish between Marketing and Man-
ufacturing,” Journal of Business Research,June 1994, pp. 111–18; William
B. Wagner, “Establishing Supply Service Strategy for Shortage Situa-
tions,” Industrial Marketing Management,December 1994, pp. 393–402;
Roger W. Schmenner, “So You Want to Lower Costs?” Business Horizons,
July–August 1992, pp. 24–28.
7.“Special Report: Brands in Demand,” Advertising Age,February 7,
1994, pp. S1–10; “Kellogg to Consumers: Please Bear with Us,” Advertis-
ing Age,March 29, 1993, p. 44; see also J. Mahajan et al., “An
Exploratory Investigation of the Interdependence Between Marketing
and Operations Functions in Service Firms,” International Journal of
Research in Marketing,January 1994, pp. 1–16.
8.“Sri Lanka Keeps Victoria’s Secret,” The Wall Street Journal,July
13, 1999, p. B1ff.; “Remember When Companies Made Things?” The
Wall Street Journal,September 18, 1997, p. C1; “ ‘Virtual’ Companies
Leave the Manufacturing to Others,” The New York Times,July 17, 1994,
Sect. 3, p. 5; “Shaken by a Series of Business Setbacks, Calvin Klein is
Redesigning Itself,” The Wall Street Journal,March 21, 1994, p. B1;
“Calvin Klein Inc.: Definitive Pact Is Reached on Sale of Jeans Division,”