Samuel Rabino and Arnold Wright (1984), ‘Applying Financial Portfolio and Multiple Criteria Approaches to Product Line Decisions’, Industrial Marketing Management, 13, pp. 233-40

2017 ◽  
pp. 357-364
Keyword(s):  
Product Line ◽  
Multiple Criteria ◽  
Marketing Management ◽  
Industrial Marketing ◽  
Financial Portfolio

Applying financial portfolio and multiple criteria approaches to product line decisions

1984 ◽  
Vol 13 (4) ◽  
pp. 233-240 ◽  
Author(s):  
Samuel Rabino ◽  
Arnold Wright
Keyword(s):  
Product Line ◽  
Multiple Criteria ◽  
Financial Portfolio

Examining the evolution of citations and team composition in Industrial Marketing Management

2021 ◽  
Author(s):  
C. Anthony Di Benedetto ◽  
Adam Lindgreen ◽  
Mustapha Belkhouja ◽  
Hyungseok Yoon ◽  
François Maon ◽  
...  
Keyword(s):  
Marketing Management ◽  
Team Composition ◽  
Industrial Marketing

Industrial marketing management

2008 ◽  
Vol 37 (1) ◽  
pp. 1-2
Author(s):  
Peter J. LaPlaca
Keyword(s):  
Marketing Management ◽  
Industrial Marketing

Industrial marketing management

1978 ◽  
Vol 7 (2) ◽  
pp. 150-151
Author(s):  
Kiran Shah
Keyword(s):  
Marketing Management ◽  
Industrial Marketing

scholarly journals Reconciling contracts and relational governance through strategic contracting

2018 ◽  
Vol 33 (3) ◽  
pp. 265-276 ◽  
Author(s):  
Bent Petersen ◽  
Kim Østergaard
Keyword(s):  
Design Methodology ◽  
Law And Economics ◽  
Analytical Framework ◽  
Marketing Management ◽  
Relational Governance ◽  
Content Type ◽  
Industrial Marketing ◽  
Rent Theory ◽  
Practical Implications ◽  
Contingency Approach

Purpose In an industrial marketing context of manufacturer–distributor collaboration, this law and economics paper aims to contrast two approaches to contracting: conventional and strategic. Design/methodology/approach Based on relational rent theory, this paper provides an analytical framework for juxtaposing conventional and strategic contracting. A contingency approach is applied to formulate propositions as to when conventional versus strategic contracting is preferable. Findings The distinction between conventional and strategic contracting has implications as to whether relational governance substitutes or complements formal contracts (the substitution versus complements perspectives). Strategic contracting results in complementarity (rather than substitutability) between formal contracts and relational governance. Research limitations/implications This paper argues that a more nuanced view on contract types, such as strategic versus conventional, may reconcile the enduring research controversy between the substitution and complements perspectives. Practical implications Today, formal contracts with foreign distributors tend to resemble “prenuptial agreements”. The opportunity for relational rent (e.g. manifested in higher export revenues) grows if conventional contracts are superseded by contracts following strategic contracting principles. Originality/value This study is interdisciplinary, not only by its combination of marketing, management and contractual economics but also through its law and economics amalgamation.

Industrial Marketing Management and Controls

1970 ◽  
Vol 34 (4) ◽  
pp. 114
Author(s):  
William A. Adler ◽  
L. A. Williams
Keyword(s):  
Marketing Management ◽  
Industrial Marketing

Industrial Marketing Management, Vol 35 No 4 (May 2006)

2006 ◽  
Vol 35 (4) ◽  
pp. 403-404 ◽  
Author(s):  
Peter J. LaPlaca
Keyword(s):  
Marketing Management ◽  
Industrial Marketing
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